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Moldova continues to face a high-intensity hybrid war, including a significant increase in malign cyber activity and incursions. This necessitates increasing focus on the development of cyber resilience, which would also support the continued efforts of the Moldovan government to digitize more systems and the ongoing growth of the country's technology sector. Moldova’s data and cybersecurity policy efforts have not kept pace with the development and use of digital infrastructure, further complicating the challenge of counteracting the cyber aspects of the ongoing high-intensity hybrid war. Strategic and deliberate investments made in Moldova over the next five years thus have an enormous potential for return. Given the importance of the topic, this report provides an overview of Moldova’s recent digitization journey. This paper provides a deeper dive into the technology sector, including Moldova’s efforts to increase digital literacy and to strengthen human capital, as well as its e-governance efforts. Moreover, this piece outlines the country’s current cybersecurity landscape, including some specific risks and opportunities as well as the support Moldova’s partners and allies are delivering in this space. Most importantly, this piece includes key policy recommendations to strengthen the sector in support of securing Moldova’s democratic and economic future. This report is made possible by support from the U.S. Agency for International Development.Why Miami’s Pop-Tarts Bowl appearance is important even after missing College Football Playoff

BROOMFIELD, Colo. , Dec. 9, 2024 /PRNewswire/ -- Vail Resorts, Inc. (NYSE: MTN) today reported results for the first quarter of fiscal 2025 ended October 31, 2024 , provided season pass sales results for the 2024/2025 season, updated fiscal 2025 net income attributable to Vail Resorts, Inc. guidance and reaffirmed fiscal 2025 Resort Reported EBITDA guidance, announced capital investment plans for calendar year 2025, declared a dividend payable in January 2025 , and announced first quarter share repurchases. Highlights Commenting on the Company's fiscal 2025 first quarter results, Kirsten Lynch , Chief Executive Officer, said, "Our first fiscal quarter historically operates at a loss, given that our North American and European mountain resorts are generally not open for ski season. The quarter's results were driven by winter operations in Australia and summer activities in North America , including sightseeing, dining, retail, lodging, and administrative expenses. "Resort Reported EBITDA was consistent with the prior year, driven by growth in our North American summer business from increased activities spending and lodging results. This growth was offset by a decline in Resort Reported EBITDA of $9 million compared to the prior year from our Australian resorts due to record low snowfall and lower demand, cost inflation, the inclusion of Crans-Montana, and approximately $2.7 million of one-time costs related to the two-year resource efficiency transformation plan and $0.9 million of acquisition and integration related expenses." Regarding the Company's resource efficiency transformation plan, Lynch said, "Vail Resorts continues to make progress on its two-year resource efficiency transformation plan, which was announced in our September 2024 earnings. The two-year Resource Efficiency Transformation Plan is designed to improve organizational effectiveness and scale for operating leverage as the Company grows globally. Through scaled operations, global shared services, and expanded workforce management, the Company expects $100 million in annualized cost efficiencies by the end of its 2026 fiscal year. We will provide updates as significant milestones are achieved." Turning to season pass results, Lynch said, "Our season pass sales highlight the compelling value proposition of our pass products and our commitment to continually investing in the guest experience at our resorts. Over the last four years, pass product sales for the 2024/2025 North American ski season have grown 59% in units and 47% in sales dollars. For the upcoming 2024/2025 North American ski season, pass product sales through December 3, 2024 decreased approximately 2% in units and increased approximately 4% in sales dollars as compared to the period in the prior year through December 4, 2023 . This year's results benefited from an 8% price increase, partially offset by unit growth among lower priced Epic Day Pass products. Pass product sales are adjusted to eliminate the impact of changes in foreign currency exchange rates by applying an exchange rate of $0.71 between the Canadian dollar and U.S. dollar in both periods for Whistler Blackcomb pass sales. For the period between September 21, 2024 and December 3, 2024 , pass product sales trends improved relative to pass product sales through September 20, 2024 , with unit growth of approximately 1% and sales dollars growth of approximately 7% as compared to the period in the prior year from September 23, 2023 through December 4, 2023 , due to expected renewal strength, which we believe reflects delayed decision making. "Our North American pass sales highlight strong loyalty with growth among renewing pass holders across all geographies. For the full selling season, the Company acquired a substantial number of new pass holders, however the absolute number of new guests was smaller compared to the prior year, driving the overall unit decline for the full selling season. New pass holders come from lapsed guests, prior year lift ticket guests, and new guests to our database. The Company achieved growth from lapsed guests, who previously purchased a pass or lift ticket but did not buy a pass or lift ticket in the previous season. The decline in new pass holders compared to the prior year was driven by fewer guests who purchased lift tickets in the past season and from guests who are completely new to our database, which we believe was impacted by last season's challenging weather and industry normalization. Epic Day Pass products achieved unit growth driven by the strength in renewing pass holders. We expect to have approximately 2.3 million guests committed to our 42 North American, Australian, and European resorts in advance of the season in non-refundable advance commitment products this year, which are expected to generate over $975 million of revenue and account for approximately 75% of all skier visits (excluding complimentary visits)." Lynch continued, "Heading into the 2024/2025 ski season, we are encouraged by our strong base of committed guests, providing meaningful stability for our Company. Additionally, early season conditions have allowed us to open some resorts earlier than anticipated, including Whistler Blackcomb, Heavenly, Northstar, Kirkwood, and Stevens Pass. Early season conditions have also enabled our Rockies resorts to open with significantly improved terrain relative to the prior year, including the opening of the legendary back bowls at Vail Mountain opening the earliest since 2018. Our resorts in the East are experiencing typical seasonal variability for this point in the year, with all resorts planned to open ahead of the holidays. We are continuing to hire for the winter season, and are on track with our staffing plans and have achieved a strong return rate of our frontline employees from the prior season. Lodging bookings at our U.S. resorts for the upcoming season are consistent with last year. At Whistler Blackcomb, lodging bookings for the full season are lagging prior year levels, which may reflect delayed decision making following challenging conditions in the prior year." Operating Results A more complete discussion of our operating results can be found within the Management's Discussion and Analysis of Financial Condition and Results of Operations section of the Company's Form 10-Q for the first fiscal quarter ended October 31, 2024 , which was filed today with the Securities and Exchange Commission. The following are segment highlights: Mountain Segment Lodging Segment Resort - Combination of Mountain and Lodging Segments Real Estate Segment Total Performance Outlook The Company's Resort Reported EBITDA guidance for the year ending July 31, 2025 is unchanged from the prior guidance provided on September 26, 2024 . The Company is updating its guidance for net income attributable to Vail Resorts, Inc., which it now expects to be between $240 million and $316 million , up from the prior guidance range of $224 million to $300 million . The primary difference is due to a $17 million increase from the gain on sale of real property related to the resolution of the October 2023 Eagle County District Court final ruling and valuation regarding the Town of Vail's condemnation of the Company's East Vail property that was planned for Vail Resorts' incremental affordable workforce housing project, a transaction that has been recorded as Real Estate Reported EBITDA. Additionally, the guidance is updated to include a decrease in expected interest expense of approximately $2 million which assumes that interest rates remain at current levels for the remainder of fiscal 2025. These changes have no impact on expected Resort Reported EBITDA. The Company continues to expect Resort Reported EBITDA for fiscal 2025 to be between $838 million and $894 million , including approximately $27 million of cost efficiencies and an estimated $15 million in one-time costs related to the multi-year resource efficiency transformation plan, and an estimated $1 million of acquisition and integration related expenses specific to Crans-Montana. As compared to fiscal 2024, the fiscal 2025 guidance includes the assumed benefit of a return to normal weather conditions after the challenging conditions in fiscal 2024, more than offset by a return to normal operating costs and the impact of the continued industry normalization, impacting demand. Additionally, the guidance reflects the negative impact from the record low snowfall and related shortened season in Australia in the first quarter of fiscal 2025, which negatively impacted demand and resulted in a $9 million decline of Resort Reported EBITDA compared to the prior year period. After considering these items, we expect Resort Reported EBITDA to grow from price increases and ancillary spending, the resource efficiency transformation plan, and the addition of Crans-Montana for the full year. The guidance also assumes (1) a continuation of the current economic environment, (2) normal weather conditions for the 2024/2025 North American and European ski season and the 2025 Australian ski season, and (3) the foreign currency exchange rates as of our original fiscal 2025 guidance issued September 26, 2024 . Foreign currency exchange rates have experienced recent volatility. Relative to the current guidance, if the currency exchange rates as of yesterday, December 8, 2024 of $0.71 between the Canadian Dollar and U.S. Dollar related to the operations of Whistler Blackcomb in Canada , $0.64 between the Australian Dollar and U.S. Dollar related to the operations of Perisher, Falls Creek and Hotham in Australia , and $1.14 between the Swiss Franc and U.S. Dollar related to the operations of Andermatt-Sedrun and Crans-Montana in Switzerland were to continue for the remainder of the fiscal year, the Company expects this would have an impact on fiscal 2025 guidance of approximately negative $5 million for Resort Reported EBITDA. The following table reflects the forecasted guidance range for the Company's fiscal year ending July 31, 2025 for Total Reported EBITDA (after