business

Olive trees have long history

Volunteers help pick olives on a windy day in the fair trade grove of Emek Yizrael. (photo from Yoram Ron)

For thousands of years, olive trees have grown in Israel. Neolithic pottery containing olive pits and remnants of olives have been discovered in Israel’s Mount Carmel region, proving that early people produced olive oil by pulverizing the ripe olives in small pots. Some ancient trees reportedly still exist – in the Palestinian village of al-Walaja, residents claim they have the world’s oldest olive tree, supposedly 5,000 years old. More realistic is Beit Jala’s claim to an 800-year-old olive tree.

Olives for making oil are picked around December or January, so it is probably no coincidence that Chanukah comes so close to the picking season. As you know, Chanukah’s miracle revolves around the story that a very limited amount of olive oil burned in the Temple menorah for eight nights.

While the olive branch is a symbol of peace, the olive harvest in both Israel and the Palestinian territories is a challenging time. For Palestinian olive growers, extremist settlers and Israeli government policy have turned their harvest into an uncomfortable, if not a physically and economically dangerous event. Documented cases show some settlers assaulting Palestinian farmers – threatening them, driving them off their own land, physically attacking them or throwing stones at them. Sometimes, settlers vandalize Palestinian vehicles and damage farming equipment. In other cases, settlers jump-start the harvest, stealing the fruit from hundreds of trees. In the saddest of cases, settlers vandalized hundreds upon hundreds of Palestinian olive trees, in what appears to be a gross violation of Deuteronomy’s 20:19 bal tashchit precept. In this law, we may not uproot or cut down a fruit tree if we do not have an acceptable reason to do so. In the early part of last year’s harvest, the Office for Coordination of Humanitarian Affairs reported that 25 Palestinians were injured, more than 1,000 olive trees were burnt or otherwise damaged and large amounts of produce were stolen.

Since the construction of the separation barrier, some Palestinian olive growers have ended up with their groves located on the other side of the barrier and farmers must obtain special permits and go through special gates to get to their trees. The B’Tselem Organization has documented situations in which Israeli soldiers have blocked the access gates or held farmers up, and there have been reports that soldiers have used anti-riot material on the growers.

In a few cases, the separation between olive groves and homes means that growers have to travel some 25 kilometres round trip. Moreover, the growers are given fixed times to get to their trees and, sometimes, the periods available are not long enough to finish all the picking. Related, Palestinians are sometimes put into a situation in which they have to pick their fruit while the olives are still strongly attached to the branches. Olive picking is largely a manual procedure, so, to dislodge the unripened olives, growers either hit the trees with a rod or shake the trees very hard. This can result in damage to both the trees and the olives.

photo - Two men loading freshly picked olives in the organic grove of the Galilee’s Kfar Deir Hanna, November 2020 — Two men loading freshly picked olives in the organic grove of the Galilee’s Kfar Deir Hanna, November 2020. *(photo by Itiel Zion)*

The current pandemic has caused financial havoc all over the world, including in Israel. This harvest season, Jewish Israeli olive growers have had tons of olives stolen. In the Emek Yizrael area, the Border Police found about 10 tons of olives in a nearby sheep pen. The olives had already been bagged and the gathering containers were standing to the side. The alleged thieves live in Zarzir, a village some 10 kilometres from Nazareth. Shomer Hachadash (the New Guard) tries to prevent these incidents using dogs and heat-sensing drones for nighttime surveillance. Some very bold olive thieves have even been spotted in daylight hours.

Despite this gloomy picture, however, there are promising things happening in Israel’s olive industry. Kfar Kanna’s Sindyanna is an olive oil producer. The Galilee operation is a certified fair trade establishment. In addition, it is a nonprofit organization with strong social and political commitments. Their olive oil bottles proudly say that the oil is produced by Jewish and Arab women in Israel.

Sindyanna aims to improve the working conditions and livelihoods of local Arab women, a clearly marginalized group. For example, Sindyanna provides employment training for Arab women. On the political level, Sindyanna is committed to inter-religious understanding by contracting Muslim, Jewish and Christian women. Moreover, the growers who sell their olives to Sindyanna, like the population of the Galilee itself, are a mix of ethnic groups.

Hadas Lahav, Sindyanna’s chief executive officer, said the company strongly affirms sustainable farming. Over the years, it has built strong connections with local farmers, buying olive oil directly from about 100 individual farmers and large family groups. Some of the farmers are organized into large family companies, like Al-Juzur’s seven families of the Younis clan. In Deir Hanna, the 2,500 organic olive trees belong to the Hussein family. In the Birya Forest, there are 10,000 organic olive trees maintained by Hussein Hib.

In the Jezreel Valley, there is a non-organic grove that belongs to Sindyanna in cooperation with the landowners, the Abu Hatum family from Yafi’a. In Iksal, the non-organic groves belong to the Dawawsha family. In Arabeh, the non-organic olive groves belong to the Khatib family and, at Moshav HaYogev, they belong to the Ashush family.

photo - Close-up of freshly picked olives in Sindyanna’s fair trade grove in Emek Yizrael — Close-up of freshly picked olives in Sindyanna’s fair trade grove in Emek Yizrael. *(photo from Yoram Ron)*

As Lahav pointed out, with olives, there are good years and less good years. The 2020 harvest was significantly smaller than the 2019 harvest. In a way, it was fortuitous that 2020 produced less fruit, as, with COVID-19, few permits were given to seasonal pickers entering Israel from the West Bank.

The olives picked for Sindyanna’s products are Coratina (this olive tree is highly adaptable and produces abundantly in hot dry climates, including rocky soils), Barnea (this olive was bred in Israel for oil production, but is also used for green or black table olives) and Souri (olives that are native to Israel and have been the major variety cultivated traditionally under rain-fed conditions in northern Israel). On average, in irrigated groves, a tree produces five kilograms of olive oil and, in a non-irrigated grove, a tree produces three kilograms of olive oil. The olive oil is kosher.

