Daily Archives: August 24, 2021

TORONTO, Aug. 23, 2021 (GLOBE NEWSWIRE) -- EnviroGold Global Limited (EnviroGold Global or the Company) (CSE:NVRO), a clean technology company accelerating the worlds transition to a circular resource economy, is pleased to announce the appointment of Philipa Varris as a Director of the Company effective immediately. The Company is also pleased to announce the appointment of Leah Dionne as Corporate Secretary of the Company effective immediately.

Philipa Varris has held leadership positions in environment, health, safety and community management in the mining sector for over 25 years, primarily in Africa and Australasia and across a number of mineral commodities. Philipa has been awarded the Australian Centenary Medal for leadership in Australias largest community consultation and strategic vision development initiative and was recognized in 2020 as one of the WIM UK 100 Global Inspirational Women in Mining. Philipa holds an MSc in Natural Resources, is a Chartered Environmental Professional with the AusIMM and is a qualified Board candidate with Corporate Directors International. Philipa is the Executive Vice President, Head of Sustainability with Golden Star Resources.

Leah Dionne is the Managing Director of Corporate Advisory Services for Partum Advisory Services Corp., a leading Vancouver corporate administration and financial reporting firm. Leah Dionne has 14 years collective experience working in leading Canadian law firms, and for publicly-traded companies. During her career, she has focused on securities and corporate finance and assists with managing public company listing requirements with a focus on the CSE, TSXV, NEO and TSX stock exchanges, as well as listings on the OTC Markets. Through Partum she helps clients navigate complex corporate compliance matters, financings and IPO preparations for the Canadian markets.

The Company also announces the resignation of Roger Bethell from the Board of Directors. The Company would like to thank Roger for his time, services, and for the valuable contributions he made during his tenure as a director.

About EnviroGold Global

EnviroGold Global is a clean technology company capitalizing environmental stewardship and sustainably supplying the worlds increasing demand for precious, critical, and strategic metals by reclaiming unrecovered value from mine tailings and resource development waste streams. EnviroGold Global leverages proprietary technology, superior operationalized knowledge, and an ag ile, efficient culture to recover valuable metals, recharge critical resources and accelerate the worlds transition to a sustainable circular resource economy. EnviroGold Global is actively expanding the Companys significant reprocessing pipeline.

Further Information

Dr. Mark B. ThorpeEnviroGold Global Limited

Telephone: +1 (416) 777 6720Email: mark.thorpe@envirogoldglobal.com

Jonathan L. Robinson, CFAInvestor Relations Contact

Telephone: +1 (416) 669 1001Email: JRobinson@oakhillfinancial.ca

Forward Looking Statements

This news release contains "forward-looking statements" within the meaning of applicable securities laws. All statements contained herein that are not clearly historical in nature may constitute forward-looking statements.

Generally, such forward-looking information or forward-looking statements can be identified by the use of forward-looking terminology such as "plans", "expects" or "does not expect", "is expected", "budget", "scheduled", "estimates", "forecasts", "intends", "anticipates" or "does not anticipate", or "believes", or variations of such words and phrases or may contain statements that certain actions, events or results "may", "could", "would", "might" or "will be taken", "will continue", "will occur" or "will be achieved". The forward-looking information and forward-looking statements contained herein include, but are not limited to, statements regarding the implementation of ESG and corporate governance policies, the Companys expansion of its reprocessing pipeline, and the Companys ability to accelerate the worlds transition to a circular resource economy. Forward-looking information in this news release are based on certain assumptions and expected future events, namely: the Companys ability to continue as a going concern; the continued commercial viability and growth in the clean technology and mining waste reprocessing industry; continued approval of the Companys activities by the relevant governmental and/or regulatory authorities; the continued development of clean technology and mining waste reprocessing technology; and the continued growth of the Company. These statements involve known and unknown risks, uncertainties and other factors, which may cause actual results, performance or achievements to differ materially from those expressed or implied by such statements, including but not limited to: the potential inability of the Company to continue as a going concern; the Companys inability to accelerate the worlds transition to a circular resource economy the risks associated with the mining and mining waste recycling industry in general; increased competition in the clean technology and waste reprocessing market; the potential unviability of the clean technology and mining waste reprocessing market; incorrect assessment of the value and potential benefits of various transactions; risks associated with potential governmental and/or regulatory action with respect to clean technology and mining waste reprocessing; risks associated with a potential collapse in the value of clean technology and waste reprocessing; and risks relating to the Companys potential inability to expand its reprocessing pipeline.

Readers are cautioned that the foregoing list is not exhaustive. Readers are further cautioned not to place undue reliance on forward-looking statements, as there can be no assurance that the plans, intentions or expectations upon which they are placed will occur. Such information, although considered reasonable by management at the time of preparation, may prove to be incorrect and actual results may differ materially from those anticipated. Forward-looking statements contained in this news release are expressly qualified by this cautionary statement and reflect the Companys expectations as of the date hereof and are subject to change thereafter. The Company undertakes no obligation to update or revise any forward-looking statements, whether as a result of new information, estimates or opinions, future events or results or otherwise or to explain any material difference between subsequent actual events and such forward-looking information, except as required by applicable law.