stock-based compensation expense) and reconciles net income attributable to Vail Resorts, Inc. guidance to such Total Reported EBITDA guidance. Fiscal 2025 Guidance (In thousands) For the Year Ending July 31, 2025 (6) Low End High End Range Range Net income attributable to Vail Resorts, Inc. $ 240,000 $ 316,000 Net income attributable to noncontrolling interests 23,000 17,000 Net income 263,000 333,000 Provision for income taxes (1) 91,000 115,000 Income before income taxes 354,000 448,000 Depreciation and amortization 295,000 279,000 Interest expense, net 174,000 166,000 Other (2) 21,000 13,000 Total Reported EBITDA $ 844,000 $ 906,000 Mountain Reported EBITDA (3) $ 818,000 $ 872,000 Lodging Reported EBITDA (4) 16,000 26,000 Resort Reported EBITDA (5) 838,000 894,000 Real Estate Reported EBITDA 6,000 12,000 Total Reported EBITDA $ 844,000 $ 906,000 (1) The provision for income taxes may be impacted by excess tax benefits primarily resulting from vesting and exercises of equity awards. Our estimated provision for income taxes does not include the impact, if any, of unknown future exercises of employee equity awards, which could have a material impact given that a significant portion of our awards may be in-the-money depending on the current value of the stock price. (2) Our guidance includes certain forward looking known changes in the fair value of the contingent consideration based solely on the passage of time and resulting impact on present value. Guidance excludes any forward looking change based upon, among other things, financial projections including long-term growth rates for Park City, which such change may be material. Separately, the intercompany loan associated with the Whistler Blackcomb transaction requires foreign currency remeasurement to Canadian dollars, the functional currency of Whistler Blackcomb. Our guidance excludes any forward looking change related to foreign currency gains or losses on the intercompany loans, which such change may be material. Additionally, our guidance excludes the impact of any future sales or disposals of land or other assets which are contingent upon future approvals or other outcomes. (3) Mountain Reported EBITDA also includes approximately $25 million of stock-based compensation. (4) Lodging Reported EBITDA also includes approximately $4 million of stock-based compensation. (5) The Company provides Reported EBITDA ranges for the Mountain and Lodging segments, as well as for the two combined. The low and high of the expected ranges provided for the Mountain and Lodging segments, while possible, do not sum to the high or low end of the Resort Reported EBITDA range provided because we do not expect or assume that we will hit the low or high end of both ranges. (6) Guidance estimates are predicated on an exchange rate of $0.74 between the Canadian dollar and U.S. dollar, related to the operations of Whistler Blackcomb in Canada; an exchange rate of $0.67 between the Australian dollar and U.S. dollar, related to the operations of our Australian ski areas; and an exchange rate of $1.18 between the Swiss franc and U.S. dollar, related to the operations of Andermatt-Sedrun and Crans-Montana in Switzerland. Liquidity and Return of Capital As of October 31, 2024 , the Company's total liquidity as measured by total cash plus revolver availability was approximately $1,024 million . This includes $404 million of cash on hand, $407 million of U.S. revolver availability under the Vail Holdings Credit Agreement, and $213 million of revolver availability under the Whistler Credit Agreement. As of October 31, 2024 , the Company's Net Debt was 2.8 times its trailing twelve months Total Reported EBITDA. Regarding the return of capital to shareholders, the Company declared a quarterly cash dividend of $2.22 per share of Vail Resorts' common stock payable on January 9, 2025 to shareholders of record as of December 26 , 2024. In addition, the Company repurchased approximately 0.1 million shares during the quarter at an average price of approximately $174 for a total of $20 million . The Company has 1.6 million shares remaining under its authorization for share repurchases. Commenting on capital allocation, Lynch said, "We will continue to be disciplined stewards of our shareholders' capital, prioritizing investments in our guest and employee experience, high-return capital projects, strategic acquisition opportunities, and returning capital to our shareholders. The Company has a strong balance sheet and remains focused on returning capital to shareholders while always prioritizing the long-term value of our shares." Capital Investments Vail Resorts is committed to enhancing the guest experience and supporting the Company's growth strategies through significant capital investments. For calendar year 2025, the Company plans to invest approximately $198 million to $203 million in core capital, before $45 million of growth capital investments at its European resorts, including $41 million at Andermatt-Sedrun and $4 million at Crans-Montana, and $6 million of real estate related capital projects to complete multi-year transformational investments at the key base area portals of Breckenridge Peak 8 and Keystone River Run, and planning investments to support the development of the West Lionshead area into a fourth base village at Vail Mountain. Including European growth capital investments, and real estate related capital, the Company plans to invest approximately $249 million to $254 million in calendar year 2025. Projects in the calendar year 2025 capital plan described herein remain subject to approvals. In calendar year 2025, the Company will embark on two multi-year transformational investment plans at Park City Mountain and Vail Mountain. In addition to embarking on two multi-year transformational investment plans, the Company is planning significant investments across the guest experience in calendar year 2025, including: In addition to the investments planned for calendar year 2025, the Company is completing significant investments that will enhance the guest experience for the upcoming 2024/2025 North American and European ski season. As previously announced, the Company expects its capital plan for calendar year 2024 to be approximately $189 million to $194 million , excluding $13 million of incremental capital investments in premium fleet and fulfillment infrastructure to support the official launch of My Epic Gear for the 2024/2025 winter season at 12 destination and regional resorts across North America , $7 million of growth capital investments at Andermatt-Sedrun, $2 million of maintenance and $2 million of integration investments at Crans-Montana, and $3 million of reimbursable capital. Including these one-time investments, the Company's total capital plan for calendar year 2024 is now expected to be approximately $216 million to $221 million . Earnings Conference Call The Company will conduct a conference call today at 5:00 p.m. eastern time to discuss the financial results. The call will be webcast and can be accessed at www.vailresorts.com in the Investor Relations section, or dial (800) 579-2543 (U.S. and Canada ) or +1 (785) 424-1789 (international). The conference ID is MTNQ125. A replay of the conference call will be available two hours following the conclusion of the conference call through December 16, 2024 , at 11:59 p.m. eastern time . To access the replay, dial (800) 753-9146 (U.S. and Canada ) or +1 (402) 220-2705 (international). The conference call will also be archived at www.vailresorts.com . About Vail Resorts, Inc. (NYSE: MTN) Vail Resorts is a network of the best destination and close-to-home ski resorts in the world including Vail Mountain, Breckenridge , Park City Mountain, Whistler Blackcomb, Stowe, and 32 additional resorts across North America ; Andermatt-Sedrun and Crans-Montana Mountain Resort in Switzerland ; and Perisher, Hotham, and Falls Creek in Australia . We are passionate about providing an Experience of a Lifetime to our team members and guests, and our EpicPromise is to reach a zero net operating footprint by 2030, support our employees and communities, and broaden engagement in our sport. Our company owns and/or manages a collection of elegant hotels under the RockResorts brand, a portfolio of vacation rentals, condominiums and branded hotels located in close proximity to our mountain destinations, as well as the Grand Teton Lodge Company in Jackson Hole, Wyo. Vail Resorts Retail operates more than 250 retail and rental locations across North America . Learn more about our company at www.VailResorts.com , or discover our resorts and pass options at www.EpicPass.com . Forward-Looking Statements Certain statements discussed in this press release and on the conference call, other than statements of historical information, are forward-looking statements within the meaning of the federal securities laws, including the statements regarding fiscal 2025 performance and the assumptions related thereto, including, but not limited to, our expected net income and Resort Reported EBITDA; our expectations regarding our liquidity; expectations related to our season pass products; our expectations regarding our ancillary lines of business; capital investment projects; our calendar year 2025 capital plan; our expectations regarding our resource efficiency transformation plan; and the payment of dividends. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date hereof. All forward-looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from those projected. Such risks and uncertainties include but are not limited to risks related to a prolonged weakness in general economic conditions, including adverse effects on the overall travel and leisure related industries and our business and results of operations; risks associated with the effects of high or prolonged inflation, elevated interest rates and financial institution disruptions; unfavorable weather conditions or the impact of natural disasters or other unexpected events; the ultimate amount of refunds that we could be required to refund to our pass product holders for qualifying circumstances under our Epic Coverage program; the willingness or ability of our guests to travel due to terrorism, the uncertainty of military conflicts or public health emergencies, and the cost and availability of travel options and changing consumer preferences, discretionary spending habits; risks related to travel and airline disruptions, and other adverse impacts on the ability of our guests to travel; risks related to interruptions or disruptions of our information technology systems, data security or cyberattacks; risks related to our reliance on information technology, including our failure to maintain the integrity of our customer or employee data and our ability to adapt to technological developments or industry trends; our ability to acquire, develop and implement relevant technology offerings for customers and partners; the seasonality of our business combined with adverse events that may occur during our peak operating periods; competition in our mountain and lodging businesses or with other recreational and leisure activities; risks related to the high fixed cost structure of our business; our ability to fund resort capital expenditures, or accurately identify the need for, or anticipate the timing of certain capital expenditures; risks related to a disruption in our water supply that would impact our snowmaking capabilities and operations; our reliance on government permits or approvals for our use of public land or to make operational and capital improvements; risks related to resource efficiency