Here are some factoids about Sindyanna. Many of us are familiar with Dr. Bronner’s soaps, but did you know that Sindyanna of the Galilee’s organic olive oil is an essential ingredient in Dr. Bronner’s Magic Pure-Castile Soaps? KKL-JNF is also involved with Sindyanna of the Galilee – in KKL-JNF’s Birya Forest, the organic olive grove was once part of the now-defunct Qabba’a village. Not too long ago, another organic grove in Wadi Ara (planted on a former Israeli army firing range) was threatened by the construction of high-tension wires; following the protests of local farmers and the village council, the course of the power line was diverted.

Sindyanna of the Galilee sells its olive oil on Amazon and, this year, it will start selling its olive oil on select Canadian websites and in certain food stores.

Deborah Rubin Fields is an Israel-based features writer. She is also the author of Take a Peek Inside: A Child’s Guide to Radiology Exams, published in English, Hebrew and Arabic.

Using chutzpah in business

Uri Adoni shares “The Six Rules of Chutzpah” in his book The Unstoppable Startup. (photo from Uri Adoni)

Uri Adoni, author of The Unstoppable Startup – Mastering Israel’s Secret Rules of Chutzpah, is on a mission to teach businesspeople how to use chutzpah to their advantage.

Born and raised in Israel, Adoni was working at a large advertising agency when the internet was just starting to catch fire.

“I really remember the exact moment when I first saw the internet,” Adoni told the Independent. “It was back in 1995 and it really blew my mind. I said, ‘Wow! I can talk to somebody in Singapore!’ It was very slow, dial up. It took ages to download anything, but it was crazy for me. And then I realized I just had to be part of it.

“Funnily enough, one of the partners in the agency at the time, he said to me, ‘This internet thing, it’ll never catch on.’ But, I begged to differ! And the old advertising world, I think, it will change dramatically, because you have so much data and people will know exactly what you were doing. That’s when I joined Microsoft.”

Adoni was chief executive officer of MSN Israel, working for Microsoft, for about seven years. He then moved to managing venture capital, giving him a unique view as to why some venture owners succeed while others fail. After a decade on the job, he decided to share this knowledge in book form.

According to Adoni, “One of the questions we’ve been frequently asked by people from all over the world is, ‘What is the secret sauce behind the Israeli success?’… We’re the second-largest tech hub in the world, second only to Silicon Valley, the largest per capita. We have the highest density of startups per capita, the highest venture capital per capita.”

Adoni shared that Israel has the third most companies on the NASDAQ, after the United States and China, though, in terms of population and geography, Israel is tiny compared to these countries.

“The positive side of chutzpah is what makes the difference between Israeli entrepreneurs and other entrepreneurs from around the world,” said Adoni. “One of my hypotheses is that, unlike charisma, which you’re either born with or not, chutzpah is actually something you can teach. And, I’d say, more than that, by the way. I think that any entrepreneur in the world, whether Israeli or not, they all have chutzpah. They just don’t know how to define it this way. But, I really think it’s a key ingredient in any successful startup.

“I felt the best way to explain it is by demonstrating what it is, and that the best way to demonstrate it would be to interview very successful entrepreneurs who could relate to it – asking them how important chutzpah has been in the success of their startup. If they are Israelis, they’d know it, and be able to put their finger on it.”

In The Unstoppable Startup, Adoni delves into what he has dubbed, “The Six Rules of Chutzpah,” with plenty of examples. The first rule involves changing one’s mindset, which, in turn, enables you to challenge reality as you know it, by thinking ahead of the curve.

“One of the companies we invested in at the time was a company, called CyActive, in the computer anti-virus world,” he said. “Usually, the way it works is that you have a virus and then you have the anti-virus that comes up with some sort of virus blocking. But it’s a cat-and-mouse thing, because they have to come up with a new virus and the anti-virus has to block it.

“They came up with a really interesting approach by changing the paradigm,” he explained. “They took the existing virus and, with a very smart algorithm, they created tens of thousands of potential viruses that could be expanded or developed from the original virus. And then, once we had all these viruses, we could create a tool to block them, before they even existed. So, they actually built something that blocks viruses that no one had come up with yet, but that there’s a chance they’ll come up with.”

Another rule, Adoni said, is innovating in order to meet future demand. In this context, he gave the example of the navigation app, Waze. Users share real-time data about their travel location and speed, allowing Waze to calculate the quickest way from point A to B.

“Once they use the application, all of this data [is] collected and you can sometimes know and predict where there will be traffic jams, guiding people to different routes and getting them to the destination faster,” said Adoni. “A lot of people were very skeptical about it. They said nobody will share their data; privacy issues. But, they proved everybody wrong. The market actually needed that, but we needed to bring them the tool. Once the tool was introduced, it was adopted very quickly.

“By the way, [Apple’s] Steve Jobs was one of the best – all the way from the Macintosh to the iPhone, having this entrepreneurial mindset that says, ‘I know what people need and will introduce it to them.’”

While Adoni’s book is naturally geared to startups and tech companies, he is adamant that the principles are relevant for any company, “no matter if they are small, big, or what state they are in because, at the end of the day, if you’re just doing more of the same, you may sell, you may make a living, but not necessarily make it big, or breakthrough, or grow in a large way.

“Even if you just have a small coffee shop, you should have your own competitive advantage, whether that’s with your cakes, experience, prices, name, or community. You need to differentiate yourself, showing why people should choose you over others. Random choice will not build return business. Any company around the world, any business you can think of, must think in a mindset of how they can outpace their competition, figure out their competitive advantage.”

