602 press releases in English indexed under sustainability.
The deodorant wipes market is expected to witness substantial growth through 2034 as consumers increasingly prioritize convenience, hygiene, and mobility in their daily routines. Deodorant wipes have emerged as a practical alternative to traditional deodorants, offering quick freshness and odor ... Read more
Transforming used batteries into new industrial resources : this is the goal that brings together SOMFY and VoltR. Driven by a shared conviction, that a battery at the end of its first life still retains significant value, the two partners are taking a major step forward : the integration of remanufactured French batteries into certain SOMFY products. This is a concrete example of how the circular economy can help reduce the industry's environmental impact while strengthening local supply... Read the full story at https://www.webwire.com/ViewPressRel.asp?aId=363218
The energy sector accounts for more than three-quarters of global greenhouse gas emissions, making its transformation essential to achieving global climate goals. This new WBCSD sector guidance, Avoided Emissions in the Energy Sector, provides tailored, sector-specific methodologies to help companies credibly assess and disclose avoided emissions to scale solutions that reduce emissions across the energy value chain. - - Who is it for? - - This guidance is designed for sustainability and t... Read the full story at https://www.webwire.com/ViewPressRel.asp?aId=363192
HOUSTON, TX / October 22, 2026 / XCF Global Inc. ("XCF" or the "Company") (Nasdaq:SAFX) , a growing U.S.-based producer of renewable diesel and sustainable aviation fuel ("SAF"), today highlighted an immediate commercial catalyst driven by the rapid nationwide expansion of state-level Low Carbon Fuel Sta
The global Biorefinery Market is gaining momentum as industries increasingly adopt renewable resources, low-carbon technologies, and sustainable production methods. The market was valued at US$ 61.33 billion in 2025 and is projected to reach US$ 133.75 billion by 2033, expanding ... Read more
ANTWERPEN, BELGIUM, Oct 22, 2026 - OMP, a leader in AI-powered supply chain solutions, recently honored six global brands at its conferences held earlier this month in Singapore and Shanghai. The recognized companies - Procter & Gamble (P&G), Nestlé, Mars, AstraZeneca, ITC, and Bekaert - were celebrated for driving decision velocity, co-innovation, and impactful business results. Supply Chain Innovation & Excellence Award: Nestlé and Bekaert Nestlé, one of the world's largest food and beverage companies, and Bekaert, a global market and technology leader in material science of steel wire transformation and coating technologies, received OMP's Supply Chain Innovation & Excellence award for their breadth of deployment and depth of co-innovation. Nestlé aligns its supply network at the strategic, tactical, and operational levels on OMP's Unison Planning™ platform, connecting forecasting, planning, and replenishment end-to-end. As more routine work becomes touchless, planners can focus on the decisions that drive the business, and Nestlé continues to roll out best practices throughout the organization. Bekaert integrated scenario planning directly into its S&OP, shifting teams from reactive firefighting to proactive, value-driven conversations. In its green hydrogen business, what-if modeling protects mid- and long-term strategic control. Furthermore, planners use Unison Companion, OMP's generative AI assistant, to generate tables, compare scenarios, and retrieve information in natural language. "This award recognizes the ongoing transformation of our end-to-end supply chain planning," says Bo Yang, Senior Manager, Global Supply Chain Process Management at Bekaert Rubber Reinforcement. "We've moved from manual Excel calculations and individual experience to standardized planning on OMP's Unison Planning™ platform. Our decisions are now backed by data, and our planning accuracy has improved significantly." Long-Term Partnership Award: P&G and AstraZeneca P&G, with operations in approximately 70 countries, joins global biopharma leader AstraZeneca in accepting the award for proving that value compounds the longer the partnership runs. P&G celebrates 27 years of partnership with OMP dating back to 1999, and operates a planning network spanning more than 100 manufacturing sites and 200 distribution centers. The company has consolidated overlapping planning processes, with the majority of planning now handled touchlessly. "Receiving OMP's Long-Term Partnership Award reflects years of trust and teamwork between our teams," says Jen Aberilla, Director, Regional Supply Network Operations Planning at P&G. "We're proud of what we've achieved together and look forward to building on it." AstraZeneca has been working with OMP since 2021, replacing siloed, spreadsheet-based planning with a single capacity-constrained network plan. Most recently, the company has been collaborating with OMP on AI‑driven planning and advanced scenario modeling, allowing planners to focus on scenarios and exceptions. This has resulted in improved supply reliability and service levels, inventory reduction, and productivity savings. Community Engagement Award: Mars and ITC ITC's Paperboards & Specialty Papers