Original post:

EnviroGold Global Appoints one of Women in Mining UK's Top 100 to Board of Directors - GlobeNewswire

Once British Empire was known as one where Sun never sets as they were ruling countries across the globe. They were forced to leave all these and now they are basically part of the UK. Sunset and sunrise are the continuous universal process which is known to the world. But in todays geopolitical scenario Indians do not have a sunset. India has the worlds largest network of overseas population. They are one of the most widely spread and diverse communities across the world from the most advanced USA to Zimbabwe, from Japan to Burkina Faso, there are more than 210 countries where 32 million overseas Indians live. The Overseas Indians still maintain strong cultural and social linkages with India, through food habits, social mores, marriages, Bollywood, etc. Our country has long been an important player in the global supply of professionals and students. The scale and magnitude of emigration or the brain drain from India continue to be voluminous quantitatively as well as qualitatively for both these categories. India has acknowledged and welcomed the contribution the overseas Indians have made to its development by way of remittances, deposits which are more than US$80 billion. They have brought a good amount of technology along with propriety to them and their relatives here. In turn, India has developed several measures to meet its aspirations by providing protection of its interests in India and abroad. India became proactive in interceding with the host countries when problems arose even though they had gone on their own contracts. In countries where the Indians are powerful and influential, they became Indias unofficial ambassadors, who promote Indian interests there. On balance, both sides benefited from this cooperation.

The world has seen many epidemics but all of them were largely contained within the regions where they originated. But COVID-19 has hit nearly every country in the world in just over three months and many countries have registered several more cases than China, where the virus originated. The presence of a virus anywhere is clearly a threat to people everywhere. Globalized cities are the most vulnerable and, by extension, any country that transacts through them is at risk. Most of the Indians stayed wherever they were and worked hard for the country where they stayed to come out of the pandemic state. They were very effective as medical practitioners as also other areas of importance to serve humanity to their best capacity. That means more global cooperation, not less and in this, there is a very big role for India and Indians abroad as 32.10 million Indians are the most spread people globally. There are 13.46 million non-resident Indians (NRIs), those holding an Indian passport, and 18.68 million personsof Indian Origin(PIOs) but ordinarily residing outside the country, spread across more than 210 nations, according to the MEA. But 8.9 million of them live in just six countries. Among them, the largest number of Indians, 3.4 million, live in the United Arab Emirates, which is approximately 27% of all NRIs around the world. Another 2.6 million are in Saudi Arabia while Kuwait, Oman, Qatar, and Bahrain were home to another 2.9 million NRIs.

The major positive impact has been the rapid increase in remittances from Indians abroad, but the economic costs of remittances are often high. A strong relationship with its population abroad is important for India. Indians in the West Asian countries also account for annual remittances of over US$40 billion. Remittances and investment should only be one element of that relationship. It is also the duty of the government to ensure that the demands of sections of the Diaspora who lack political and economic clout is also given attention and that they do not feel neglected.

Skills and knowledge are the driving forces of economic growth and social development for any country. India is blessed with 65% of its youth in the working-age group. As compared to other developed and developing countries, India has a unique window of opportunity for another 20-25 years called the demographic advantage. If India can skill its people with the requisite life skills, job skills, or entrepreneurial skills in the years to come the demographic advantage can be converted into the dividend wherein those entering the labor market or are already in the labor market contribute productively to economic growth both within and outside the country.

An extensive new report found that by 2030, more than 85 million jobs could go unfilled because there arent enough skilled people to take them. Indeed, the study finds that by 2030, there will be a global human talent shortage or roughly equivalent to the population of Germany. Left unchecked, in 2030 that talent shortage could result in about US$8.5 trillion in unrealized annual revenues. Governments and private organizations must make talent strategy a key priority and take steps now to educate, train, and upskill their existing workforces.

Much of the shortage is based on simple demography. Japan and many European nations, for instance, have had low birth rates for decades. In the United States, most baby boomers will have moved out of the workforce by 2030, but younger generations will not have had the time or training to take many of the high-skilled jobs left behind. A major crisis is looming over organizations and economies throughout the world. By 2030, expectations for skilled workers will outstrip supply, resulting in a global talent shortage of more than 85.2 million people. Signs are already emerging that within two years there wont be enough talent to go around. In countries with low unemployment and booming manufacturing production, including the Czech Republic, Poland, Hungary, and Slovakia, a labor shortage has already accelerated automation and increased use of roboticsnot to replace people, but because there arent enough of them to fill the factories.

Left unchecked, the financial impact of this talent shortage could reach US$8.452 trillion in unrealized annual revenue by 2030, equivalent to the combined GDP of Germany and Japan. The United States alone could miss out on US$1.748 trillion in revenue due to labor shortages, or roughly 6% of its entire economy. While leaders are betting heavily on technology for future growthas per survey report says that 67% of CEOs believe technology will be their chief value generator in the future of workthey cannot discount the value of human capital. Even companies that are using more robotics foresee a growing need for human talent with advanced skills; for example, redeploying people from the factory floor, where robots can perform repetitive work, to the research laboratory. The problem, however, is the mismatch between technological advances, including automation, artificial intelligence (AI), and machine learning, and the skills and experience workers need to leverage these advanced tools. Technology cannot deliver the promised productivity gains if there are not enough human workers with the right skills. This has set the scene for a global talent crunch.

The talent crunch, as modeled in this study, refers to the gap between talent supply and expectation at three critical milestones: 2020, 2025, and 2030. Despite the risk, by examining the scale, impact, and timing of the talent crunch and what it means for organizations over the long term. The global growth, demographic trends, under-skilled workforces, and tightening immigration mean that even significant productivity leaps enabled by technological advances will be insufficient to prevent the talent crunch.

More granularly, we examined talent supply and demand in each of the 20 economies as a whole and within three major knowledge-intensive industriesfinancial and business services (including insurance and real estate), technology, media, and telecommunications (TMT), and manufacturingand at three distinct skill levels, referenced throughout as:

The scale and impact of the talent crisis at each milestone in terms of skilled employee shortages and what they imply in terms of lost opportunity for value creation. For instance, the United States financial services sector will suffer the most from stunted growth due to lack of talent, with US$435.69 billion in projected unrealized economic output, equal to about 1.5% of the countrys entire economy.