transformation initiatives; risks related to federal, state, local and foreign government laws, rules and regulations, including environmental and health and safety laws and regulations; risks related to changes in security and privacy laws and regulations which could increase our operating costs and adversely affect our ability to market our products, properties and services effectively; potential failure to adapt to technological developments or industry trends regarding information technology; our ability to successfully launch and promote adoption of new products, technology, services and programs; risks related to our workforce, including increased labor costs, loss of key personnel and our ability to maintain adequate staffing, including hiring and retaining a sufficient seasonal workforce; our ability to successfully integrate acquired businesses, including their integration into our internal controls and infrastructure; our ability to successfully navigate new markets, including Europe , or that acquired businesses may fail to perform in accordance with expectations; a deterioration in the quality or reputation of our brands, including our ability to protect our intellectual property and the risk of accidents at our mountain resorts; risks related to scrutiny and changing expectations regarding our environmental, social and governance practices and reporting; risks associated with international operations, including fluctuations in foreign currency exchange rates where the Company has foreign currency exposure, primarily the Canadian and Australian dollars and the Swiss franc, as compared to the U.S. dollar; changes in tax laws, regulations or interpretations, or adverse determinations by taxing authorities; risks related to our indebtedness and our ability to satisfy our debt service requirements under our outstanding debt including our unsecured senior notes, which could reduce our ability to use our cash flow to fund our operations, capital expenditures, future business opportunities and other purposes; a materially adverse change in our financial condition; adverse consequences of current or future litigation and legal claims; changes in accounting judgments and estimates, accounting principles, policies or guidelines; and other risks detailed in the Company's filings with the Securities and Exchange Commission, including the "Risk Factors" section of the Company's Annual Report on Form 10-K for the fiscal year ended July 31, 2024 , which was filed on September 26, 2024 . All forward-looking statements attributable to us or any persons acting on our behalf are expressly qualified in their entirety by these cautionary statements. All guidance and forward-looking statements in this press release are made as of the date hereof and we do not undertake any obligation to update any forecast or forward-looking statements whether as a result of new information, future events or otherwise, except as may be required by law. Statement Concerning Non-GAAP Financial Measures When reporting financial results, we use the terms Resort Reported EBITDA, Total Reported EBITDA, Resort EBITDA Margin, Net Debt and Net Real Estate Cash Flow, which are not financial measures under accounting principles generally accepted in the United States of America ("GAAP"). Resort Reported EBITDA, Total Reported EBITDA, Resort EBITDA Margin, Net Debt and Net Real Estate Cash Flow should not be considered in isolation or as an alternative to, or substitute for, measures of financial performance or liquidity prepared in accordance with GAAP. In addition, we report segment Reported EBITDA (i.e. Mountain, Lodging and Real Estate), the measure of segment profit or loss required to be disclosed in accordance with GAAP. Accordingly, these measures may not be comparable to similarly-titled measures of other companies. Additionally, with respect to discussion of impacts from currency, the Company calculates the impact by applying current period foreign exchange rates to the prior period results, as the Company believes that comparing financial information using comparable foreign exchange rates is a more objective and useful measure of changes in operating performance. Reported EBITDA (and its counterpart for each of our segments) has been presented herein as a measure of the Company's performance. The Company believes that Reported EBITDA is an indicative measurement of the Company's operating performance, and is similar to performance metrics generally used by investors to evaluate other companies in the resort and lodging industries. The Company defines Resort EBITDA Margin as Resort Reported EBITDA divided by Resort net revenue. The Company believes Resort EBITDA Margin is an important measurement of operating performance. The Company believes that Net Debt is an important measurement of liquidity as it is an indicator of the Company's ability to obtain additional capital resources for its future cash needs. Additionally, the Company believes Net Real Estate Cash Flow is important as a cash flow indicator for its Real Estate segment. See the tables provided in this release for reconciliations of our measures of segment profitability and non-GAAP financial measures to the most directly comparable GAAP financial measures. Vail Resorts, Inc. Consolidated Condensed Statements of Operations (In thousands, except per share amounts) (Unaudited) Three Months Ended October 31, 2024 2023 Net revenue: Mountain and Lodging services and other $ 187,050 $ 182,834 Mountain and Lodging retail and dining 73,162 71,442 Resort net revenue 260,212 254,276 Real Estate 63 4,289 Total net revenue 260,275 258,565 Segment operating expense: Mountain and Lodging operating expense 266,264 255,576 Mountain and Lodging retail and dining cost of products sold 28,947 31,295 General and administrative 106,857 108,025 Resort operating expense 402,068 394,896 Real Estate operating expense 1,491 5,181 Total segment operating expense 403,559 400,077 Other operating (expense) income: Depreciation and amortization (71,633) (66,728) Gain on sale of real property 16,506 6,285 Change in estimated fair value of contingent consideration (2,079) (3,057) Loss on disposal of fixed assets and other, net (1,529) (2,043) Loss from operations (202,019) (207,055) Mountain equity investment income, net 2,151

Treat a friend, a relative, or yourself to some solar-powered solutions during GoSun’s Black Friday sale , which can save you up to 50% off of the retail cost of a solar oven, an electric camping cooler, a solar kitchen setup, a solar water filtration system, and more. GoSun’s portable, reliable, and affordable solar products are a good fit for a lot of recreation, emergency, and off-grid applications, and these Black Friday prices can’t be beat. We’ve used and reviewed some of GoSun’s solar products, such as the Flow Pro Solar Water Pump & Filter Kit and the Chillest electric camping cooler , while others, like its innovative solar ovens and solar hybrid ovens that were originally launched on Kickstarter more than a decade ago, have convinced a whole lot of people that solar cooking can be a practical low-carbon solution. And during holiday sales like these, choosing a sun-powered alternative doesn’t have to cost an arm and a leg. 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And for your go-bag, the GoSun Solar Backpack Pro bundle includes some GoSun solar appliances that can be easily stored inside what the company describes as “The Ultimate Outdoor Companion.” Regularly priced at $699, the Solar Backpack Pro bundle is now just $349 . CleanTechnica's Comment Policy LinkedIn WhatsApp Facebook X Email Mastodon RedditBy BILL BARROW, Associated Press PLAINS, Ga. (AP) — Newly married and sworn as a Naval officer, Jimmy Carter left his tiny hometown in 1946 hoping to climb the ranks and see the world. Less than a decade later, the death of his father and namesake, a merchant farmer and local politician who went by “Mr. Earl,” prompted the submariner and his wife, Rosalynn, to return to the rural life of Plains, Georgia, they thought they’d escaped. The lieutenant never would be an admiral. Instead, he became commander in chief. Years after his presidency ended in humbling defeat, he would add a Nobel Peace Prize, awarded not for his White House accomplishments but “for his decades of untiring effort to find peaceful solutions to international conflicts, to advance democracy and human rights, and to promote economic and social development.” The life of James Earl Carter Jr., the 39th and longest-lived U.S. president, ended Sunday at the age of 100 where it began: Plains, the town of 600 that fueled his political rise, welcomed him after his fall and sustained him during 40 years of service that redefined what it means to be a former president. With the stubborn confidence of an engineer and an optimism rooted in his Baptist faith, Carter described his motivations in politics and beyond in the same way: an almost missionary zeal to solve problems and improve lives. Carter was raised amid racism, abject poverty and hard rural living — realities that shaped both his deliberate politics and emphasis on human rights. “He always felt a responsibility to help people,” said Jill Stuckey, a longtime friend of Carter’s in Plains. “And when he couldn’t make change wherever he was, he decided he had to go higher.” Defying expectations Carter’s path, a mix of happenstance and calculation , pitted moral imperatives against political pragmatism; and it defied typical labels of American politics, especially caricatures of one-term presidents as failures. “We shouldn’t judge presidents by how popular they are in their day. That’s a very narrow way of assessing them,” Carter biographer Jonathan Alter told the Associated Press. “We should judge them by how they changed the country and the world for the better. On that score, Jimmy Carter is not in the first rank of American presidents, but he stands up quite well.” Later in life, Carter conceded that many Americans, even those too young to remember his tenure, judged him ineffective for failing to contain inflation or interest rates, end the energy crisis or quickly bring home American hostages in Iran. He gained admirers instead for his work at The Carter Center — advocating globally for public health, human rights and democracy since 1982 — and the decades he and Rosalynn wore hardhats and swung hammers with Habitat for Humanity. Yet the common view that he was better after the Oval Office than in it annoyed Carter, and his allies relished him living long enough to see historians reassess his presidency. “He doesn’t quite fit in today’s terms” of a left-right, red-blue scoreboard, said U.S. Transportation Secretary Pete Buttigieg, who visited the former president multiple times during his own White House bid. At various points in his political career, Carter labeled himself “progressive” or “conservative” — sometimes both at once. His most ambitious health care bill failed — perhaps one of his biggest legislative disappointments — because it didn’t go far enough to suit liberals. Republicans, especially after his 1980 defeat, cast him as a left-wing cartoon. It would be easiest to classify Carter as a centrist, Buttigieg said, “but there’s also something radical about the depth of his commitment to looking after those who are left out of society and out of the economy.” ‘Country come to town’ Indeed, Carter’s legacy is stitched with complexities, contradictions and evolutions — personal and political. The self-styled peacemaker was a war-trained Naval Academy graduate who promised Democratic challenger Ted Kennedy that he’d “kick his