Division, part of the Indian multi-business enterprise ITC Limited, and Mars, a global giant in confectionery, food products, and pet care services, received the Community Engagement Award for their active role in OMP Community events and councils. ITC was recognized for its commitment to openly sharing its planning transformation with the wider supply chain community. By presenting its experience to industry peers, ITC has given them a candid look at how its journey unfolds in practice, with lessons other planning teams can apply. Mars is a committed participant in the OMP Community councils and in governance through the executive board. Working with OMP, Mars has lowered inventory, consolidated its warehouse network, improved factory equipment effectiveness, and increased forecast accuracy. "The world's most demanding manufacturers plan with OMP, and it is a privilege to see those relationships deepen over 10, 20, and 27 years. The results they achieve through this community are concrete: inventory goes down, forecast accuracy goes up, and decisions happen faster. Congratulations to each of them!" says Philip Vervloesem, Chief Commercial and Markets Officer at OMP. About OMP OMP helps companies facing complex planning challenges to excel, grow and thrive by offering the best digitized supply chain planning solution on the market. Hundreds of customers in a wide range of industries - spanning consumer goods, life sciences, chemicals, metals, paper and packaging - benefit from using OMP's unique Unison Planning™. Solution and product inquiries Contact OMP +32 3 650 22 11 Media inquiries Kira Perdue (Carabiner) SOURCE: OMP
Santa Cruz, CA Thursday Oct 22, 2026 @ 6:00 AM Pacific — Young adults across Santa Cruz County have a new opportunity to earn money, gain professional experience, and launch their careers. Santa Cruz Works, in partnership with Cabrillo College and the City of Santa Cruz, is offering more than 10 paid internship opportunities with local businesses and nonprofit organizations. The Affordable Housing and Sustainable Communities (AHSC) Internship Opportunity Program is designed for young adults, particularly those living in underserved communities. Participants will gain hands-on experience in fields including technology, marketing, media, sustainability, business operations, and community services. Unlike unpaid internships that can be financially out of reach for many young people, these positions offer wages, flexible schedules, professional mentorship, and valuable career connections. Real Jobs. Real Pay. Real Experience Interns will work approximately 10 to 20 hours per week for up to six months, depending on the position. Each participant will work alongside an experienced supervisor, contribute to meaningful projects, and develop practical skills that can lead to future employment. The program offers several important benefits: Paid employment: Earn wages while gaining valuable professional experience. Flexible schedules: Work 10 to 20 hours per week, allowing time for school and other commitments. Professional mentorship: Receive guidance and feedback from experienced professionals. Career development: Build a resume, develop workplace skills, and establish professional connections. Local opportunities: Work with businesses and organizations throughout Santa Cruz County. All internships must conclude by June 1, 2027. More Than 10 Local Organizations Offering Opportunities Participating organizations represent a diverse range of industries, offering young adults the chance to explore different career paths while contributing to their community. Organizations offering internship opportunities include: Clean Oceans International Coastwoods Real Estate / Legacy Property GeoPulse Solutions Inc. KRML Mission Hill Creamery People First of Santa Cruz Sarah Marschall Strategy Santa Cruz County Animal Shelter Foundation Santa Cruz Children's Museum of Discovery Tannery World Dance and Cultural Center Treeswax United Way of Santa Cruz County Positions and responsibilities vary by organization, providing opportunities for students and young adults with different interests, skills, and career goals. Who Is Eligible? The program is open to young adults 18 years and older who live in underserved communities in Santa Cruz County. Priority is given to residents of neighborhoods including Beach Flats, Lower Ocean, Live Oak, Watsonville, San Lorenzo Valley, and the Pajaro Valley. Applicants do not need extensive professional experience. The program is intended to help young people develop the skills, confidence, and connections necessary to enter the workforce. There is no cost to apply. From Internship to Career The program builds on the success of its first cohort, which placed young adults with local businesses and nonprofits. Previous participants gained experience in software engineering, marketing, communications, video production, and community outreach. Yuliana Morales-Galvan, a software engineering intern at Nurbli, helped improve digital tools supporting Indigenous families. Emily Ramirez developed social media and outreach skills at Clean Oceans International, while Elsa Tamayo gained marketing and communications experience at Siena House. These experiences demonstrate how a paid internship can provide more than a paycheck. Interns