For the all-important technology sector. a labor-skills shortage will reach 4.3 million workers by 2030, or 59 times the number of employees of Alphabet, Googles parent company. On the positive side, India is projected to have a skilled-labor surplus of around 245.3 million workers by 2030, the only country in our study expected to have a surplus, owing mainly to its vast supply of working-age citizens and government programs to boost workers skills. Fortunately, there is time to mitigate the risk. Governments and organizations must make talent strategy a key priority and take steps now to educate, train, and upskill their existing workforces.

The gap between the growth in demand and the growth in the supply of talent, 2011 to 2021

(Red indicates trend deceit, green a trend surplus, yellow a broad balance. Numbers show trend growth as annual percentages.)

This global skills shortage could result in US$8.452 trillion in unrealized annual revenue by 2030equivalent to the combined GDP of Germany and Japan. The impact of the talent crunch is so significant that the continued predominance of sector powerhouses is in question, from London as a global financial services center to the United States as a technology leader to China as a key manufacturing base. As a result, organizations may be prompted to relocate their headquarters and operational centers to places where the talent supply is more plentiful. Governments will be forced to invest in improving their peoples skills to avert corporate flight and to defend their nations income and status.

Secured Governance for Overseas Indians through Education A Channel for Prosperity through Knowledge Growth

Secured Governance for skill development is a strategy that relates to the develop a relationship between the development of Education infrastructures to various other sectors along with various institutions as partners and Government as governing body to foster, coordinate and create a defined Skill Training Centre along with various existing educational infrastructure or to create a new cluster/s on strategically defined locations that improves and develops the center as a whole through regional strategies, technology, and interdependency among various other sectors of growth.

The skill gap in India is addressed effectively by the National Skill Development Policy (NSDP) Government having recognized that skill development will play a vital role in transforming India into an economic power to reckon with had set a target of skilling 500 million people. For this, the country has rightly understood the need to set up many Skills Universities including Private Skills Universities in partnership with the industry.

There is a high correlation between skill levels and building skill capital. The National Skills Qualification Framework (NSQF) has defined levels of skills based on outcomes such as

Thus, the levels vary from skills involving simple and routine physical or manual task(Level 1) to skills involving the operation of machinery and electronic equipment (Level 2) to skills involving records of work (Level 3) to decision making and creativity based contribution (Level 4 High-end Skills).

NSQF further classified skills into Domains Specific Skills and Soft Skills and concluded that Skills Universities conceptualized with a clear mandate of skill education can alone offer the necessary practical real-world training in industrial and services sectors to lay the foundation for the required skills training system in India. In the wake of the Skill India Mission, some Skills Universities have come up to provide standards in the Skills field. These Universities exercise constant ingenuity and are providing innovative models.

The concept of secured governance does not believe that dramatic changes can be achieved only through a revolution that requires upturning all the procedures evolved through years of efforts and experience. It realizes the tools for bringing about effective and sustainable changes are already available in the system. They can be made more effective by defining linkages, effective response mechanisms, and dynamic feedback systems. Emphasis is placed on defining the relationship between sectors of growth, institutions, and government to foster coordination and create an environment that improves the system through regional strategies, technology and by taking cognizance of the myriad of interdependencies.

Secured governance for Education has major characteristics like participation, rule of law, transparency, and responsiveness, at each stage of its operations and in developing a robust education system in the country. With improved resource allocation, enhanced governance, Interdependency among sectors, and transparency in the system going hand in hand with development and effective use of Information Technology and Innovation can deliver a safer, cleaner, and more accountable delivery of self-sustaining Education infrastructure and services.

More Potential to reap more Remittance through Secured Governance:

Indias population is huge at 1.38 billion. It is fast expanding at a rate of 17% and integrating rapidly into the global economy. India is among the young countries in the world, with the proportion of the workforce in the age group of 15-59 years, increasing steadily. However, presently only 2% of the total workforce in India have undergone skills training. India has a great opportunity to meet the future demands of the world, India can become the worldwide sourcing hub for a skilled workforce. Besides over 65% of Indias large population is below 35 years of age; a robust skills training and certification system for these large numbers is a mammoth task.

Even India has the largest population of English speakers. Due to its colonial legacy, English became a part of the Indian education system, which has now become an advantage. Indians thus have an edge over other countries due to their fluency in English.

Equipping the workforce with the skills required for the jobs of today and those of tomorrow is a strategic concern in the national growth and development outlook of India.

The most widely recognized immediate benefit from the international labor migration remains the flow of remittances, which not only augments scarce foreign exchange but also provides a potential source of additional savings and capital formation. India could look at preparing the workforce for global opportunities so that it can utilize its premium position as the human resource reservoir. Given the dynamic labor markets, it is also important the workforce learns and readies itself as quickly as possible.

India will continue to play a greater role for sustained growth and with Indians with better skills ready to take up the challenges for all the countries. Indians going abroad are equivalent to Export of Supercomputer and India should plan this properly and effectively with Education and skilling from Education playing a good role.

Most of the Indians abroad are highly skilled and professional enough to deserve great pay. By 2025, Indias demographic dividend is expected to contribute 25% of a global workforce. They can be made more effective by defining linkages, effective response mechanisms, and dynamic feedback systems. Emphasis is placed on defining a relationship between sectors of growth, institutions, and government to foster coordination and create an environment that improves the system through regional strategies, technology and by taking cognizance of the myriad of interdependencies.