Adoni believes his book is also great for investors, as it will teach them what to look for in startups.

In non-pandemic restricted days, Adoni regularly travels the world, speaking with university students.

Not wanting to reveal much, Adoni said he is currently working on a venture to challenge the mindset of Americans about developing new high-tech hubs in places that many people would not even consider a possibility.

Rebeca Kuropatwa is a Winnipeg freelance writer.

Little hat store that could

SherlockS has a window display starring a two-foot-high teddy bear dressed like Sherlock Holmes. (photo by Micha Paul)

There is a small, magical hat store right in the heart of Jerusalem, called SherlockS. It’s not hard to find. Just walk along King George Street until you see a two-foot-high teddy bear dressed in a SherlockS deerstalker hat and Inverness cloak, holding a pipe in one hand and a magnifying glass in the other, perched on a table in the display window.

SherlockS is packed with hundreds of hats for both men and women. The store specializes in hard-to-fit heads and carries hats by Stetson, Bailey, Kangol, Christys’ and many other quality hat companies. There are even Borsalinos, the kind the snazzy Italians wear. SherlockS is also the home of handmade hats by local milliners like Danielle Mazin and Justine. And SherlockS makes their own Panama hats, as well.

Owner Yaacov Peterseil decided to create this store after his dermatologist warned him about the damage the sun’s ultraviolet rays were doing to his head. “You must wear a hat outside in summer and winter,” said the doctor.

photo - Yaacov Peterseil is owner of SherlockS — Yaacov Peterseil is owner of SherlockS. *(photo by Micha Paul)*

“I was just looking for something to do, having left publishing,” Yaacov explained. “Could a hat store afford me the opportunity to help people by keeping the sun’s rays at bay and be financially rewarding, as well? I wondered. I had to try. So, in 2016, I opened SherlockS Hats in my garage. Before long, people came in droves to the store, which was way too small to hold both the hats and the people. So, I moved to Diskin Street, in an underground mall. But, soon, that store was too small, too. Finally, I moved to King George Street, where people could stop by, relax, get a cappuccino and a muffin, and even buy a hat.”

When Yaacov was choosing a name for his business, Sherlock and Sherlock Holmes were already taken. “So, I thought of SherlockS. SherlockS Hats has a nice ring to it. And there’s no need for an apostrophe,” he said.

Peterseil was born in 1946, in Salzburg, Austria, in a displaced persons camp. His family moved to the United States in 1949. Eventually, his father opened a wholesale clothing shop, selling ladies sweaters and T-shirts to all the big chains in New York.

“I worked with my dad for awhile,” said Yaacov. “It was there I developed a love of quality clothing.”

Yaacov believes that his varied business endeavours all led him to SherlockS Hats. He worked as a copywriter for Prentice-Hall, had his own byline in the Nassau Herald, taught journalism at the University of Michigan, was a speech writer for B’nai B’rith, founded Enjoy-A-Book Club, and owned K’tonton Book Store on Long Island. He also found time to get his rabbinic degree, and joined the rabbinate in the United States and in Newfoundland, where he taught Jewish studies at Memorial University.

In 1986, he, his wife Tamar (a family and sex therapist) and their (then) six children made aliyah. Once they settled in, Yaacov kept busy as public relations director for his mentor, Rabbi Shlomo Riskin, and developed Pitspopany Press for Children.

It was while he was busy publishing Jewish children’s books at Pitspopany that Yaacov asked me to review some of their titles. Since then, our paths have crossed a number of times.

“One of my first hat purchases was the deerstalker hat,” said Yaacov. “It was made famous in 1891 when Sidney Paget illustrated one of Conan Doyle’s Sherlock Holmes stories, putting a deerstalker hat on the detective. Today, I sell about 50 deerstalker hats a year in Israel.”

When COVID-19 forced him to keep his shop closed for weeks and months at a time, Yaacov took his store online. He created sherlockshats.com, which features a 3-D tour of his hat-filled store, as well as hundreds of hats from which to choose.

“I write two kinds of blogs for the website,” he said. “One is a story-type blog called The Adventures of the Mad Hatter. The blog tells the story of some of the strange and unusual things that happen in my hat store. The other blog gives a bit more practical information about hats and how to wear them. I’m writing one now on how to fit the hard-to-fit head.”

Next time you get to Israel, you’re invited to visit SherlockS at 31 King George. It’s not as famous as 221b Baker St. yet, but it’s getting there. And, if you want to talk hats with Yaacov, call him at 972-50-361-2342 or message him via the website.

Sybil Kaplan is a journalist, lecturer, book reviewer and food writer in Jerusalem. She created and leads the weekly English-language Shuk Walks in Machane Yehuda, she has compiled and edited nine kosher cookbooks, and is the author of Witness to History: Ten Years as a Woman Journalist in Israel.

Grinding coffee for a century

Izhiman’s – the car is decorated with the company’s logo, based on advertising from that era showing a turban-wearing waiter – à la Cairo’s legendary El Fishawy coffee house in the Khan al-Khalili – serving, of course, coffee. (photo from Izhiman’s)

When the Izhiman family opened its coffee roasting and grinding business in 1921 on Suq Khan a-Zeit (Beit Habad Street), 100 metres inside the Old City’s Damascus Gate, Sir Herbert Samuel had recently arrived as Great Britain’s first high commissioner for Palestine, and Egyptian chanteuse Umm Kulthum was just beginning her illustrious career. Over the last century, the Middle East has changed beyond recognition but Izhiman’s flavourful qahwa – blended from high-quality Arabica beans – has remained a staple for Jerusalem’s coffee aficionados. And, at NIS 48 ($19 Cdn) per kilogram, the cardamom-flavoured finely ground secret mix – which includes Brazilian, Colombian, Guatemalan, Costa Rican and Tanzanian beans – is a bargain.