build confidence, develop professional relationships, and gain experience that strengthens future job and college applications. How to Apply Young adults interested in exploring available positions are encouraged to apply as soon as possible. To view internships and apply: Visit Santa Cruz Works - Paid Internship Opportunities. Cabrillo College students may also complete the Student Interest Form linked on the program webpage. Parents, teachers, counselors, community organizations, and youth mentors are encouraged to share these opportunities with eligible young adults. About the AHSC Internship Opportunity Program The Affordable Housing and Sustainable Communities Internship Opportunity Program is funded through a grant awarded to the City of Santa Cruz. The City has partnered with Santa Cruz Works to create paid employment opportunities that connect young adults from underserved communities with local employers. Launched in June 2025 in partnership with Digital NEST, the program expanded in its second cohort to include Cabrillo College as a workforce development partner. The initiative supports economic mobility, career readiness, and a stronger local workforce. About Santa Cruz Works Santa Cruz Works is a nonprofit organization dedicated to strengthening the economic vitality of Santa Cruz County and the greater Monterey Bay region. Through entrepreneurship programs, workforce development, industry partnerships, and community events, Santa Cruz Works connects businesses, educators, innovators, and emerging talent to create economic opportunity. Learn more at www.santacruzworks.org. About Cabrillo College Cabrillo College is a leading California community college serving Santa Cruz County and the greater Monterey Bay region. With campuses in Aptos and Watsonville, Cabrillo offers academic programs, career education, associate degrees, certificates, and pathways to four-year universities. As a major transfer pathway to UC Santa Cruz, Cabrillo plays a vital role in developing the region's workforce. Through hands-on learning, internships, and partnerships with local employers, Cabrillo connects education with real-world career opportunities while supporting economic mobility and regional prosperity. Learn more at www.cabrillo.edu. Media Contact Santa Cruz Works Email: Email Contact Website: www.santacruzworks.org
By Grant Villet, Business Development and Integration Executive, Aurex Constructors (www.Aurex.com). Africa’s energy story is often around gas discoveries and investment potential. However, the real opportunity extends far beyond the resource itself. Mozambique and Namibia are emerging as important players in Africa’s oil and gas landscape, and what makes these markets particularly exciting is not simply the scale of their energy resources. It is the potential for major energy developments to become platforms for broader economic transformation. The question we should be asking is not only how we develop these resources, but what we build around them and what remains when the project itself is complete. The opportunity extends far beyond the oil and gas facility In Mozambique, the scale of gas discoveries has already attracted global investment and created momentum for infrastructure development. Namibia is generating similar interest through its offshore discoveries. These developments create demand for far more than the facilities required to produce or handle gas. They require ports, roads, logistics networks, power infrastructure, telecommunications and accommodation facilities. They also require a skilled workforce comprising artisans, supervisors, engineers and project managers, supported by the technical and operational expertise needed to deliver large-scale projects. Local suppliers capable of meeting international standards for safety, quality and delivery are equally important. This supporting ecosystem is critical because it is where much of the broader economic opportunity lies. If the ecosystem develops alongside the project, local businesses can participate meaningfully and the benefits can extend throughout the economy. Energy investment can then build demand and capability across multiple sectors rather than remaining concentrated within the project itself. For Southern Africa, this creates an even greater opportunity. Developments in Mozambique and Namibia could strengthen regional supply chains and create opportunities through improved energy security for businesses across multiple countries. The real value lies in recognising these projects as platforms for broader economic growth rather than simply as energy-producing assets. A successful project leaves a legacy For me, success in a major infrastructure project cannot be measured only by whether a facility is completed on time and on budget. Those things are obviously important, but they are only part of the story. The projects that leave the biggest impact are those that develop people and strengthen local businesses creating lasting economic benefits long after construction has finished. That requires something that is sometimes harder to quantify, namely trust. Major energy developments bring together governments, international operators, contractors, local suppliers and communities. These relationships can become complicated, particularly in complex operating