India is the only country expected to have a surplus of highly skilled financial and business services labor by 2030. India is projected to have a skilled-labor surplus of around 245.3 million workers by 2030, the only country that is expected to have a surplus, owing mainly to its vast supply of working-age citizens and government programs to boost workers skills.

We could contribute greatly to the worlds labor-intensive manufacturing jobs. India could play a vital role in this greater global opportunity in technology and other knowledge-intensive fields. A designated region intended to attract foreign investment, retain local students, build a regional reputation by providing access to high-quality education and training for both international and domestic students, and create a knowledge-based economy. A multitude of education HUBs can include different combinations of domestic/international institutions, branch campuses, and foreign partnerships, within the designated region. Businesses worldwide need management graduates who have the tools to succeed globally leadership skills, cultural awareness, foreign language proficiency, and an understanding of how the global marketplace functions. Outbound Exchange Program wherein we send our students to associated universities or corporate houses for skill development and knowledge exchange. Inbound Exchange Program will facilitate initiatives for welcoming students from other countries to facilitate knowledge transfer targeting at least 10% of the students from other universities.

India is a rapidly rising economic power and will also by 2020 be the youngest country in the world with 64% of its population in the working-age group. Through secured governance establish a vibrant institutional framework in the educational system. India could capture a greater global opportunity in technology and other knowledge-intensive fields.

By,Dr. P. Sekhar, Chairman,Global Smart Cities Panel & Micro Tech Global Foundation

Summary

Article Name

Sun never sets on Indians, the spirit of Overseas Indians working for Global growth

Description

The Overseas Indians still maintain strong cultural and social linkages with India, through food habits, social mores, marriages, Bollywood, etc. Our country has long been an important player in the global supply of professionals and students.

Author

TPT News Bureau

Publisher Name

THE POLICY TIMES

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Excerpt from:

Sun never sets on Indians, the spirit of Overseas Indians working for Global growth - thepolicytimes.com

TORONTO--(BUSINESS WIRE)--Li-Cycle Holdings Corp. (NYSE: LICY) ("Li-Cycle" or "the Company"), an industry leader in lithium-ion battery resource recovery and the leading lithium-ion battery recycler in North America, today announced that John Mitchell and Govind Arora have joined the Companys Board of Advisors.

Mr. Mitchell and Mr. Arora both have an exceptional track record leading prominent companies at the senior executive level and join Li-Cycle at a critical juncture following its listing on the New York Stock Exchange. They will be providing management advisory services to Li-Cycles senior management team, leveraging their experience and expertise in the areas of business development, commercial support and strategic and business planning. The other members of the Board of Advisors are Dr. Yuan Gao and Dr. Ahmad Ghahreman, who have been providing technical advisory services to the Company over the past several years.

"John and Govind both have impressive backgrounds and were looking forward to leveraging their expertise as we pursue our growth plan, said Ajay Kochhar, co-founder, President and Chief Executive Officer of Li-Cycle. They are aligned with our vision to create a truly circular battery supply chain by utilizing our breakthrough commercial technology to transform end-of-life batteries and battery production waste into materials of great value for our customers and partners.

John Mitchell

Li-Cycle has already served as a catalyst for tremendous, positive change in the lithium-ion battery market, said Mr. Mitchell. Li-Cycles technology is second to none and I look forward to working closely with Ajay and his best-in-class management team as the Company continues to disrupt an industry that needs a low-cost and sustainable battery supply chain.

Mr. Mitchell brings more than 30 years of experience in executive leadership roles in specialty chemicals, energy materials, utility infrastructure, and industrial gases. He is currently a partner and co-founder of Blue Horizon Advisors and Blue Horizon Capital, focused on the worlds transition to the new energy economy by supporting leading companies to scale and providing index-based investment products across the new energy economy thematic. Previously, he served as President of Lithium for the Albemarle Corporation, where he guided Albemarles lithium division to a global market leading position. Prior to Albemarle, Mr. Mitchell served as Rockwood Lithiums North American President, Environmental Management Corporations President, and Senior Advisor to Lindes business in Africa and South America.

Mr. Mitchell holds his B.S. in Materials Engineering from Drexel University.

Govind Arora

Li-Cycle is a pioneer, establishing a proven lithium-ion battery recycling technology before it became the prevalent topic that it is presently, said Mr. Arora. The Company has a robust global growth strategy that will be essential in contributing to a circular lithium-ion battery market that continues to demonstrate rapidly growing demand for critical, finite materials.

Mr. Arora brings more than 20 years of experience in energy materials, the automotive industry, industrial automation, and the aerospace industry. He currently serves as a partner and co-founder of Blue Horizon Advisors and Blue Horizon Capital. Previously, he was Chief Commercial Officer for Albemarle Corporations Lithium business, which is the global leader in advanced lithium materials as well as a thought leader within the energy storage value chain. Prior to Albemarle, Mr. Arora led several businesses to achieve high growth, serving as President of Stanley Black & Deckers Latin American Group, Chief Financial Officer for Stanley Black & Deckers Global Emerging Markets business and Chief Financial Officer for Honeywells process solutions business in Asia, based out of China.

Mr. Arora holds a B.A. in Business Administration from California State University, Fullerton and acquired his Executive MBA in International Business from the Thunderbird School of Global Management.

Dr. Yuan Gao and Dr. Ahmad Ghahreman

As disclosed above, Mr. Mitchell and Mr. Arora will be joining the Companys existing Advisory Board members, Dr. Yuan Gao and Dr. Ahmad Ghahreman.