From that first roaster and grinding shop in the Old City, Izhiman’s has grown to a chain of six stores, with a presence in Jerusalem, Ramallah and Bethlehem. Besides its signature blend of Arab/Turkish coffee, the Izhiman family-operated chain sells tea, nuts, spices, condiments, chocolate and henna from Thailand, Turkey, Egypt and elsewhere. Many of the imports are cheaper than their Israeli counterparts.

“I manage three stores,” said Mazen Izhiman, 63, who started working at the Old City branch in 1976. “My son Mahmoud is the operations manager.”

photo - Mazen Izhiman — Mazen Izhiman *(photo from Izhiman’s)*

Mazen points to the various historic photos decorating his shop. One shows an antique car bearing Mandate Palestine licence plate 5111. The vehicle is decorated with the company’s logo, based on advertising from that era showing a turban-wearing waiter – à la Cairo’s legendary El Fishawy coffee house in the Khan al-Khalili – serving, of course, coffee.

Interviewed at the company’s office in Atarot Industrial Park, not far from the now-decommissioned Qalandia Airport, Mahmoud (Mamu) Izhiman, 32, explains the roaster was moved there from Abu Dis in 2014 because of transportation problems in reaching the West Bank suburb. Originally, the roaster was located on Suq Khan a-Zeit, across from the shop that his father manages today. A century ago, the beans were ground by hand, he noted. A few grams of coffee wrapped in a cone made from newspaper were sold in single-serving portions.

While the Izhiman family came to Jerusalem from the Hijaz eight centuries ago, during the time of Saladin to fight the Crusaders, the details of the founding of the business have been lost, said Mahmoud, who studied political science at the Hebrew University of Jerusalem before deciding that the coffee business was more satisfying to him than the Israeli-Palestinian quagmire.

Even the given name of the company’s founder a century ago is in dispute, he said. The family business began splitting apart in 1948, when one brother fled to Amman, Jordan, where he opened a coffee roaster of the same name. Another split occurred in 1994, and a further one in 2008, which resulted in a 2014 lawsuit in the Jerusalem District Court for copyright infringement. Notwithstanding the favourable ruling, family members continue to operate unauthorized Izhiman’s branches across the West Bank and Dubai. Indeed, the website izhiman.com is used by the unlicensed stores, said Mahmoud.

photo - Mahmoud (Mamu) Izhiman — Mahmoud (Mamu) Izhiman *(photo from Izhiman’s)*

Joining the family business, Mahmoud apprenticed at a 2013 course in Izmir, Turkey, offered by the Specialty Coffee Association of America, and then earned a coffee science certificate from Nouva Simonelli in Ancona, Italy.

“I was the first one in the Middle East to study with the SCAA,” he said.

That expertise led him to experiment roasting different blends, seeking a taste that he calls “balanced and aromatic” with “no acidic bitter aftertaste.” The exact blend is “top secret,” he said.

Having relocated the roaster from Abu Dis, Mahmoud bought an $80,000 machine capable of roasting a 120-kilogram batch of coffee beans in 20 minutes. In 2018, he upgraded to a $110,000, fully automated, 240-kilogram-capacity, Turkish-manufactured roaster with a built-in fire extinguisher. To preserve trade secrets, Mahmoud asked me not to take photos of the roasting machine, which he custom designed. The plant also boasts a high-tech, Chinese-made grinding and filling machine that injects nitrogen into each package before it is sealed to prevent oxidation. Mahmoud’s brother, Abdullah, is the production manager at the Atarot facility.

photo - Izhiman’s has grown to a chain of six stores, with a presence in Jerusalem, Ramallah and Bethlehem — Izhiman’s has grown to a chain of six stores, with a presence in Jerusalem, Ramallah and Bethlehem. *(photo from Izhiman’s)*

How much java does Izhiman’s sell? Mahmoud hesitates before answering: “Enough to call us a major coffee factory. We have a presence in every supermarket and grocery in East Jerusalem.”

But Izhiman’s success isn’t limited to providing a caffeine fix for the Arab half of the city. In December, the company opened its first outlet in Jewish Jerusalem. Mahmoud calls the four-square-metre kiosk at the First Station a “pilot.” It sells “macchiato, lokum [pistachio, hazelnut, rose and pomegranate-flavoured Turkish delight], everything,” he enthused. “If you’re afraid to come to the Old City, I’m coming to you.”

As well, Izhiman’s sister company, Coffee Zone, will soon be launching a line of espresso capsules, he added.

Delicious coffee is one of the flavours of co-existence, Mahmoud believes.

With peace on the horizon, foodies may want to visit the Izhiman’s booth at the Gulfood 2021 expo taking place Feb. 21-25 at the Dubai World Trade Centre. Inshallah.

Gil Zohar is a writer and tour guide in Jerusalem.

Women in labour force

Pamela Jeffery, founder of the Prosperity Project. (screenshot)

Pamela Jeffery, the driving force behind the Prosperity Project, led an Oct. 7 webinar entitled When Women Succeed, We all Prosper – Don’t Let COVID-19 Hold Us Back, which was part of a National Council of Jewish Women of Canada series on women and justice.

Launched on May 21 of this year, the Prosperity Project hopes to ensure that gains made by women in the workplace and elsewhere are not set back permanently by the pandemic. In July, a Royal Bank of Canada report showed that women’s participation in the labour force had decreased to its lowest level in 30 years. Women, according to RBC, have been disproportionately affected by the overall decline in work hours since March, and this has been exacerbated by the household and childcare responsibilities for which women take on a greater share than men, particularly when children are not learning in school.