ass.” But he campaigned with a call to treat everyone with “respect and compassion and with love.” Carter vowed to restore America’s virtue after the shame of Vietnam and Watergate, and his technocratic, good-government approach didn’t suit Republicans who tagged government itself as the problem. It also sometimes put Carter at odds with fellow Democrats. The result still was a notable legislative record, with wins on the environment, education, and mental health care. He dramatically expanded federally protected lands, began deregulating air travel, railroads and trucking, and he put human rights at the center of U.S. foreign policy. As a fiscal hawk, Carter added a relative pittance to the national debt, unlike successors from both parties. Carter nonetheless struggled to make his achievements resonate with the electorate he charmed in 1976. Quoting Bob Dylan and grinning enthusiastically, he had promised voters he would “never tell a lie.” Once in Washington, though, he led like a joyless engineer, insisting his ideas would become reality and he’d be rewarded politically if only he could convince enough people with facts and logic. This served him well at Camp David, where he brokered peace between Israel’s Menachem Begin and Epypt’s Anwar Sadat, an experience that later sparked the idea of The Carter Center in Atlanta. Carter’s tenacity helped the center grow to a global force that monitored elections across five continents, enabled his freelance diplomacy and sent public health experts across the developing world. The center’s wins were personal for Carter, who hoped to outlive the last Guinea worm parasite, and nearly did. As president, though, the approach fell short when he urged consumers beleaguered by energy costs to turn down their thermostats. Or when he tried to be the nation’s cheerleader, beseeching Americans to overcome a collective “crisis of confidence.” Republican Ronald Reagan exploited Carter’s lecturing tone with a belittling quip in their lone 1980 debate. “There you go again,” the former Hollywood actor said in response to a wonky answer from the sitting president. “The Great Communicator” outpaced Carter in all but six states. Carter later suggested he “tried to do too much, too soon” and mused that he was incompatible with Washington culture: media figures, lobbyists and Georgetown social elites who looked down on the Georgians and their inner circle as “country come to town.” A ‘leader of conscience’ on race and class Carter carefully navigated divides on race and class on his way to the Oval Office. Born Oct. 1, 1924 , Carter was raised in the mostly Black community of Archery, just outside Plains, by a progressive mother and white supremacist father. Their home had no running water or electricity but the future president still grew up with the relative advantages of a locally prominent, land-owning family in a system of Jim Crow segregation. He wrote of President Franklin Roosevelt’s towering presence and his family’s Democratic Party roots, but his father soured on FDR, and Jimmy Carter never campaigned or governed as a New Deal liberal. He offered himself as a small-town peanut farmer with an understated style, carrying his own luggage, bunking with supporters during his first presidential campaign and always using his nickname. And he began his political career in a whites-only Democratic Party. As private citizens, he and Rosalynn supported integration as early as the 1950s and believed it inevitable. Carter refused to join the White Citizens Council in Plains and spoke out in his Baptist church against denying Black people access to worship services. “This is not my house; this is not your house,” he said in a churchwide meeting, reminding fellow parishioners their sanctuary belonged to God. Yet as the appointed chairman of Sumter County schools he never pushed to desegregate, thinking it impractical after the Supreme Court’s 1954 Brown v. Board decision. And while presidential candidate Carter would hail the 1965 Voting Rights Act, signed by fellow Democrat Lyndon Johnson when Carter was a state senator, there is no record of Carter publicly supporting it at the time. Carter overcame a ballot-stuffing opponent to win his legislative seat, then lost the 1966 governor’s race to an arch-segregationist. He won four years later by avoiding explicit mentions of race and campaigning to the right of his rival, who he mocked as “Cufflinks Carl” — the insult of an ascendant politician who never saw himself as part the establishment. Carter’s rural and small-town coalition in 1970 would match any victorious Republican electoral map in 2024. Once elected, though, Carter shocked his white conservative supporters — and landed on the cover of Time magazine — by declaring that “the time for racial discrimination is over.” Before making the jump to Washington, Carter befriended the family of slain civil rights leader Martin Luther King Jr., whom he’d never sought out as he eyed the governor’s office. Carter lamented his foot-dragging on school integration as a “mistake.” But he also met, conspicuously, with Alabama’s segregationist Gov. George Wallace to accept his primary rival’s endorsement ahead of the 1976 Democratic convention. “He very shrewdly took advantage of his own Southerness,” said Amber Roessner, a University of Tennessee professor and expert on Carter’s campaigns. A coalition of Black voters and white moderate Democrats ultimately made Carter the last Democratic presidential nominee to sweep the Deep South. Then, just as he did in Georgia, he used his power in office to appoint more non-whites than all his predecessors had, combined. He once acknowledged “the secret shame” of white Americans who didn’t fight segregation. But he also told Alter that doing more would have sacrificed his political viability – and thus everything he accomplished in office and after. King’s daughter, Bernice King, described Carter as wisely “strategic” in winning higher offices to enact change. “He was a leader of conscience,” she said in an interview. Rosalynn was Carter’s closest advisor Rosalynn Carter, who died on Nov. 19 at the age of 96, was identified by both husband and wife as the “more political” of the pair; she sat in on Cabinet meetings and urged him to postpone certain priorities, like pressing the Senate to relinquish control of the Panama Canal. “Let that go until the second term,” she would sometimes say. The president, recalled her former aide Kathy Cade, retorted that he was “going to do what’s right” even if “it might cut short the time I have.” Rosalynn held firm, Cade said: “She’d remind him you have to win to govern.” Carter also was the first president to appoint multiple women as Cabinet officers. Yet by his own telling, his career sprouted from chauvinism in the Carters’ early marriage: He did not consult Rosalynn when deciding to move back to Plains in 1953 or before launching his state Senate bid a decade later. Many years later, he called it “inconceivable” that he didn’t confer with the woman he described as his “full partner,” at home, in government and at The Carter Center. “We developed a partnership when we were working in the farm supply business, and it continued when Jimmy got involved in politics,” Rosalynn Carter told AP in 2021. So deep was their trust that when Carter remained tethered to the White House in 1980 as 52 Americans were held hostage in Tehran, it was Rosalynn who campaigned on her husband’s behalf. “I just loved it,” she said, despite the bitterness of defeat. Reevaluating his legacy Fair or not, the label of a disastrous presidency had leading Democrats keep their distance, at least publicly, for many years, but Carter managed to remain relevant, writing books and weighing in on societal challenges. He lamented widening wealth gaps and the influence of money in politics. He voted for democratic socialist Bernie Sanders over Hillary Clinton in 2016, and later declared that America had devolved from fully functioning democracy to “oligarchy.” Yet looking ahead to 2020, with Sanders running again, Carter warned Democrats not to “move to a very liberal program,” lest they help re-elect President Donald Trump. Carter scolded the Republican for his serial lies and threats to democracy, and chided the U.S. establishment for misunderstanding Trump’s populist appeal. He delighted in yearly convocations with Emory University freshmen, often asking them to guess how much he’d raised in his two general election campaigns. “Zero,” he’d gesture with a smile, explaining the public financing system candidates now avoid so they can raise billions. Carter still remained quite practical in partnering with wealthy corporations and foundations to advance Carter Center programs. Carter recognized that economic woes and the Iran crisis doomed his presidency, but offered no apologies for appointing Paul Volcker as the Federal Reserve chairman whose interest rate hikes would not curb inflation until Reagan’s presidency. He was proud of getting all the hostages home without starting a shooting war, even though Tehran would not free them until Reagan’s Inauguration Day. “Carter didn’t look at it” as a failure, Alter emphasized. “He said, ‘They came home safely.’ And that’s what he wanted.” Well into their 90s, the Carters greeted visitors at Plains’ Maranatha Baptist Church, where he taught Sunday School and where he will have his last funeral before being buried on family property alongside Rosalynn . Carter, who made the congregation’s collection plates in his woodworking shop, still garnered headlines there, calling for women’s rights within religious institutions, many of which, he said, “subjugate” women in church and society. Carter was not one to dwell on regrets. “I am at peace with the accomplishments, regret the unrealized goals and utilize my former political position to enhance everything we do,” he wrote around his 90th birthday. Pilgrimages to Plains The politician who had supposedly hated Washington politics also enjoyed hosting Democratic presidential contenders as public pilgrimages to Plains became advantageous again. Carter sat with Buttigieg for the final time March 1, 2020, hours before the Indiana mayor ended his campaign and endorsed eventual winner Joe Biden. “He asked me how I thought the campaign was going,” Buttigieg said, recalling that Carter flashed his signature grin and nodded along as the young candidate, born a year after Carter left office, “put the best face” on the walloping he endured the day before in South Carolina. Never breaking his smile, the 95-year-old host fired back, “I think you ought to drop out.” “So matter of fact,” Buttigieg said with a laugh. “It was somehow encouraging.” Carter had lived enough, won plenty and lost enough to take the long view. “He talked a lot about coming from nowhere,” Buttigieg said, not just to attain the presidency but to leverage “all of the instruments you have in life” and “make the world more peaceful.” In his farewell address as president, Carter said as much to the country that had embraced and rejected him. “The struggle for human rights overrides all differences of color, nation or language,” he declared. “Those who hunger for freedom, who thirst for human dignity and who suffer for the sake of justice — they are the patriots of this cause.” Carter pledged to remain engaged with and for them as he returned “home to the South where I was born and raised,” home to Plains, where that young lieutenant had indeed become “a fellow citizen of the world.” —- Bill Barrow, based in Atlanta, has covered national politics including multiple presidential campaigns for the AP since 2012.