Dr. Gao is Vice-Chairman of the board of directors of Qinghai Taifeng Pulead Lithium-Energy Technology Co. Ltd. (Pulead), one of Chinas leading lithium-ion battery cathode producers and a key player in the lithium-ion battery supply chain. Dr. Gao was previously President and Chief Executive Officer of Pulead and prior to joining Pulead in 2014, he held senior positions with Molycorp Inc. and FMC Corp.s lithium division. Dr. Gao originally obtained his BSc from the University of Science and Technology of China, and his PhD in Physics from the University of British Columbia.

Dr. Ghahreman has over 15 years of hydrometallurgical/wet chemistry experience. He has deep expertise in the advanced recovery of many of the constituents in lithium-ion batteries, gained in the context of primary resource mineral processing and hydrometallurgy. Dr. Ghahreman has a bachelors degree and a masters degree in Materials Science and Engineering from Sharif University of Technology, Tehran, Iran, and earned his Ph.D. in Materials Engineering from The University of British Columbia, Vancouver, BC. Upon completing his Ph.D., Dr. Ghahreman joined the Technology Centre of Barrick Gold Corp. in Vancouver, as an NSERC Industrial Research & Development (IRDF) Postdoctoral Fellow. He joined The Robert M. Buchan Department of Mining at Queens University as an Assistant Professor in January 2014.

About Li-Cycle Holdings Corp.

Li-Cycle (NYSE:LICY) is on a mission to leverage its innovative Spoke & Hub Technologies to provide a customer-centric, end-of-life solution for lithium-ion batteries, while creating a secondary supply of critical battery materials. Lithium-ion rechargeable batteries are increasingly powering our world in automotive, energy storage, consumer electronics, and other industrial and household applications. The world needs improved technology and supply chain innovations to better manage battery manufacturing waste and end-of-life batteries and to meet the rapidly growing demand for critical and scarce battery-grade raw materials through a closed-loop solution. For more information, visit https://li-cycle.com/.

CAUTION CONCERNING FORWARD-LOOKING STATEMENTS

Certain statements contained in this communication may be considered forward-looking statements within the meaning of the U.S. Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933, as amended, Section 21 of the Securities Exchange Act of 1934, as amended, and applicable Canadian securities laws. Forward-looking statements generally include statements that are predictive in nature and depend upon or refer to future events or conditions, and include words such as "may," "will," should, would, expect, anticipate, plan, likely, believe, estimate, project, intend, and other similar expressions among others. Statements that are not historical facts are forward-looking statements. Forward-looking statements are based on current beliefs and assumptions that are subject to significant risks and uncertainties, many of which are beyond the control of Li-Cycle and are not guarantees of future performance. Actual results could differ materially from those contained in any forward-looking statement as a result of various factors, including, without limitation: (i) the possibility that the anticipated benefits and/or the anticipated tax treatment of the recently completed transaction between the Company and Peridot Acquisition Corp. (the transaction) will not be realized; (ii) the risk that stockholder litigation in connection with the transaction or other settlements or investigations may result in significant costs of defense, indemnification and liability; (iii) changes in general economic and/or industry specific conditions; (iv) possible disruptions from the transaction that could harm Li-Cycles business; (v) the ability of Li-Cycle to retain, attract and hire key personnel; (vi) potential adverse reactions or changes to relationships with customers, employees, suppliers or other parties; (vii) legislative, regulatory and economic developments; (viii) unpredictability and severity of catastrophic events, including, but not limited to, acts of terrorism, outbreak of war or hostilities and any epidemic, pandemic or disease outbreak (including COVID-19), as well as managements response to any of the aforementioned factors; and (ix) the ability of Li-Cycle to maintain the listing of the Companys common shares or warrants on The New York Stock Exchange, and (x) other risk factors as detailed from time to time in Li-Cycles reports and other documents filed with the U.S. Securities and Exchange Commission (SEC) and securities regulatory authorities in Canada, including, without limitation, the Companys final prospectus dated August 10, 2021 filed with the Ontario Securities Commission in Canada and the Form 20-F filed with the SEC. The foregoing list of important factors is not exclusive. You should not place undue reliance upon any forward-looking statements, which speak only as of the date made. Except as required by applicable law, Li-Cycle does not undertake any obligation to revise or update any forward-looking statement, or to make any other forward-looking statements, whether as a result of new information, future events or otherwise.

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Li-Cycle Welcomes Lithium Industry Veterans to Board of Advisors - Business Wire

OmranHamad Al-Kuwari, CEO of Qatar Foundation International, discusses the role Qatar is playing in mitigating the climate crisis and the importance of not-for-profit organisations in bridging the gap between the public and private sector.

For the past three decades, the international community has been increasingly aware of the seriousness of climate change and its potential impact on human populations. Since then, global efforts have been made to tackle this escalating issue from the Kyoto Protocol of 1997 to the Paris Climate Agreement of 2015.

Nevertheless, much more action is needed if we are to reverse the damage being done and protect the planet. In 1997, the year of the Kyoto Protocol, the coal percentage in the world energy mix was 38%. Twenty years later it was still the same.

While progress has been made by some countries to meet the targets of the Paris Agreement, at current rates, we are far from being in line with targets to limit global warming to 1.5-2C.

The green transition

Over the past 200 years, society has seen many energy transitions, from wood to coal, oil to gas, and more recently the shift to renewables. But unlike many transitions in the past, the green transition is different: its purposive.

To achieve our goals, we need the world to commit to fundamental shifts in economic systems. Its not enough for countries to accept that they need to become more sustainable. They must genuinely embrace transition if they are to become low carbon, resource-efficient and socially inclusive.

Overreliance on technology is an easy trap to fall into. In reality, social organisations are also vital to implementing lasting change.