“We all know that the women’s movement is unfinished,” said Jeffery. “This is why our leadership is necessary – no matter what our age or our gender. It is up to all of us to ensure that men and women have equal opportunity, which is at the heart of the Prosperity Project.”

She stressed, “There is a clear focus on making sure that the progress made over the last 60 years on gender equality is not rolled back. That is why the Prosperity Project exists.”

Jeffery spoke of three essential themes to advancing the movement: resourcefulness, relationships and risk. “Each of us has the power to bring an idea forward. We can take a calculated risk and draw on our resourcefulness and relationships to make things happen,” she said.

The Prosperity Project has several initiatives it hopes will safeguard the progress by women in the past few decades and propel it further. Among them is a “matching initiative” for nonprofit organizations whose mission is geared towards helping women with training, employment pathways, crisis counseling and mental and physical health. The initiative introduces women and men in the private sector with specific skill sets to the staff and existing boards of these nonprofits for extended volunteer assignments.

Jeffery pointed out the importance of role models and mentors for women. “A good mentor pushes someone outside of their comfort zone. Women are less likely to have mentors than men, which can explain our different career trajectories,” she said.

The Prosperity Project also plans to research and share practical solutions that will provide insights to employers and policy-makers on how to improve gender equality. Furthermore, it will enable women to learn from one another, to increase their employment income and well-being.

Jeffery cited a 2017 study by McKinsey & Co., reporting the overall societal benefits of advancing women’s equality. By addressing this issue, McKinsey found that Canada could “add $150 billion in incremental GDP in 2026 or see a 0.6% increase of annual GDP growth.”

The Prosperity Project also plans to create a modern-day Rosie the Riveter campaign, inspired by the iconic image used in advertising materials to encourage women to do factory work during the Second World War. The modern-day objective is to increase the labour force participation rate of women and, at the same time, encourage partners to share household responsibilities equally and motivate employers to bolster advancement opportunities and achieve gender parity at all levels of an enterprise.

The Prosperity Project has thus far brought on board 62 diverse female leaders from across the country, such as Enterprise Canada chief executive officer Barbara Fox, Sleep Country co-founder Christine Magee and former B.C. premier Christy Clark.

Jeffery’s own biography is one of enterprise, determination and success. An MBA graduate from Western University, in Ontario, she is the founder of the Women’s Executive Network and Canadian Board Diversity Council. She has served on the board of numerous organizations and has been a frequent contributor to the Globe and Mail and National Post.

“I am optimistic about the situation we find ourselves in, in 2020. I remind myself of how far we have come,” she said. “Back in 2003, six percent of FP500 board seats were held by women. Now, it is over 25%. I am confident we are going to be able to work together to make sure that COVID-19 does not bring us back.”

The webinar was serendipitously scheduled for an hour before the American vice-presidential debate between Kamala Harris and Mike Pence.

“We are doing quite a lot, but there is so much more to be done,” Jeffery concluded.

For more information, visit canadianprosperityproject.ca.

Sam Margolis has written for the Globe and Mail, the National Post, UPI and MSNBC.

An Israeli-Moroccan kitchen

The falafel plate at Ofra’s Kitchen. (photo from Ofra’s)

Ask Ofra Sixto what makes her Israeli-Moroccan restaurant successful and she’ll unabashedly tell you: it’s keeping a positive attitude. But it takes a whole lot of moxie, too.

After all, it isn’t easy to launch a new restaurant in the midst of an unexpected economic shutdown and to create enough name recognition that patrons are willing to line up at your door for takeout. But that all speaks to the allure of Ofra’s Kitchen, which opened this past December, just as the holiday season was coming into full swing. Sixto, who owned a Moroccan restaurant on Hastings Street with her brother years ago, said it’s been her dream to open another restaurant – this time centring on vegetarian and vegan dishes.

Her previous restaurant was called Jacqueline Moroccan Food and was named after her late sister. When her brother was forced to return to Israel, the two siblings realized they would have no choice but to close the restaurant.

Jacqueline’s “was very successful. Very,” Sixto acknowledged.

It was the venue’s eclectic Israeli-Moroccan cuisine that later gave her the idea for a vegetarian follow-up focusing on classic Israeli dishes and flavourful specialties from around the Middle East.

“There is a great need, I think, for good vegetarian cuisine,” she said.

As a “flexible vegan,” Sixto said she often has trouble finding truly appealing food when she eats out. “When I go to a restaurant and I ask, ‘Do you have anything vegetarian?’ they push a salad. I’m not a rabbit, I want something substantial, right? So, when you come to my restaurant, you actually eat food. You eat really, really good and healthy and fresh and made-on-the-spot food that makes you feel good.”

The choices run the gamut from iconic falafel and pita, shakshuka and Israeli salad to lesser-known Iraqi kube and delicately spiced Moroccan beet salad. Diners can also enjoy an array of traditionally made desserts and Turkish coffee.

photo - Ofra Sixto’s restaurant focuses on vegetarian and vegan dishes — Ofra Sixto’s restaurant focuses on vegetarian and vegan dishes. *(photo from Ofra’s)*

Asked about her favourite dish, Sixto admitted she is partial to eggplant, which plays a starring role in several of her popular dishes. Her sabih – a Tel Aviv specialty that consists of fried eggplant, hard-boiled egg, tahina and an Israeli chutney – can be ordered as a pita sandwich or as a platter. She also serves homemade babaganoush and eggplant salad, early pioneer dishes that are still popular in Israel today.

“And, of course, my falafel is the best in town,” she said. “Not only by what I say but everybody else who eats it. It’s fresh, it’s crunchy outside, it’s moist and soft inside. It’s beautiful.”