Patriots set for top draft pick in 2025 as shock Giants win dramatically reshuffles order

To say goodbye to 2024, we’re going to need something stronger than champagne. San Francisco-based bartender Lauren Fitzgerald has supplied VegNews with plenty of cocktails (and mocktails) over the years, so in lieu of shots, we’re going to mix up a few of her recipes for a smooth and tasty finish to this year. Her creations range from sophisticated to alcohol-free to pretty darn strong. Jump to the recipes Vegan bar cart essentials In 2025, we resolve to drink more at home. Let us explain. We know we’re going to partake in the occasional margarita at our favorite local Mexican restaurant, but we’re saving $15 (at least) by enjoying a few libations in the comfort of our home. If you resolve to drink more at home as well, it’s time to stock up the bar cart. Natalie Williams RELATED: 12 Vegan Chef-Created Holiday Drink Recipes At the very least, you’ll need a few go-to liquors (or zero-proof liquors like Ritual or Seedlip). Whiskey, vodka, rum, and gin are some of the most commonly used spirits. Layer on flavor with a bottle of simple syrup (a flavored simple syrup like watermelon or strawberry is a bonus), lemon and lime juice, and club soda for a bubbly effect. Finally, a cocktail isn’t complete without the appropriate garnish. Salt, limes, dried orange peel, and high-quality maraschino cherries add the perfect finishing touch. Your bar cart will expand and evolve over time, depending on which cocktails (or mocktails) you gravitate to most. Those who love whiskey sours should add aquafaba to the list, or perhaps margarita mix for a quick libation. May the recipes below inspire you and lead to a very happy new year. Vegan cocktails for New Year’s Eve Raise your extra-large martini/margarita/moscow mule glass, here are 10 fantastic vegan cocktails to help you say adios to another year. Natalie Williams 1 Blood Orange Ginseng Margarita ‘Tis the season for blood oranges. Take advantage of this citrus by coupling it with lime juice, simple syrup, and a generous pour of your favorite tequila. The addition of ginseng adds a pleasant, earthy flavor to an otherwise tropical drink. Get the recipe Natalie Williams 2 Grasshopper Christmas may be over, but the craving for peppermint lives on. This luscious, chocolate minty beverage doubles as dessert—especially if you rim your glass with chocolate shavings. Alternatively, you could spike a vegan chocolate mint milkshake with a heavy pour of Baileys Almande and serve it in a martini glass. You do you. Get the recipe Natalie Williams 3 Time After Time This spiced whiskey libation will warm you right up on a chilly New Year’s Eve. The ingredients do require a well-stocked bar cart, but if you have to purchase these unique items, just think of it as equipping yourself for the new year. You’ll likely go through a few of these drinks the night of December 31, and there’s no doubt you’ll want to make it all winter long. Get the recipe Natalie Williams 4 Pineapple Caipirinha Find your island with this sweet, pineapple-forward cocktail. It’s straightforward candied pineapple, a bit of lime, and an adequate pour of silver cachaça. That’s it, and it’s delicious. We’ll have a few of these, thank you! Get the recipe Natalie Wiliams 5 Square Root It’s not just the alcohol that gives this citrusy drink a kick—ginger syrup packs a punch and the sparkling wine provides an unexpected note of effervescence. It’s sophisticated yet tasty—the ultimate pinky out, “treat yo’self” cocktail. Get the recipe Natalie Williams 6 Alameda Buck ‘n’ Breck This pretty orange cocktail is for the wine lovers who enjoy a bit of bubbly. Made with sparkling wine, pear brandy, and a bit of simple syrup, this pleasantly sweet drink guilds the lily with its sugar-rimmed finishing touch. One sip and you’ll feel 2024 melt away. Get the recipe Natalie Williams 7 Whiskey River Add a kick to your champagne (or sparkling wine) by adding a shot of bourbon. The burn is mellowed out with a splash of pineapple syrup making for a sippable yet strong drink. Get the recipe Natalie Williams 8 Kir Royale Don’t want to fuss with a ton of ingredients or a cocktail shaker? This is your drink. Instructions: pour half an ounce of creme de cassis (a sweet, blackcurrant liqueur) into six ounces of champagne or sparkling wine. Drink. Cheers to simplicity. Get the recipe Natalie William s 9 Pomegranate Margarita (non-alcoholic) Start dry January early with this wonderfully balanced mocktail. It’s got a tartness to it thanks to the lime and pomegranate juice, but the orange syrup prevents an unpleasant pucker. Not ready to give up alcohol? Add an ounce or two of tequila. Get the recipe Natalie Williams 10 Hibiscus-Ginger Punch (non-alcoholic) This is one punch recipe you don’t have to be wary of drinking too much of. It’s floral, fruity, and goes down easy. Like the mocktail margarita above, you can certainly spike it, just be aware of how many glasses you have. As much as we want to kiss the year goodbye, we also want to remember how we rang in the new year. Get the recipe DON'T MISS OUT : Get breaking news, recipes, and our weekly vegan deal by signing up for our FREE VegNewsletter 13 Delicious Vegan Appetizers for Your New Year’s Party 19 Vegan-Friendly Cocktail Bars and Breweries 10 Zero-ABV Brands to Help You Ditch the Booze JUMP TO ... Latest News | Recipes | Guides | Health | Subscribe Tanya Flink is a Digital Editor at VegNews as well as a writer and runner living in Orange County, CA.NoneThe Miami Hurricanes, who once appeared to be a near-lock for the College Football Playoff, are not playing for a national title. Instead, they will play in the Pop-Tarts Bowl in Orlando. That bowl berth against Iowa State is a let-down for fans with dreams of a sixth national title in their minds, as well as players hoping to compete for a championship. However, Miami’s trip to Orlando and the lead-up to it are still crucial periods for the Hurricanes for multiple reasons. First, it’s a chance for the program to achieve something it has not done in more than two decades: win 11 games. Although the 11th win won’t get them closer to a championship, it is a good sign of the program’s progress over Mario Cristobal’s tenure. It would also end UM’s five-game losing streak in bowls. “We’re not satisfied,” Cristobal said. “We want to win every single game. We won 10. We were close on the other two, but close isn’t good enough. We want progress. We’re hungry and driven to get better, and so that’s what our focus is on: to improving as a football program, to getting better, to moving into the postseason with an opportunity against a great football team like this and putting our best on the field.” There are signs the Hurricanes will show up at close to full strength for the bowl game. Running back Damien Martinez announced he was going to play, and star quarterback Cam Ward said in a video call posted on social media that he intends to play, as well. “We’re trying to win our first bowl game in 20 years,” Ward said in the video, mistaking the length of UM’s long bowl losing streak. “We’re going hard.” Playing in the bowl game also provides the opportunity for the Hurricanes to get in several practices between now and the game. That means Miami can develop its young players and prepare them for next season during both the practices and the bowl game itself. “It’s extremely valuable,” Cristobal said. “You really don’t have many opportunities throughout the course of the year — time is limited more and more each season with your student-athletes. I want to state this and be very clear: it’s very important, it’s ultra-important for the University of Miami to continue to develop and grow and progress by stressing the importance of offseason opportunities ... You learn a lot about your team and learn a lot about your people and your program when you head to the postseason.” Of course, there are potential negatives. Players can get hurt; Mark Fletcher Jr. suffered a foot injury in the Pinstripe Bowl last year that cost him all of spring practice. A poor performance can also potentially set the tone for next season, like how Florida State, fresh off a playoff snub last year, suffered a devastating loss against Georgia in the Orange Bowl and went on to a dismal 2-10 season this year. “This is the ending of ’24 and the beginning of ’25,” Cristobal said. “This is the last opportunity to be on the field and carry some momentum into the offseason. So it is, in essence, it is the most important game because it’s the next game. “There’s a lot of excitement in the form of opportunity for our guys. Our guys love to play football. The chance to play one more time with this special group — this is a special group of guys now. They’ve worked hard to really change the trajectory of the University of Miami, and they want to continue to elevate the status and the culture at the University of Miami. So certainly a ton to play for.” ____

Vail Resorts Reports Fiscal 2025 First Quarter and Season Pass Sales Results, and Announces 2025 Capital PlanSAN FRANCISCO, Nov. 25, 2024 (GLOBE NEWSWIRE) -- Zeta Global Holdings Corp. ZETA and certain of its top executives are now the target of a securities class action. Hagens Berman is investigating the allegations and urges investors in Zeta who purchased shares and suffered substantial losses to submit your losses now. Class Period: Feb. 27, 2024 – Nov. 13, 2024 Lead Plaintiff Deadline: Jan. 21, 2025 Visit: www.hbsslaw.com/investor-fraud/zeta Contact the Firm Now: ZETA@hbsslaw.com | 844-916-0895 Zeta Global Holdings Corp. (ZETA) Securities Class Action: The complaint alleges that throughout the Class Period, Defendants misrepresented and concealed material adverse facts about the Zeta's business, operations, and prospects. Specifically, Defendants failed to disclose to investors: (1) that Zeta used two-way contracts to artificially inflate financial results; (2) that Zeta engaged in round trip transactions to artificially inflate financial results; (3) that Zeta utilized predatory consent farms to collect user data; (4) that these consent farms have driven almost the entirety of Zeta's growth; and (5) that, as a result of the foregoing, Defendants' positive statements about the Company's business, operations, and prospects were materially misleading and/or lacked a reasonable basis. The truth emerged on Nov. 13, 2024, when activist short seller Culper Research published a report entitled "Zeta Global Holdings Corp (ZETA): Shams, Scams, and Spam." The report alleged that the "integrity of the Company's data collection and reported financials" is severely undermined by two factors. First, the report alleged that "Zeta has formed ‘two-way' contracts with third party consent farms wherein the Company simultaneously acts as both a supplier and a buyer of consumer data," allowing the Company to "flatter reported revenue growth" and indicating possible "round-tripping" of revenue. Second, the report alleged that Zeta's collects the majority of its customer data from a network of "sham websites that hoodwink millions of consumers each month into handing their data over to Zeta under false pretenses." For example, the report alleged the Company and its subsidiaries operate a number of fake job boards which are designed to trick individuals into submitting personal data under the pretense of job applications. The report further alleged that the Company's "most valuable data" comes from these predatory websites, dubbed consent farms, which are "responsible for almost the entirety of the Company's growth." On this news, the Company's stock price fell 37% over a single trading day. "We're focused on whether Zeta may have inflated its financial performance by engaging in ‘round tripping' of revenue," said Reed Kathrein, the Hagens Berman partner leading the investigation. If you invested in Zeta and have substantial losses, or have knowledge that may assist the firm's investigation, submit your losses now . If you'd like more information and answers to frequently asked questions about the Zeta Global case and our investigation, read more . Whistleblowers: Persons with non-public information regarding Zeta Global Holdings should consider their options to help in the investigation or take advantage of the SEC Whistleblower program. Under the new program, whistleblowers who provide original information may receive rewards totaling up to 30 percent of any successful recovery made by the SEC. For more information, call Reed Kathrein at 844-916-0895 or email ZETA@hbsslaw.com . About Hagens Berman Hagens Berman is a global plaintiffs' rights complex litigation firm focusing on corporate accountability. The firm is home to a robust practice and represents investors as well as whistleblowers, workers, consumers and others in cases achieving real results for those harmed by corporate negligence and other wrongdoings. Hagens Berman's team has secured more than $2.9 billion in this area of law. More about the firm and its successes can be found at hbsslaw.com . Follow the firm for updates and news at @ClassActionLaw . Contact: Reed Kathrein, 844-916-0895 © 2024 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.