The challenge for Qatar

When it comes to the risks of the climate crisis, smaller, less developed states often stand on the frontline of climate change and bear its burden. Qatar is no exception.

Qatar is one of the most vulnerable countries to climate change in the world. In fact, for every one-degree rise in temperature globally, Qatar will see a three-degree rise. Already, we are recording some of the hottest days on record, with temperatures regularly exceeding 45 degrees Celsius.

On top of this, Qatar is among the 10 countries that will be most impacted by rising sea levels. The country already lacks arable land and water resources for the development of carbon sinks, forests, and green areas.

If sea levels continue to rise, the coastlines of Qatar and its marine life will be affected, land degradation will occur, and freshwater levels will fall. Added to increasing temperatures, this could result in rising underground water salinity and falling freshwater levels that would threaten water security and reduce the efficiency of the regions vital desalination plants.

Qatars transition

Our history in Qatar coupled with the threat we now face puts us in a unique position when it comes to climate change.

Having thrived in the past on an oil and gas-based economy, and currently playing a positive role in most of the world in switching away from coal, we have recognised the need to transition to a more sustainable, future-proof model in the long term. As a small nation, our contribution to global emissions figures is limited.

But, as both a producer of fossil fuels and a country especially threatened by sea-level rise, we are very attuned to the challenges and benefits of decarbonisation

We now see ourselves as somewhere that can facilitate the difficult conversations about the energy transition already taking place between the Global South and Global North, and we hope to inspire change internationally.

Accelerating progress

When we talk about transitioning, people often think of this at the policy level or in terms of the everyday changes made by the public. However, a resilient energy ecosystem actually has three key players: public bodies, private actors and the general population.

We can achieve much greater progress by recognising the unique role that not-for-profit organisations can play in the green energy transition. Their power lays in the fact that they are perfectly placed to work with both governments and the private sector, and bridge innovation gaps.

Were doing this through our work at Qatar Foundation, where we are actively working toward the management of risks associated with climate change, such as water security, via the Qatar Environment and Energy Research Institute (QEERI).

QEERI helps to bridge the gap between all key players in the energy ecosystem by advising the Qatari government, conducting environmental research and assessing the economic impact, and helping to help implement government policy and economic measures. Its a role that cannot be underestimated.

The way forward

It is clear we need to look beyond the 1.5-degree target if we want to succeed in making permanent, positive changes to the environment. Currently, too many initiatives are economically driven at the expense of sustainability, and this needs to change.

We need to recognise the role that not-for-profits can play as brokers and intermediaries of climate information. From their close engagement with individuals and communities to their ability to facilitate interactions between scientists, decision-makers, and local communities these organisations can help us to meet our climate targets and ensure the right transitions are made effectively.

Photo by Radoslaw Prekurat

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Feature: Bringing the world together on climate change - Environment Journal

St. Louis, Aug. 23, 2021 (GLOBE NEWSWIRE) -- NEWS RELEASE

FOR IMMEDIATE RELEASE

Contact: Eric L. Clark,

Marketing Communications Specialist

314.432.4330 ext. 1284 (cell 314-363-1400)

Eric.Clark@ParentsAsTeachers.org

Parents as Teachers Announces the Appointment

of Mark Ginsberg as Chairman of the Board

After four years of dedicated service as Parents as Teachers board chair and many more years as a board member, Patricia Kempthorne, founder of the Twiga Foundation, Inc., a non-profit committed to educating organizations about work-life fit, flexibility, and effectiveness for working parents hands over the board leadership role.

Fairfax County, Virginia August 23, 2021 Parents as Teachers (PAT), the nations most widely replicated home visiting model of the 19 evidence-based home visiting models listed by the U.S. Health Resource Services Administration has appointed Dr. Mark R. Ginsberg, provost, and executive vice president at George Mason University, as chairman of its Board of Directors.

Dr. Ginsberg joined the PAT board in 2013 and most recently served as its vice-chair. He succeeds Patricia Kempthorne, former First Lady of Idaho.

The PAT board of directors sets the organization's strategic planning and policies, which are monitored and evaluated to ensure growth, expansion, and responsiveness to key trends in the ever-changing economy and emerging demographic shifts of families and their young children.

It has been a great privilege to have served as chairperson of the Parents as Teachers Board of Directors,said Kempthorne. I am incredibly proud of our accomplishments over the past four years. We have helped countless parents with effective parenting skills, connected families to community resources, and helped them become their childrens first and best teachers. I am confident in our future and Marks leadership as we continue to grow and expand our impact.

Dr. Ginsberg joined George Mason, the largest public research university in Virginia and a Carnegie Research One (R1) institution with more than 39,000 students in 2010 as the dean of the College of Education and Human Development. His career spans more than 40 years as a professor, psychologist, and skilled administrator. He has been published extensively in the areas of education, psychology, human development, and human services.

"I am deeply honored to have been appointed as the chairman of the Parents as Teachers Board of Directors," said Dr. Ginsberg. "I look forward to continuing to leverage our strategic network of affiliates, foundations, not-for-profits, and legislators who along with our team are all united in the desire to help strengthen families around the world. I also look forward to working closely with Patricia Kempthorne, our inspirational President and CEO Constance Gully, and our experienced Board of Directors to fulfill Parents as Teachers' mission."

Dr. Ginsberg has lectured and presented at more than 200 conferences, seminars, and other educational meetings and professional development events, both within the United States and internationally. He has served as executive director of the National Association for the Education of Young Children (NAEYC); was chair of the Department of Counseling and Human Services in the Graduate Division of Education at Johns Hopkins University, and a member of the faculty of both the Department of Psychiatry and Behavioral Sciences and the Department of Medicine in the School of Medicine.