But cooking isn’t the only exceptional quality that she brings to Denman Street. A big heart and an innate sense of civic responsibility are helping mobilize a small movement to ensure that those who can’t afford to eat at Denman’s restaurants also have food to eat.

Earlier this year, Sixto noticed that the number of individuals on Denman who were homeless was growing. She said the economic shutdown, which closed many establishments and sections of streets in downtown Vancouver, exacerbated the homeless problem, forcing many people onto Denman from Robson and Granville. Rather than ignoring the issue, Sixto decided to do something to help.

“When I would walk [to work] I would see so many homeless people. I decided, you know, I need to do something about it. I have the means and I could help – whatever my capacity is, right? So, I started feeding the homeless by giving away soup and falafels.”

And her reputation began to grow. “I mean, they are hungry,” said Sixto. “They get drinks, they get food, whatever they need.”

In time, she decided she could do even more. “I decided to make it a social thing and make people be a part of the solution.”

She began letting customers know that each $5 they donated would go toward feeding an individual who was homeless. Sixto said the idea is catching on. “It’s amazingly successful,” she said.

So far, Sixto estimates she has given out in excess of 1,300 meals. She admitted that the donations she receives don’t fully cover the out-of-pocket expenses. “But it doesn’t matter to me,” she said. “It’s not about that $5 that people give. It’s about the acknowledgment of the situation.

“You know, I speak with [the people living on the street],” Sixto said. “I stop and say, how are you today? Did you eat anything? How are you feeling? They are people. They were babies. Somebody loved them or not when they were babies, you know? Something happened to these people along their lives [before they got to where] they are. Nobody chooses to live on the street because it’s fun, right?”

In June, the province of British Columbia issued a revised health order to guide restaurants in how they can operate safely during the coronavirus pandemic. Sixto has taken those rules to heart. Her seating is about half-capacity, with tables situated two metres apart. And she has some gentle ground rules: patrons must agree to sanitize (either with hand sanitizer or by handwashing) when entering the restaurant and wear a mask when walking to and from the table.

Sixto also supports the province’s request to record the contact information of at least one customer per table. According to the province’s health office, the information is retained only in case COVID-19 contact tracing is necessary. Sixto said most people appreciate the effort that restaurant owners are making to keep their venues safe and comfortable.

When it came to navigating the recent shutdown, Sixto said her landlord played a big role. “My landlord is amazing,” she said. The temporary rent reduction allowed her to keep operating – “I never closed, not even for one day.”

Ofra’s Kitchen, located at 1088 Denman St., in Vancouver (604-688-2444, ofraskitchen.com), is open Israeli hours, starting at 11:30 a.m. and closing at “8ish” in the evening.

“As long as there are people, I’m feeding them. If you come by and I am there, I will open the door and seat you,” Sixto said. “Just like Israeli hours.”

Jan Lee’s articles and blog posts have been published in B’nai B’rith Magazine, Voices of Conservative and Masorti Judaism, Times of Israel, as well as a number of business, environmental and travel publications. Her blog can be found at multiculturaljew.polestarpassages.com.

Finding ’n’ riding the WAHVE

Sharon Emek, founder and owner of Work at Home Vintage Experts (WAHVE). (photo from WAHVE)

Sharon Emek’s company, Work at Home Vintage Experts (WAHVE), celebrates its 10th anniversary this year.

WAHVE matches experienced professionals who are transitioning into retirement with businesses that are looking for the professionals’ specific skills and expertise. One of the draws for what WAHVE calls “pretirees” is that the pretiree can work from home. “By removing the requirement that workers be in the office, we break down the walls that confine businesses to a smaller talent pool,” notes the website. “Wherever the best talent is for the job, we help make it happen.”

Company founder Emek was raised in a moderate Chassidic home, but her parents refused her request to pursue a higher education. Nonetheless, she went to university, earned a doctorate and became a professor. Being computer and tech savvy, however, she started consulting for companies that were developing efficiency procedures and protocols. In the early 1980s, she went into business for herself.

When she was consulting for brokers in New York, New Jersey and Connecticut, she said, “The insurance companies began noticing how the work I was doing helped them run a better operation, so they asked if I’d like to start my own insurance brokerage firm. They said, ‘We don’t have any women,’ so I said, ‘Great. I’ll be happy to.’ I’d never actually sold insurance before, but I know a lot of people, so I wrote a business plan.”

Emek’s agency became one of the largest female-owned agencies in the area, before it merged with a larger brokerage firm in 2003.

“The industry began to worry about a potentially huge talent drain to come … everyone was turning grey,” said Emek. “It was a huge boomer industry. Young people hadn’t come into the industry and everyone was concerned at what we were going to do and how we’d get our work done.

“For me,” she said, “for every problem, there’s a solution. The research started to show that the more active you are, the more you engage your brain, and the longer you live.”

Within a few years, smartphones came out and laptops were gaining popularity. A couple of years later, voice systems and video calls became commonplace.

“You can [work] … at home and no one would know that you weren’t in the office, so it occurred to me, why don’t people do that? I bet people want to continue to work, but they don’t want to be in an office any longer,” said Emek. “After 30 years of driving to work, they are ready to retire from the regular office setting … but they’re not ready to retire from work.

“We did a whole survey in the industry of people over 55, asking them about that. All of them said that they love what they do, that they don’t want to stop working – they just don’t want to work in the office. And, also, that they are worried they don’t have enough money for retirement. So, all that came together in my head and I woke up one day and said, ‘Duh!’”

While people were ready to work from home, brokerage firms did not know how to make that a reality, so Emek developed a methodology for qualifying people interested in going this route. Creating a matrix of questions similar to dating sites, but for business purposes, she assessed 50-to-80-year-olds and helped them create a resumé to qualify them for remote positions in the insurance industry.