environments, but our experience has shown that projects perform better when relationships are built on transparency and shared goals. Problems are solved faster. Decisions can be made more effectively. Stakeholders remain focused on the bigger picture rather than becoming trapped in competing interests. Ultimately, the most successful projects create enduring economic and social value alongside the infrastructure they deliver. Local capability cannot be an afterthought There is often significant attention on the investment and jobs generated by major energy projects. Those benefits matter, but they should be viewed as part of a much longer-term process. If local participation and skills development are treated as box-ticking exercises, the benefits will inevitably be limited. For local economic participation to become transformational, it must be intentional. Governments, operators and contractors need to genuinely invest in building sustainable local capacity. That means creating opportunities for local companies to grow, investing in training programmes and providing pathways for people to develop technical expertise that remains with them long after a project has been completed. The measure of success should extend well beyond the construction phase. Five or ten years down the line, are local businesses stronger? Are local professionals more experienced? Has technical expertise been developed that can be applied to future projects? Is the economy better positioned to take advantage of the next opportunity? If the answer to those questions is yes, then real value has been created. Lessons from complex operating environments Our experience in Mozambique and Namibia has reinforced another important lesson in that technical capability alone does not guarantee success. Every major project has its own challenges, whether they are logistical, regulatory or operational. Understanding the local environment, building strong relationships and remaining adaptable are therefore essential. We have also seen the value of engaging local businesses early and investing in local partnerships. Early investment in local partnerships and skills development generally delivers stronger long-term outcomes. This is particularly important when projects are being delivered in remote or developing regions, where resilient supply chains require careful planning and strong collaboration between stakeholders. These lessons extend well beyond Mozambique and Namibia. They are relevant to energy and infrastructure projects across the continent. Collaboration works best when it starts early The complexity of major energy developments means that no single organisation can deliver their full potential in isolation. Governments, international companies, engineering and construction firms, African contractors and local suppliers all have roles to play. Collaboration succeeds when there is early engagement, clear communication and mutual respect between stakeholders. Where challenges tend to arise is when stakeholders operate in silos or when local companies are brought into the conversation too late. Misaligned expectations can quickly create friction and undermine the potential of the wider project. The most successful projects recognise the complementary strengths that different participants bring. International companies can contribute technology, experience and investment. Local businesses bring valuable market knowledge, established relationships and an understanding of local operating conditions. When those strengths are combined effectively, everyone benefits. This is why local participation should be regarded as a strategic advantage rather than a compliance requirement. It should be understood as a source of capability, and knowledge that can make the project itself stronger. Oil and gas and the wider question of energy security As industrial and economic demand grows, oil and gas also has an important role to play in Southern Africa’s energy future. Countries need reliable energy sources to support economic growth and industrial development and address energy security challenges while supporting sectors such as manufacturing, mining and heavy industry. Importantly, oil and gas does not have to be viewed in opposition to renewable energy. It can form part of a balanced energy mix as countries develop the reliable energy systems required to support growing economies. There is also a broader regional opportunity. Major energy developments can help connect infrastructure, supply chains and markets across national borders. In doing so, they can create stronger economic linkages and support greater regional integration. The opportunity extends beyond energy production to building more connected economies, stronger supply chains and greater regional growth. Africa’s biggest opportunity and risk Looking beyond individual oil and gas developments, I believe Africa has a unique opportunity to use its natural resources as a foundation for industrialisation, job creation and the development of globally competitive industries. However, that opportunity comes with a significant risk. We could focus too heavily on extracting resources without building the skills, infrastructure and industries needed to maximise their long-term value. Natural resources alone do not create prosperity. What matters