PAT President and CEO Constance Gully said Dr. Ginsberg brings a strategic vision to his new role as board chair.

This is a significant moment in the history of our organization, said Gully. Im deeply grateful to Mark for his vision, dedication, and passion for helping us build one of the most impactful and significant non-profits serving vulnerable children and families. I am equally gratified for the exceptional leadership that Patricia provided during her tenure as board chair, and excited for what the future holds under Marks leadership.

Before joining Johns Hopkins, Dr. Ginsberg was the executive director, clinical member, and fellow of the American Association for Marriage and Family Therapy in Washington D.C., and a senior member of the management staff of the American Psychological Association, after having been a faculty member at the University of Rochester.

In addition to chairing PATs board, Dr. Ginsberg serves on the Board of Hopecam, a non-profit organization that supports children with cancer and their families. He is a past board chair of the American Association of Colleges for Teacher Education, was a member of the executive committee of the Council of Academic Deans of Research Education Institutions, and was a board member at the Virginia Early Childhood Foundation.

He also is a past president of the International Step by Step Association, a non-governmental organization of 30 education-focused NGOs in Europe and Central Asia, and the Society of Psychologists in Management. Dr. Ginsberg is a Fellow of both the American and Maryland Psychological Associations and a member of the American Counseling Association, American Educational Research Association, and American Society of Association Executives, of which he was elected to serve on the national Board of Directors.

He completed his master's degree in 1978 and his doctoral degree in 1981 at Pennsylvania State University. He also completed a Fellowship in Clinical Psychology at the Yale University School of Medicine. In 2006, he was awarded the honorary degree of Doctor of Humane Letters from the State University of New York.

He is married to Elaine A. Anderson, the former chair, and a professor emerita in the Department of Family Science in the School of Public Health at the University of Maryland. They have two adult children, Andrew, a faculty member in the Department of Kinesiology at the University of Maryland, and Robert, an executive at Fundrise, a Washington, D.C.-based financial technology company.

About Parents as Teachers

Parents as Teachers builds strong communities, thriving families, and children that are healthy, safe, and ready to learn by matching parents and caregivers with trained professionals who make regular personal home visits during a child's earliest years in life, from pregnancy through kindergarten. The internationally recognized evidence-based home visiting model is backed by 36 years of research-proven outcomes for children and families. PAT currently serves nearly 200,000 families in all 50 U.S. states, 115 Tribal organizations, five other countries, and one U.S. territory. Parents as Teachers National Center, Inc., is a non-profit organization headquartered in St. Louis, Missouri.

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Parents as Teachers Announces the Appointment of Dr. Mark - GlobeNewswire

TEMPE, Arizona , Aug. 24, 2021 (GLOBE NEWSWIRE) -- Business Warrior Corp. (OTC Pink: BZWR), the source for small businesses in America to get more customers, is excited to announce the launch of its revamped website designed to accelerate the Companys brand awareness with small businesses and the public markets.

Business Warriors website is now built with future-proofing features such as online chat support, real-time stock price updates and a place for the upcoming launch of the Companys lending products. Business Warrior also applied best practices to the website refresh for long-term SEO and organic growth to meet its audience and subscriber demands.

Led By Award Winning Creative AgencyAward winning creative agency, The Family Vibe, who delivered the iconic Business Warrior Brand, was tasked with refreshing the look, feel and overall functionality for Business Warriors new website.

The goal is always to build brands that inspire, and Business Warrior does just that, a breakthrough brand created to excite and ensure the success of the small business owner, said The Family Vibes founder and Creative Director David Zimmerman. By uniquely combining strategic rigor with bold creativity, Business Warrior drives growth for all its clients.

Addressing Its Growing AudienceThe new site delivers on the companys commitment to keep small business owners informed and action driven to improve their business. The design and organizational flow elevates beneficial information for small business owners and investors.

The highlights of the new website include:

Small business owners can now easily access information from industry experts for support. This creates an environment where Business Warrior becomes an easy-to-use, invaluable small business resource.

In all of 2020, we had 82,000 visitors to our website. This year, weve already had over 260,000 visitors, stated Business Warrior President, Jonathan Brooks. The volume on our website is solid already, but now our revamped version has new content and a fresh design that will propel our organic growth and better support our small business subscribers.

For more information on the company and to view the new website, visit http://www.BusinessWarrior.com.

About Business Warrior

Business Warrior Corp. (OTC: BZWR) is the source for small businesses in America to enhance their brand and boost marketing results. Business Warrior is dedicated to helping small businesses grow. Their easy-to-use software creates a customized roadmap designed to generate new and meaningful lead generation for small businesses. Business Warrior helps lay the foundation for online advertising and offers services to help small businesses find long-term success. For more information, please visit http://www.BusinessWarrior.com.

Forward Looking Statements:

This press release and the offering materials may contain forward-looking statements and information relating to, among other things, the company, its business plan and strategy, and its industry. Forward-looking statements are neither historical facts nor assurances of future performance. They are based on the current beliefs of, assumptions made by, and information currently available to the company's management regarding the future of the company's business, future plans and strategies, anticipated events and trends, the economy and other future conditions. When used in the offering materials, the words "aim," "estimate," "project," "believe," "anticipate," "intend," "envision," "estimate," "expect," "future," "goal," "hope," "likely," "may," "plan," "potential," "seek," "should," "strategy," "will" and similar references to future periods are intended to identify forward-looking statements, which constitute forward looking statements. These statements reflect management's current views with respect to future events and are subject to inherent risks, uncertainties and changes in circumstances that are difficult to predict (many of which are outside of the company's control) and could cause the company's actual results to differ materially from those contained in the forward-looking statements. Investors are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date on which they are made. All subsequent written and oral forward-looking statements concerning the company, the offering or other matters, are expressly qualified in their entirety by the cautionary statements above. The company does not undertake any obligation to revise or update these forward-looking statements to reflect events or circumstances after such date or to reflect the occurrence of unanticipated events.