For the past 10 years, WAHVE has been connecting “vintage” experts with brokerage positions, filling needs on both sides of the spectrum.

Neither side meets in person, she said, so the potential employer has no idea of the applicant’s ethnicity or physical attributes.

“Our clients fill out a whole job request that includes their work culture, their daily functions, etc.,” said Emek. “We created this very sophisticated software and the whole point is to transform how everyone views retirement. These people are ‘un-retiring’ … retiring from the office, not from work. That’s the key.”

While Emek acknowledges that many other industries could benefit from this type of worker, her focus for now is on the insurance and financial services sectors.

“People are still old-fashioned, thinking the only way to supervise is to see you in the office, but they are beginning to understand that they can have a flexible work environment. They also realize that you can’t always find the right talent in your backyard,” she said.

Although many younger people also would love the opportunity to work from home, Emek recommended that they start by working in an office, to gain experience and expertise.

“That’s the problem with millennials,” said Emek. “They want to work from home, but they don’t have institutional knowledge yet. How are they going to learn it unless they work with people? A 25-year-old has to be trained. They don’t yet have the knowledge to work from home.

“My customers will hire my people because they know they are experts with 25 or 30 years of experience. Within two days, they are 100% productive. My people fill a need immediately. And there’s no turnover, they aren’t looking for a promotion – they just want steady work for the rest of their lives.

“WAHVE is more than a placement agency,” she said. “It provides support to clients, insurance and tech support…. In a sense, it provides home office management services, so professionals can do their jobs. I call it the ‘independent contractor model.’”

Emek gave the example of a woman who contacted WAHVE several months ago. In an email of thanks, the woman shared, “I moved to be near my daughter and granddaughter. I’ve been in the business 30 years and I have excellent credentials, but, every time I walk into the office for an interview, they’d see my age and that I have a limp. So, for over a year, almost a year-and-a-half, I could not find a job. I applied on WAHVE and, within a month-and-a-half, I now have a job I love. And nobody knows how old I am or that I have a limp.”

Of this, Emek said, “That’s why, that’s the purpose of WAHVE.”

WAHVE is not yet in Canada, but Emek would like to see it branch out here and beyond. “At this point,” she said, “we are trying to finish penetrating the big insurance companies. Once we do that, we’ll head to Canada – in two years, we hope.”

For more information, visit wahve.com.

Rebeca Kuropatwa is a Winnipeg freelance writer.

Inherent love for business

Ben Silverman (photo from Ben Silverman)

Ben Silverman is the managing director and co-founder of Integral Artists, a talent agency based in Vancouver. He’s also the president of media investment firm Various Things Entertainment and co-founder of James Charles Properties, a real estate development company focused on B.C. holdings. It takes a lot of energy, but Silverman, who was named on Business in Vancouver’s 2019 Forty Under Forty list, has a mind that’s always working.

“Even if I am trying to relax on vacation, my brain doesn’t seem to want to shut off the part which is observing the world around us and processing it in search of new opportunities and/or improvements,” he said. “As a lifelong student of the art of calculated risks and plan execution, I am naturally compelled to the life of an entrepreneur.”

The 39-year-old grew up in a creative environment, enjoying writing and performing.

“Growing up in Richmond, I used to perform in the Prozdor musical theatre productions put on by Joan Cohen at Beth Tikvah,” he recalled. “My entire family would partake – my brothers on stage with me, my dad playing in the live orchestra and my mom helping organize the program. Prozdor was a real contributor to my enjoyment and pursuit of the performing arts.”

While he continued that pursuit, which included obtaining an undergraduate degree in creative writing, his taste for the entrepreneurial was taking shape as well. In 2003, he launched his first formal start-up, Astone Fitness, off the back of an infomercial he produced for a product he trademarked – Ripcords Resistance Bands.

Now, the film and television industry is where he brings his passions together. “Film and TV are commercial art forms which I have always been drawn to as forms of great entertainment and storytelling,” he told the Independent. “There is an inherent overlap and compromise required between the creative and the business side in film and TV.”

This overlap is where he does his best work, he said, harnessing his communication skills and his ability to relate to the needs of his creative clients, as well as his business acumen.

Outside of his work endeavours, Silverman remains active in the Jewish community, and is connected to the Bayit.

“I have tremendous respect for Rabbi Levi Varnai, who is inspiring and doing incredible work galvanizing the community around him and helping people from all walks of life feel like they belong,” Silverman said. “The shul’s [past] president, Mike Sachs, is also one of the hardest working and dedicated individuals I know. Together, their approach is inspiring and makes me feel like my contributions matter, which motivates me to participate however possible, whether financially or with my time.”

Silverman continues to dream big. Last year, Various Things Entertainment acquired feature film distribution company levelFILM, which had seven movies at the 2019 Toronto International Film Festival, including Hope Gap, starring Annette Bening and Bill Nighy, and Ordinary Love, starring Liam Neeson.

As for Integral Artists, which also has offices in Toronto, Silverman said the agency is in “active discussions regarding a further expansion within North America. Our goal is to be the largest talent agency headquartered in Canada.”

Shelley Stein-Wotten is a freelance journalist and comedy writer. She has won awards for her creative non-fiction and screenwriting and enjoys writing about the arts and environmental issues. She is based on Vancouver Island.

Managing our potable water

Seth Siegel’s latest book is Troubled Water: What’s Wrong with What We Drink. (photo from Seth Siegel)

With approximately seven percent of the world’s renewable water resources within Canada’s borders, it would seem that we should have little to worry about when it comes to agriculture and potable needs. But our drinking water is at risk, said Seth Siegel, author of Troubled Water: What’s Wrong with What We Drink.