The Stock Surge You Can’t IgnoreVANCOUVER, BC , Dec. 4, 2024 /PRNewswire/ - Galiano Gold Inc. ("Galiano" or the "Company") GAU GAU is pleased to announce that it has terminated its gold purchase and sale agreement (the "Agreement") with Red Kite Opportunities Master Fund Limited ("Red Kite") for total cash consideration of US$13 million . Under the Agreement, the Company had been required to sell 100% of gold production from the Asanko Gold Mine (the "AGM"), up to a maximum of 2.2 million ounces, at a spot price selected by Red Kite during a nine-day quotational period following shipment of gold from the AGM. At the time of termination, the AGM had delivered 1,706,407 gold ounces to Red Kite under the Agreement. Over the past two years, during a period of elevated gold prices and volatility, the differential between the AGM's realized gold price under the Agreement and the spot price of gold on the gold delivery date, has resulted in a discount of approximately 2%. "With the Company's strong, debt-free balance sheet, we are pleased to have the financial flexibility to terminate this legacy offtake agreement as part of our prudent capital allocation strategy," said Matt Badylak , President and Chief Executive Officer of Galiano. "This strategic investment allows the AGM to sell gold at market prices, delivering meaningful value as we advance our business plan." About Galiano Gold Inc. Galiano is focused on creating a sustainable business capable of value creation for all stakeholders through production, exploration and disciplined deployment of its financial resources. The Company owns the AGM, which is located in Ghana , West Africa . Galiano is committed to the highest standards for environmental management, social responsibility, and the health and safety of its employees and neighbouring communities. For more information, please visit www.galianogold.com . Cautionary Note Regarding Forward-Looking Statements Certain statements and information contained in this news release constitute "forward-looking statements" within the meaning of applicable U.S. securities laws and "forward-looking information" within the meaning of applicable Canadian securities laws, which we refer to collectively as "forward-looking statements". Forward-looking statements are statements and information regarding possible events, conditions or results of operations that are based upon assumptions about future conditions and courses of action. All statements and information other than statements of historical fact may be forward-looking statements. In some cases, forward-looking statements can be identified by the use of words such as "seek", "expect", "anticipate", "budget", "plan", "estimate", "continue", "forecast", "intend", "believe", "predict", "potential", "target", "may", "could", "would", "might", "will" and similar words or phrases (including negative variations) suggesting future outcomes or statements regarding an outlook. Forward-looking statements in this news release include, but are not limited to: statements regarding the Company's operating plans for the AGM and timing thereof; expectations and timing with respect to current and planned drilling programs, and any additional work programs to be undertaken by the Company and potential exploration opportunities. Such forward-looking statements are based on a number of material factors and assumptions, including, but not limited to: development plans and capital expenditures; the price of gold will not decline significantly or for a protracted period of time; the accuracy of the estimates and assumptions underlying mineral reserve and mineral resource estimates; the Company's ability to raise sufficient funds from future equity financings to support its operations, and general business and economic conditions; the global financial markets and general economic conditions will be stable and prosperous in the future; the AGM will not experience any significant uninsured production disruptions that would materially affect revenues; the ability of the Company to comply with applicable governmental regulations and standards; the mining laws, tax laws and other laws in Ghana applicable to the AGM will not change, and there will be no imposition of additional exchange controls in Ghana ; the success of the Company in implementing its development strategies and achieving its business objectives; the Company will have sufficient working capital necessary to sustain its operations on an ongoing basis and the Company will continue to have sufficient working capital to fund its operations; and the key personnel of the Company will continue their employment. The foregoing list of assumptions cannot be considered exhaustive. Forward-looking statements involve known and unknown risks, uncertainties and other factors which may cause actual results, performance or achievements to differ materially from those anticipated in such forward-looking statements. The Company believes the expectations reflected in such forward-looking statements are reasonable, but no assurance can be given that these expectations will prove to be correct and you are cautioned not to place undue reliance on forward-looking statements contained herein. Some of the risks and other factors which could cause actual results to differ materially from those expressed in the forward-looking statements contained in this news release, include, but are not limited to: mineral reserve and mineral resource estimates may change and may prove to be inaccurate; metallurgical recoveries may not be economically viable; life of mine estimates are based on a number of factors and assumptions and may prove to be incorrect; actual production, costs, returns and other economic and financial performance may vary from the Company's estimates in response to a variety of factors, many of which are not within the Company's control; inflationary pressures and the effects thereof; the AGM has a limited operating history and is subject to risks associated with establishing new mining operations; sustained increases in costs, or decreases in the availability, of commodities consumed or otherwise used by the Company may adversely affect the Company; adverse geotechnical and geological conditions (including geotechnical failures) may result in operating delays and lower throughput or recovery, closures or damage to mine infrastructure; the ability of the Company to treat the number of tonnes planned, recover valuable materials, remove deleterious materials and process ore, concentrate and tailings as planned is dependent on a number of factors and assumptions which may not be present or occur as expected; the Company's mineral properties may experience a loss of ore due to illegal mining activities; the Company's operations may encounter delays in or losses of production due to equipment delays or the availability of equipment; outbreaks of COVID-19 and other infectious diseases may have a negative impact on global financial conditions, demand for commodities and supply chains and could adversely affect the Company's business, financial condition and results of operations and the market price of the common shares of the Company; the Company's operations are subject to continuously evolving legislation, compliance with which may be difficult, uneconomic or require significant expenditures; the Government of Ghana may increase the Growth and Sustainability Levy, increasing the Company's expenditures; the Company may be unsuccessful in attracting and retaining key personnel; labour disruptions could adversely affect the Company's operations; recoveries may be lower in the future and have a negative impact on the Company's financial results; the lower recoveries may persist and be detrimental to the AGM and the Company; the Company's business is subject to risks associated with operating in a foreign country; risks related to the Government of Ghana defaulting on local and international bonds; risks related to the Company's use of contractors; the hazards and risks normally encountered in the exploration, development and production of gold; the Company's operations are subject to environmental hazards and compliance with applicable environmental laws and regulations; the effects of climate change or extreme weather events may cause prolonged disruption to the delivery of essential commodities which could negatively affect production efficiency; the Company's operations and workforce are exposed to health and safety risks; unexpected costs and delays related to, or the failure of the Company to obtain, necessary permits could impede the Company's operations; the Company's title to exploration, development and mining interests can be uncertain and may be contested; geotechnical risks associated with the design and operation of a mine and related civil structures; the Company's properties may be subject to claims by various community stakeholders; current, ongoing and future legal disputes and appeals from third parties may be successful, and the Company may be required to pay settlement costs or damages; risks related to limited access to infrastructure and water; risks associated with establishing new mining operations; the Company's revenues are dependent on the market prices for gold, which have experienced significant recent fluctuations; the Company may not be able to secure additional financing when needed or on acceptable terms; the Company's shareholders may be subject to future dilution; risks related to changes in interest rates and foreign currency exchange rates; risks relating to credit rating downgrades; changes to taxation laws applicable to the Company may affect the Company's profitability and ability to repatriate funds; risks related to the Company's internal controls over financial reporting and compliance with applicable accounting regulations and securities laws; future securities offerings issued pursuant to the Company's base shelf prospectus may not be successful depending on external market factors outside of the Company's control; risks related to information systems security threats; non-compliance with public disclosure obligations could have an adverse effect on the Company's stock price; the carrying value of the Company's assets may change and these assets may be subject to impairment charges; risks associated with changes in reporting standards; the Company may be liable for uninsured or partially insured losses; the Company may be subject to litigation; damage to the Company's reputation could result in decreased investor confidence and increased challenges in developing and maintaining community relations which may have adverse effects on the business, results of operations and financial conditions of the Company and the Company's share price; the Company may be unsuccessful in identifying targets for acquisition or completing suitable corporate transactions, and any such transactions may not be beneficial to the Company or its shareholders; the Company must compete with other mining companies and individuals for mining interests; the Company's growth, future profitability and ability to obtain financing may be impacted by global financial conditions; the Company's common shares may experience price and trading volume volatility; the Company has never paid dividends and does not expect to do so in the foreseeable future; the Company's shareholders may be unable to sell significant quantities of the Company's common shares into the public trading markets without a significant reduction in the price of its common shares, or at all; and the risk factors described under the heading "Risk Factors" in the Company's Annual Information Form. Although the Company has attempted to identify important factors that could cause actual results or events to differ materially from those described in the forward-looking statements, you are cautioned that this list is not exhaustive and there may be other factors that the Company has not identified. Furthermore, the Company undertakes no obligation to update or revise any forward-looking statements included in, or incorporated by reference in, this news release if these beliefs, estimates and opinions or other circumstances should change, except as otherwise required by applicable law. Neither the Toronto Stock Exchange nor the Investment Industry Regulatory Organization of Canada accepts responsibility for the adequacy or accuracy of this news release . View original content to download multimedia: https://www.prnewswire.com/news-releases/galiano-gold-announces-buyout-of-offtake-agreement-302321556.html SOURCE Galiano Gold Inc. © 2024 Benzinga.com. 