is how effectively those resources are translated into economic development and sustainable business growth. That requires a different way of thinking about major energy projects. The oil and gas facility is not the end point. It is one component of a much larger economic system. Ports, roads, logistics, telecommunications, power infrastructure, accommodation, skills, local suppliers and resilient supply chains all form part of the picture. So do the relationships between governments, international companies, contractors, communities and local businesses. If these elements are developed deliberately and in parallel, the impact of an energy project can extend far beyond the project itself. Mozambique and Namibia demonstrate the scale of the opportunity. Their energy developments have the potential to strengthen regional supply chains, improve energy security, support industrial development and create opportunities that extend across borders. The challenge and the opportunity is to ensure that Africa captures that wider value. If we can balance resource development and capability development, support international investment while strengthening local participation, and connect individual projects to broader regional growth, energy investment can become much more than an export opportunity. It can become a foundation for lasting economic transformation. And that is when Africa’s natural resources can truly become an engine for the continent’s future. Distributed by APO Group on behalf of Aurex Constructors. Aurex Constructors Contact: lauryn.joseph@aurex.com Media Contact: thobile@ngage.co.za Connect with Aurex Constructors on Social Media to receive the company’s latest news: https://apo-opa.co/4z5jnw3 https://apo-opa.co/4iaL4Mr About Aurex Constructors: As a 100% South African owned and managed company with 51% black ownership, Aurex takes pride in its highly skilled workforce, which has a proven track record of delivering innovative and customised project management solutions tailored to the specific requirements of customers. Aurex Constructors is dedicated to fostering growth and sustainability in the regions it serves. We strive for excellence. Web: www.Aurex.com
Wray Thorn appointed President and Chief Financial Officer; Harvey Schnitzer to transition to Director of Integration HOUSTON, TX / October 22, 2026 / XCF Global Inc. ("XCF") (NASDAQ:SAFX), a growing U.S.-based producer of renewable diesel and sustainable aviation fuel ("SAF"), today announced leadership
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VANCOUVER, BRITISH COLUMBIA - October 22, 2026 - Fitzroy Minerals Inc. (TSXV: FTZ, OTCQX: FTZFF, FSE: C3Y) (“Fitzroy” or the “Company”) is pleased to announce the results of an integrated seismic and machine-learning (“ML”) targeting study, completed with Fleet Space Technologies (“Fleet”), at the Buen Retiro Copper Project, Copiapo, Chile (“Buen Retiro” or the “Project”). ML targeting generated a ranked set of priority domains (Figure 1) by combining 3D Ambient Noise Tomography (“ANT”) data with prior geophysical surveys, geological models, and approximately 24,400 copper assays from 140 drill holes. The model identified nine areas where the sub-surface characteristics closely resemble the signature of the rocks hosting Buen Retiro’s known copper mineralization. Fleet’s regional and infill ANT surveys mapped the Project’s deeper geology well beyond the depths of current drilling. The technique uses natural seismic noise to build a 3D picture of the rock beneath the surface. This gives Fitzroy a 3D framework to trace known mineralized trends and identify new, previously untested opportunities down to a depth of approximately 400 metres, including toward the 100%-owned Sierra Fritis properties to the east. Extensive alluvial gravel cover in the area makes surface geological mapping and therefore target-generation, much more difficult. Fitzroy has started a 5,000-metre drilling program using diamond and reverse circulation (“RC”) drill rigs. As drill logs and assay results come in, Fitzroy and Fleet will use the new data to update the ML model. In this way, each new drill hole serves three purposes: testing a specific target, improving or validating the ML model, and helping to inform the next drilling decision. Highlights: A ranked portfolio of nine target areas, all completely new and untested, and within 400 m of surface. The targets combine Fleet’s 3D ANT subsurface model with Fitzroy’s own geophysical surveys (IP chargeability, IP resistivity and magnetic susceptibility) and approximately 24,400 copper assays from 140 drill holes. The targets focus on gravel-covered geology and exclude previously mined ground or areas within 200 metres of an existing drill hole. Merlin Marr-Johnson, President and CEO of Fitzroy, commented: “We believe Buen Retiro shares many of the geological characteristics of the major iron oxide copper-gold (IOCG) deposits at Candelaria and Mantoverde, yet the sulphide potential of the wider property has barely been tested. To date, the oxide copper mineralisation and its potential to support a low-capital-intensity, near-term production operation have been the focus. "Now, however, we have a tool with which to test the exploration optionality of this large IOCG system in one of Chile’s most prolific