Siegel has spent the last half-decade studying the quality of drinking water. While his book focuses specifically on U.S. water sources, he said water quality is also a concern for Canadians and he worries that neither country is really prepared to address the threat of contaminants from our technological age: plastics, undetected chemicals and aging, inadequate infrastructure.

All of the issues that Siegel examines in his book regarding U.S. drinking water have been raised in recent years in Canada-based research. In many ways, Siegel’s exposé on the environmental impacts of toxic substances, chemicals and medication in the United States is a mirror into our own environmental dilemmas, as Canada is home to many of the same industries and technological challenges. It’s also home to its own significant problems with water purification in rural indigenous communities.

Lead in drinking water

The Flint, Mich., lead water crisis of 2014 may have faded from newspaper headlines, but researchers are still warning about the levels of lead in American and Canadian drinking water. While we are exposed to lead daily in minuscule amounts from the environment, both countries’ federal governments publish guidelines to stringently limit exposure – because lead is a neurotoxin. In Canada, old (pre-1970s or so) water pipes or solder were made with lead, while more recently made pipes do not contain the substance.

In March 2019, Health Canada tightened the guidelines for lead in potable water from a maximum of .01 micrograms (mcg) per litre to .0005 mcg/litre. The decision coincided with a yearlong investigation by Canadian journalists to determine how prevalent lead was in tap water. Some 300 homes in 11 cities were tested and, as expected, newer homes connected with updated water systems had acceptable readings but neighbourhoods with lead service lines or antiquated interior pipes had excessive lead in tap water. One older home in Whistler produced readings more than 12 times the maximum limit, and some 20 communities in Montreal were found to still have lead service lines.

What often makes things worse, Siegel told the Independent, is that updating service lines and interior water lines aren’t inexpensive undertakings and homeowners, who may not have the expertise to weigh the urgency of those changes, often have to bear the cost of upgrades.

Microplastics and more

Lead isn’t the only health risk homeowners face. Microplastic contamination, which has been traced, in part, to the use of plastic bottles, is a growing concern in Canada, home to a robust bottled water industry. Researchers at McGill University, the University of Toronto and several institutions in the United States are currently undertaking studies to determine the prevalence and effect of microplastics in the environment, including on local marine life.

While the World Health Organization states there isn’t enough evidence to confirm that ingesting microplastics is harmful to humans, Siegel and other researchers disagree. As he details in his book, there is now compelling research to suggest microplastics can actually “disrupt the human body’s hormone-related activity,” especially in children.

Becoming advocates

Still, Siegel cautions that his book isn’t an appeal to simply throw out the technology we use. “None of this is a call to ban plastic,” he said, noting that, “just more than 100 years since its first commercial use, plastic is the dominant material of our times. If one wanted to do so, it would be nearly impossible to go even a day without contact with it in some form.”

The answer, he said, is advocacy: educating ourselves and taking proactive approaches that steer both companies we invest in and the experts that oversee their products’ safety, so that materials are exhaustively tested and verified as safe for dependent, long-term use.

“Because your health and the health of your family rely upon your drinking water being of good quality, it’s important for you to get this right,” said Siegel, who said he hopes the data he has provided will help inspire a “citizen’s movement” to change the way drinking water is tested, approved and protected in the United States and elsewhere.

Troubled Water is Siegel’s second book on drinking water management. His New York Times bestseller, Let There Be Water: Israel’s Solution for a Water Starved World, published in 2015, delved deeply into Israel’s national water management system and the mechanisms that have made the country a sought-after resource on drought management in an era of climate change.

A graduate of the Hebrew University of Jerusalem and a successful entrepreneur and expert in patent law, Siegel said the book’s concept has been licensed in his name, but he is not charging royalties for its use. He said he wants to encourage other countries to use it as a template to inspire environmental change in their communities.

“[Every] country in the world is dealing with the same contaminants,” said Siegel. “They may have a different regulatory regime. Obviously, not everybody has the U.S. [Environmental Protection Agency] … but, whatever the local problems are, they are more similar than different.”

Both of Siegel’s books, as well as other resources, are available through his website, sethmsiegel.com.

Green Thumb milestone

Breanne Harmon at the 41st Annual Business / Arts Awards. (photo from Business / Arts)

On Nov. 7, Vancouver-based Green Thumb Theatre, in partnership with TELUS, was awarded the Community Impact Award sponsored by KPMG at the 41st Annual Business / Arts Awards Gala, held at Meridian Hall in Toronto. The Business / Arts Awards recognizes and celebrates partnerships between business and the arts, and profiles exceptional volunteers and leaders in the business and arts community who have made a significant impact on the arts in Canada.

Breanne Harmon (née Jackson) is general manager of Green Thumb. She was born and raised in Richmond, and was an avid and active member of both Beth Israel USY and Vancouver Hillel at the University of British Columbia, where she graduated with her bachelor of fine arts in theatre production and design.

Since 1975, Green Thumb Theatre has been a staple in many schools across Canada. Each year, they tour to hundreds of schools and communities, and bring professional productions to students who may otherwise have no exposure to theatre in their communities. For the past 13 years, TELUS has been a committed partner, supporting Green Thumb in creating and executing relatable, educational, artistically excellent and relevant theatre for young audiences. Throughout this partnership, TELUS has supported the development of plays that address important social issues, including bullying, homophobia, drug addiction, respectful relationships and consent.

“By bringing live professional theatre that addresses social issues youth face on a daily basis directly into their schools, we can continue to reach thousands of youth with our programming each year, making a lasting impact on those who see our plays,” said Harmon.

Green Thumb Theatre is the third theatre company – and first theatre for young audiences and touring company – to be awarded the Community Impact Award. This is the first time Green Thumb Theatre has been recognized by Business / Arts.