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6,080 Shares in Glaukos Co. (NYSE:GKOS) Acquired by Jennison Associates LLC

Natural gas distribution firm Indraprastha Gas (IGL) shares will be in focus on Thursday after the company announced plans to propose a bonus share issue during its upcoming board meeting on December 10. The proposed bonus issue aims to reward shareholders by allocating additional shares based on a ratio yet to be determined. The board is also expected to finalize the record date for the bonus issue during the December meeting. “This is to inform that a meeting of the Board of Directors is scheduled to be held on December 10, 2024, inter-alia to consider the proposal for issue of Bonus Shares to the equity shareholders of the Company in the ratio, as may be fixed, subject to the Shareholders' approval,” the company’s exchange filing said. Indraprastha Gas, established in 1998, is a joint venture between GAIL , Bharat Petroleum , and the Delhi government. It is a key player in supplying compressed natural gas (CNG) and piped natural gas (PNG) to customers across Delhi NCR. The trading window for dealing in the shares of the company will remain closed with effect from December 4, till the expiry of 48 hours from declaration of outcome of the aforesaid board meeting, the company said in its exchange filing. Stock Trading Algo Trading Made Easy By - Vivek Gadodia, Partner at Dravyaniti Consulting and RBT Algo Systems View Program Stock Trading Candlesticks Made Easy: Candlestick Pattern Course By - elearnmarkets, Financial Education by StockEdge View Program Stock Trading Introduction to Technical Analysis & Candlestick Theory By - Dinesh Nagpal, Full Time Trader, Ichimoku & Trading Psychology Expert View Program Stock Trading Stock Markets Made Easy By - elearnmarkets, Financial Education by StockEdge View Program Stock Trading RSI Trading Techniques: Mastering the RSI Indicator By - Dinesh Nagpal, Full Time Trader, Ichimoku & Trading Psychology Expert View Program Stock Trading Heikin Ashi Trading Tactics: Master the Art of Trading By - Dinesh Nagpal, Full Time Trader, Ichimoku & Trading Psychology Expert View Program Stock Trading Advanced Strategies in Stock Market Mastery By - CA Raj K Agrawal, Chartered Accountant View Program Stock Trading Market 101: An Insight into Trendlines and Momentum By - Rohit Srivastava, Founder- Indiacharts.com View Program Stock Trading Commodity Markets Made Easy: Commodity Trading Course By - elearnmarkets, Financial Education by StockEdge View Program Stock Trading Technical Analysis Made Easy: Online Certification Course By - Souradeep Dey, Equity and Commodity Trader, Trainer View Program Stock Trading Stock Valuation Made Easy By - Rounak Gouti, Investment commentary writer, Experience in equity research View Program Stock Trading RSI Made Easy: RSI Trading Course By - Souradeep Dey, Equity and Commodity Trader, Trainer View Program Also Read: RBI may go for 100 bps rate cut from December: Nomura As per Trendlyne data, the average target price of the stock is Rs 446, which indicates an upside of 24% from the current market prices. The consensus recommendation from 32 analysts for the stock is a 'Hold'. On Wednesday, Indraprastha Gas shares closed at Rs 360, down 0.2% on the BSE, while the benchmark Sensex gained 0.14%. The stock has declined 14% so far in 2024 and 18% over the past two years, with the company’s market capitalization now at Rs 25,221 crore. ( Disclaimer : Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of Economic Times) (You can now subscribe to our ETMarkets WhatsApp channel )West Ham surprise Newcastle with 2-0 away win

Share to Facebook Share to Twitter Share to Linkedin This is the published version of Forbes' Future of Work newsletter, which offers the latest news for chief human resources officers and other talent managers on disruptive technologies, managing the workforce and trends in the remote work debate. Click here to get it delivered to your inbox every Monday! TOPSHOT - A migrant worker works on a farm in Homestead, Florida on May 11, 2023. Florida Governor Ron DeSantis signed an immigration bill that creates stricter laws for undocumented immigrants in the state of Florida. (Photo by CHANDAN KHANNA / AFP) (Photo by CHANDAN KHANNA/AFP via Getty Images) W hat impact will the incoming Trump Administration’s policies on immigration have on staffing and hiring for needed jobs—particularly the less desirable ones that immigrants, and especially undocumented ones, have long filled in this country? It’s a question that has caused much consternation and fear , and has led to warnings about troubling economic consequences. The New York Times , for instance, reported that when economists studied the effects of 400,000 deportations of unauthorized immigrants between 2008 and 2013, they found that for every 100 people removed from the labor market because of deportations, there were nine fewer jobs for U.S.-born workers. That may very well prove to be the case. But Forbes’ Brandon Kochkodin reports that, at least in Florida, the impact was different . A law in the Sunshine State that took effect last summer required businesses with 25 or more employees to use E-Verify, an online system run by the Department of Homeland Security in partnership with the Social Security Administration, to confirm the immigration status of new hires. Part of a broader effort to crack down on undocumented workers in the state, the law was criticized for placing extra burdens on small businesses, especially in agriculture, construction and hospitality, where finding workers was already difficult. But Kochkodin reports that so far, the critics have been wrong . According to the Bureau of Economic Analysis, the state’s gross domestic product increased by 9.2% last year, tops in the nation and outpacing the national average by nearly 3 percentage points. Of course, Trump has promised an immigration policy that's harsher than Florida’s, including mass deportations—something the state can’t do. The economic impact could be much, much bigger. But Kochkodin notes that Trump is a negotiator known for pushing for more to get what he wants or will settle for, and if deportations are more targeted—and at this point, it’s still anyone’s guess—Florida’s law and its impact could provide some insight. Read more of Kochkodin’s story here . ARTIFICIAL INTELLIGENCE The Department of Justice filed sweeping proposals last week that would force Google to sell off its popular Chrome browser, ban distribution contracts like the one Google has with Apple, or potentially bar Google from requiring Android phone makers to include Google apps on their devices, Forbes’ Richard Nieva reports . But there was more to the news: The government also included provisions that could hobble Google’s role in the future of AI, Nieva reported. Read more here . Can artificial intelligence be a decent manager? New research from the Wharton School at the University of Pennsylvania says yes. The study, conducted by professor Lindsey Cameron, looked at an existing example of workers overseen by an AI-powered manager: ride-hail drivers responding to apps such as Uber or Lyft. While mechanized management may seem like it lacks empathy, it works well for some roles, Cameron reported. Ride-hail drivers, for instance, actually enjoy working with their AI-driven apps, the research found. HUMAN CAPITAL Donald Trump’s incoming administration aims to make major cuts to the powers of the federal agency that protects unions, with corporations such as Elon Musk’s SpaceX hitting the National Labor Relations Board with lawsuits, and allies of the president-elect considering firing the board’s Democratic members, the Washington Post reported . Last week, SpaceX and Amazon, which is the nation’s second-largest private employer, argued in federal court that the NLRB’s structure is unconstitutional. HYBRID WORK Think hybrid work innovations are just for small, cutting-edge companies? Think again. Bloomberg examined how Allstate, the nearly 100-year-old insurance giant, has ditched two-thirds of its office space and sold its Chicago headquarters, replacing it with offices for about a quarter of the company’s employees that are booked by the day through a coworking platform known as LiquidSpace. “Allstate is trying to thread the needle with a mix of options that keep flexibility a priority,” writes Bloomberg’s Matthew Boyle. WHAT’S NEXT: MERCOR COFOUNDER BRENDAN FOODY Mercor cofounder Brendan Foody. Forbes spoke recently with Brendan Foody, 21, one of the cofounders of AI-powered jobs marketplace Mercor, which recently raised a $32 million Series A led by Benchmark with high-profile investors like Peter Thiel, Twitter cofounder Jack Dorsey and former Treasury Secretary Larry Summers. Mercor uses AI to vet and interview job candidates in hopes of building what Foody calls a “global unified labor market,” and he says it’s on track to grow 5000 percent this year. (No, there’s not an extra zero there.) Excerpts from the interview below have been edited for length and clarity. Let’s start with getting just a big picture idea of some of the ways you see tools like this changing the way people go about searching for a new role. The heart of the inefficiency in how people find jobs is that a given candidate only applies to a couple dozen jobs or even a handful, and a given company only considers a fraction of a percent of the