Investor Relations:

Jonathan Brooks

Investors@BusinessWarrior.com

(855) 884-5805

Read more:

Creating a Breakthrough Brand to Spark the Success of the Small Business Owner - GlobeNewswire

SAN LUIS OBISPO, Calif., Aug. 24, 2021 /PRNewswire/ -- This week, Inc. magazine revealed that Digital Market Media (DMM) ranks 1,083 nationally, and 182 in California on its annual Inc. 5000 list, the most prestigious ranking of the nation's fastest-growing private companies. The list represents a unique look at the most successful companies within the American economy's most dynamic segmentits independent small businesses. Intuit, Zappos, Under Armour, Microsoft, Patagonia, and many other well-known names gained their first national exposure as honorees on the Inc. 5000.

"Our incredible team and dynamic leaders deserve full credit for our rapid growth," says Digital Market Media CEO Tom Carolan "DMM has broken the call center mold by creating a positive, caring and completely remote workplace, where team members are inspired to reach the next level. We like to say that we save good people from crappy jobs," he adds.

While many companies are struggling to find talent, DMM has thrived in the post-pandemic world, hiring great people through employee referrals. "We are committed to cultivating a strong culture and maintaining a completely remote workforce, and that has made all the difference," Carolan says.

He is particularly proud of his company's progress in the area of Diversity, Equity and Inclusion. "As a remote employer, we aren't limited to a single geographic area for recruiting, and we empower team members to be themselves and embrace their individuality," he explains.

Part of DMM's culture involves giving back. Its Caring Committee has raised money to help organizations such as the Brain and Behavior Research Fund and the Women's Resource Center.In addition, employees are empowered to help customers in whatever ways they can. Carolan believes that DMM's culture of caring has been its growth engine. Since the company's inception, DMM has experienced 1,000% year-over-year revenue growth, 110% year-over-year increase in campaign conversion rates and a 493% increase in employees.

About the Inc 5000

Not only have the companies on the 2021 Inc. 5000 been very competitive within their markets, but this year's list also proved especially resilient and flexible given 2020's unprecedented challenges. Among the 5,000, the average median three-year growth rate soared to 543 percent, and median revenue reached $11.1 million. Together, those companies added more than 610,000 jobs over the past three years.

Complete results of the Inc. 5000, including company profiles and an interactive database that can be sorted by industry, region, and other criteria, can be found at http://www.inc.com/inc5000. The top 500 companies are featured in the September issue of Inc., which will be available on newsstands on August 20.

"The 2021 Inc. 5000 list feels like one of the most important rosters of companies ever compiled," says Scott Omelianuk, editor-in-chief of Inc. "Building one of the fastest-growing companies in America in any year is a remarkable achievement. Building one in the crisis we've lived through is just plain amazing. This kind of accomplishment comes with hard work, smart pivots, great leadership, and the help of a whole lot of people."

About Digital Market Media

Digital Market Media (DMM) is a marketing leader specializing in lead generation, call generation and client acquisition for the insurance and finance sectors. DMM operates full-funnel sales channels including an array of inbound pay-per-call marketing programs, lead generation, and client acquisition services. With over 145 employees globally, it operates as a fully remote company. Using proprietary digital marketing technologies alongside a partnership approach with clients, DMM delivers highly qualified inbound sales calls, lower customer acquisition costs, and provides data intelligence to enable clients to optimize the customer experience in real time across virtually any channel or device. Learn more at https://digitalmarketmedia.com.

Contact:Tom Carolan[emailprotected] (888) 432-1819 Ext 701

More about Inc. and the Inc. 5000

Methodology

Companies on the 2021 Inc. 5000 are ranked according to percentage revenue growth from 2017 to 2020. Toqualify, companies must have been founded and generating revenue by March 31, 2017. They must be U.S.-based, privately held, for-profit, and independentnot subsidiaries or divisions of other companiesas of December 31, 2020. (Since then, some on the list may have gone public or been acquired.) The minimum revenue required for 2017 is $100,000; the minimum for 2020 is $2 million. As always, Inc. reserves the right to decline applicants for subjective reasons. Growth rates used to determine company rankings were calculated to three decimal places. There was one tie on this year's Inc. 5000. Companies on the Inc. 500 are featured in Inc.'s September issue. They represent the top tier of the Inc. 5000, which can be found athttp://www.inc.com/inc5000.

About Inc. Media

The world's most trusted business-media brand, Inc. offers entrepreneurs the knowledge, tools, connections, and community to build great companies. Its award-winning multiplatform content reaches more than 50 million people each month across a variety of channels including web sites, newsletters, social media, podcasts, and print. Its prestigious Inc. 5000 list, produced every year since 1982, analyzes company data to recognize the fastest-growing privately held businesses in the United States. The global recognition that comes with inclusion in the 5000 gives the founders of the best businesses an opportunity to engage with an exclusive community of their peers, and the credibility that helps them drive sales and recruit talent. The associated Inc. 5000 Vision Conference is part of a highly acclaimed portfolio of bespoke events produced by Inc. For more information, visit http://www.inc.com.

For more information on the Inc. 5000 Vision Conference, visit http://conference.inc.com/.

SOURCE Digital Market Media

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Digital Market Media Ranks No. 1,083 on the 2021 Inc. 5000 With 3-Year Revenue Growth of 449% - PRNewswire