copper-producing regions. By combining advanced 3D subsurface imaging with machine learning and our extensive drilling database, we can now identify and prioritise blind exploration targets beneath the gravel cover. If the ML targeting is successful it will be a cost-effective discovery tool, creating value for shareholders.” Input Data The model combined four 3D geophysical datasets with geology, and copper assay results from drilling (Table 1). Click Here to see Table 1 - Summary of the 4 datasets and copper assay results used in the new ML targeting. From 3D Subsurface Imaging to Ranked Drill Targets Fleet’s work at Buen Retiro began with a regional ANT survey commissioned by Fitzroy in early 2026. The ANT survey was designed to build a better picture of the Project’s deeper geology. This identified structures and zones associated with alteration and brecciation at depth, and gave Fitzroy a 3D framework for further exploration. A higher-resolution, closer-spaced ANT survey was then completed over the main area of interest. This infill survey improved the understanding of the faults and fractures that are interpreted to be the main control on both permeability corridors and associated mineralization. The infill survey also allowed closer correlation of the ANT data with existing geophysical and drilling data. The ML targeting phase then converted this geological and geophysical picture into a set of exploration opportunities. The targets are designed to complement, not replace Fitzroy’s own geological interpretation and drill planning. Targeting Method The targeting method follows four steps, from copper prediction through to ranked, conceptual targets: Prediction. The ML model learned the relationship between geophysical data and copper assays from existing drill holes in order to estimate a quantified uncertainty for any point in space within the survey area. The aim was to predict zones where copper mineralization with grades above a 0.5% Cu threshold within 25-metre blocks of rock across the study area might be located, together with an uncertainty value for each block. The 0.5% Cu threshold is used to visually identify blocks at, or above, the target grade and does not represent a uniform estimate of copper grade per block. Refinement. Blocks were removed from consideration if they fell within the mined-out open pit, mapped gravel cover, or within 200 metres of an existing drill hole, so that target selection would focus on ground with genuine exploration value. Domains. The remaining blocks were grouped into nine geographic areas (“domains”), each representing a cluster of blocks with a similar predicted response (see Figure 1) within high-confidence range and interpreted to be geologically significant. Drill Planning Fitzroy and Fleet are now reviewing drill orientations and sequencing for the list of exploration targets. All of the targets are within the top 400 metres of the surface and Fitzroy has allocated 5,000 metres of combined RC and diamond drilling to test the new areas. As drill logs and assay results come in, Fitzroy and Fleet will compare them against the original target list andupdate the model accordingly. The new results will then feed into future versions of the model, sharpening its predictions and helping guide the next round of drill planning. In this way, each new hole serves two purposes: testing a specific target, updating or validating the ML model, and helping to inform the next drilling decision. Technical Context The new exploration domains are conceptual exploration targets that have not yet been tested by drilling. They mark areas where the combined geophysical and assay data look similar to Buen Retiro’s known zones of copper mineralization. The targets do not confirm the presence, grade, size or continuity of mineralization. The reliability of the model depends on the quality and coverage of the underlying data, and tends to decrease with distance from existing drill holes and with depth. For this reason, the targets are intended to be used alongside conventional geological interpretation and other exploration information, not in place of it. Qualified Person (“QP”) Dr. Scott Jobin-Bevans (P.Geo., Ph.D., PMP), a QP as defined by NI 43-101 and independent geological consultant to the Company, has reviewed and approved the technical information provided in this news release and verified the data disclosed, including the sampling, analytical and test data underlying the technical information contained in this news release. About Fleet Space Technologies Fleet Space Technologies is an Australian frontier technology company that uses seismic-led, 3D subsurface imaging to help geoscience teams understand what lies beneath the surface. Fleet combines its imaging techniques with a client’s existing geology, geophysics and drilling data, using machine learning to turn that combined picture into ranked recommendations for discovery, expansion and development decisions. As new drilling and other data become available, Fleet’s models can be updated, so new results continue to sharpen future subsurface decisions and deliver drilling predictions that stand up against ground truth. About Fitzroy Minerals Fitzroy Minerals is focused on exploring and developing copper assets with substantial upside potential in Chile. The Company’s two lead properties are the Buen Retiro Copper Project located near Copiapo, Chile, and the Caballos Copper Project, located in Valparaiso, Chile. Fitzroy Minerals’ shares are listed on the TSX Venture Exchange under the symbol FTZ and on the OTCQX under the symbol FTZFF. On behalf of the board of Fitzroy Minerals Inc. Merlin Marr-Johnson President and CEO For further information, please contact: Merlin Marr-Johnson +447803712280 mmj@fitzroyminerals.com For more information on Fitzroy Minerals, please visit the Company's website: www.fitzroyminerals.com Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the Exchange) accepts responsibility for the adequacy or accuracy of this release. CAUTIONARY STATEMENT REGARDING FORWARD-LOOKING INFORMATION This news release includes certain statements and information that constitute forward-looking information within the meaning of applicable Canadian securities laws. All statements in this news release, other than statements of historical facts, are forward-looking statements. Such forward-looking statements and forward-looking information specifically include, but are not limited to, statements that relate to the success of ML targeting phases, accuracy of ML targeting-based identification and prioritization of exploration targets, the potential mineralization on the Company’s mineral properties, future exploration plans on the Company’s mineral properties, and the timing and results of future exploration. Statements contained in this release that are not historical facts are forward-looking statements that involve various risks and uncertainty affecting the business of the Company. Such statements can generally, but not always, be identified by words such as "expects", "plans", "anticipates", "intends", "estimates", "forecasts", "schedules", "prepares", "potential" and similar expressions, or that events or conditions "will", "would", "may", "could" or "should" occur. All statements that describe the Company's plans relating to operations and potential strategic opportunities are forward-looking statements under applicable securities laws. These statements address future events and conditions and are reliant on assumptions made by the Company's management, and so involve inherent risks and uncertainties, as disclosed in the Company's periodic filings with Canadian securities regulators, including without limitation, the dangers inherent in exploration, development and mining activities; actual exploration or development plans and costs differing materially from the Company’s estimates; risks specifically related to the accuracy and reliability of machine learning-based prediction models, the ability to obtain and maintain any necessary permits, consents or authorizations required for mining activities; environmental regulations or hazards and compliance with complex regulations associated with mining activities; climate change and climate change regulations; fluctuations in exchange rates; the availability of financing; operations in foreign and developing countries and the compliance with foreign laws, remote operations and the availability of adequate infrastructure; fluctuations in price and availability of energy and other inputs necessary for mining operations; shortages or cost increases in necessary equipment, supplies and labour; regulatory, political and country risks, including local instability or acts of terrorism and the effects thereof; the reliance upon contractors, third parties and joint venture partners; challenges to title or surface rights; the dependence on key personnel and the ability to attract and retain skilled personnel; the risk of an uninsurable or uninsured loss; adverse climate and weather conditions; litigation risk; and competition with other mining companies. As a result of these risks and uncertainties, and the assumptions underlying the forward-looking information, actual results could materially differ from those currently projected, and there is no representation by the Company that the actual results realized in the future will be the same in whole or in part as those presented herein. The Company disclaims any intent or obligation to update forward-looking statements or information except as required by law. Readers are referred to the additional information regarding the Company's business contained in the Company's reports filed with the securities regulatory authorities in Canada. Although the Company has attempted to identify important factors that could cause actual actions, events, or results to differ materially from those described in forward-looking statements, there may be other factors that could cause actions, events or results not to be as anticipated, estimated or intended. For more information on the Company and the risks and challenges of its business, investors should review the Company's filings that are available at www.sedarplus.ca.
Asset World Corp Public Company Limited (AWC), Thailand’s integrated lifestyle real estate developer, has joined forces with public and private sector partners to sign a cooperation framework for the sustainable development of Chiang Mai. -- AWC Joins Hands with Chiang Mai’s Government Agencies and Local Communities to Create a New Chapter in Travel Experiences, Connecting Chiang Mai’s Rich History, Art, and Priceles