people in the market. The reason for that is there’s this matching problem that needs to be solved manually. People need to manually review resumes, manually conduct interviews, and have these conversations to figure out who's a good fit to go where. But when you're able to build technology that can solve this matching problem at the cost of software, it makes way for a global unified labor market that's far more efficient, where every candidate takes an interview with one company and every company hires from that one centralized platform. We have a strong conviction in this centralization thesis. It'll make sense that in ten years everyone's applying to one platform. Every company is hiring from one platform, and we want to be that platform. The secret sauce behind our business is predicting how well some will perform in a job better than a human can. ... We collect all the data on who's getting promoted, who's getting dismissed, who's getting bonuses because all of that is flowing through our platform. So LinkedIn is seen as a competitor, right? Yeah, I think in a lot of ways. But LinkedIn is only focused on this very thin layer of what are the companies [where] someone's worked. Our focus is how can we build—get so much information on someone—that we we're able to predict how well they [will] perform on a job. What kind of roles do you hire for? We're still very focused on contract roles because that's where there’s a high ratio of the cost of assessing talent proportional to how long they're in the role. ... The top [job category] is code, but we also have a very significant presence in finance, consulting, law, accounting, PhDs in various disciplines like biology, physics, chemistry. How often are humans not part of the interview process? Very frequently. That's the way we do most hiring. Where do you go next after contract roles? The way that you would hire a great contract consultant is not that different from the way you would hire a great full-time consultant. ... We’re very much planning on moving into all full-time roles. Everything that you could assess via a Zoom interview the models will be good at assessing. This includes software engineering, and most knowledge work. The thing it might not include is executive jobs. [One of our investors] has studied a lot of labor marketplaces and he's realized that there's a 50 to 1 ratio of applicants relative to people that get jobs in the average labor marketplace. It creates this challenge as your scaling: Most people aren't getting jobs. But if you're able to create intrinsic value for the applicant, regardless of whether they get a job, it allows you to grow much more quickly and allow hundreds of millions of people to come onto the platform but still have good experiences. So we’re pumping a lot of money into giving away free AI mock interviews, free AI resumé feedback and eventually, free AI career advice. How does it work? They would pay us per hour that someone works. We take a percentage, then we pay the contractor that's working with [the company] on this staffing arrangement. It might be they're paying $100 an hour for [a consulting job], and we take a 30% fee and then pay $70 [an hour] to the person. The reason we're so focused on that structure is that for us, the North Star is predicting who's going to perform well on jobs. So we want all the business logic of who's getting bonuses for what reasons and who's getting promoted for what reasons, which translates into better predictions. FACTS + COMMENT The New York Times examined a new report from the Burning Glass Institute that looks at so-called “ launchpad jobs ,” or promising starter jobs that opened doors to larger career paths. The report examined job-site profiles, government data and surveys to compile career histories of more than 65 million American workers, the Times reported. The research was commissioned by the nonprofit American Student Assistance, which offers online career readiness tools and information. 1 in 5: The ratio of workers with only a high school diploma that earned more than $70,000 a year—above the median income of college graduates—by the age of 40 73 : The number of “launchpad jobs” identified by the report, which include bank teller, pharmacy aide, telemarketer and flight attendant “The real power of a launchpad job is what it can lead to, the next job and the one after that”—Matt Sigelman, president of the Burning Glass Institute, to the New York Times STRATEGIES + ADVICE Open enrollment season is almost over. Here are five resources to craft competitive work-family employee benefits next year. A professor of ethics and finance shares how businesses can prepare for the incoming Trump Administration and balance the pursuit of profit with ethical practices. Here are three skills leaders can use to navigate post-election tension at work. VIDEO QUIZ In an op-ed for the Wall Street Journal, who called for a full-time return to office for federal employees? Washington Post owner Jeff Bezos and CEO William Lewis Elon Musk and Vivek Ramaswamy President-elect Donald Trump Vice President-elect JD Vance Check out if you got the answer right here . Editorial Standards Forbes Accolades Join The Conversation One Community. Many Voices. Create a free account to share your thoughts. Forbes Community Guidelines Our community is about connecting people through open and thoughtful conversations. We want our readers to share their views and exchange ideas and facts in a safe space. In order to do so, please follow the posting rules in our site's Terms of Service. We've summarized some of those key rules below. Simply put, keep it civil. 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Please read the full list of posting rules found in our site's Terms of Service.A South Carolina community is without a police force after the entire department resigned, including the chief of police. On Friday, McColl Mayor George Garner confirmed that the town no longer had any police officers and told WMBF News that the community is in a “difficult situation.” “We’re actively working to hire a new police chief and more officers,” Mayor Garner said. Garner said Police Chief Bob Hale put in his resignation first and the other officers then followed suit. In a public Facebook post, Hale stated his resignation was due to alleged repeated harassment and personal attacks and “hostile work environment” by an unnamed member of the city council. “It is with a heavy heart that I do confirm my resignation as Chief of Police of the McColl Police Department along with all four of my fellow officers,” Hale wrote. “My personal decision to step away from the McColl Police Department can be attributed to repeated acts of harassment, personal attacks on my character, and the overall creation of a hostile work environment perpetuated by a specific Councilman.” Hale added that the actions of the unnamed councilman made it impossible for the department to function effectively. “For months, I have endured unwarranted and malicious behavior aimed at undermining my integrity and leadership,” Hale continued in the post. “These actions have not only affected me personally but have also created a toxic atmosphere that has hindered the department’s ability to function effectively. Despite our efforts to address these issues professionally and through appropriate channels, the harassment and hostility have persisted.” In his statement, Hale also alleged that money was cut from the police department’s budget and that other critical police needs were not being fulfilled. “I also can’t help but feel that these consistent negative acts were strategically used to inhibit the continued growth and success of the department. A significant amount of money was cut from our already depleted budget by the same Councilman upon his arrival to his elected position. Despite repeated appeals for funding to modernize equipment, enhance training, and increase staffing levels to meet the needs of our community, those critical needs went unmet. This lack of investment hampered our ability to operate at the standard the citizens of the Town of McColl rightfully expect and deserve. The safety of the residents and the well-being of the officers should have been prioritized by committing the necessary resources to build a department capable of addressing the complexities of 21st-century policing. Sadly, this was not the case and the majority of my tenure as Chief of Police was spent clearing the names of my officers as well as myself, from the numerous falsehoods that were made against us,” said Former McColl Police Chief Bob Hale. Hale said the decision to resign was not made lightly, and he deeply regrets the impact it may have on the community they have dedicated themselves to serving. “I believe that stepping away is the only way to shed light on the severity of these issues and call for accountability and change. I remain hopeful that the Town of McColl will come together to address these challenges, prioritize ethical leadership, and create an environment where those in public service can perform their duties free from undue interference and hostility,” Hale wrote. One McColl resident told WMBF now that the town is without a police department, he worries that residents could be at risk. “Say if someone were stabbed or shot or whatever – without police enforcement, they would have to come from the sheriff’s office in Bennettsville,” said McColl resident, William Groom. “We’re talking ten or fifteen minutes and someone could possibly expire in that amount of time. Without police enforcement, it’s definitely a bad situation.” Despite Hales’ statement, Garner told WMBF that Hale was not leaving the town on bad terms. “I hate to see them go. They were a great group. But we gonna continue on,” Garner said. Garner added that he has asked the Marlboro County Sheriff’s Office and other nearby agencies to help cover the town in the meantime. He also enlisted the help of the South Carolina State Law Enforcement Division for additional help. The McColl Police Department is now accepting applications for Chief of Police and Garner said applications can be picked up at McColl Town hall. Back in October, another community experienced a similar situation to the town of McColl. The entire Geary Police Department in Oklahoma, including their chief of police, resigned citing political leaders for failing to meet the police department’s needs.LAS VEGAS (AP) — Formula 1 on Monday at last said it will expand its grid in 2026 to make room for an American team that is partnered with General Motors. “As the pinnacle of motorsports, F1 demands boundary-pushing innovation and excellence. It’s an honor for General Motors and Cadillac to join the world’s premier racing series, and we’re committed to competing with passion and integrity to elevate the sport for race fans around the world,” GM President Mark Reuss said. “This is a global stage for us to demonstrate GM’s engineering expertise and technology leadership at an entirely new level.” The approval ends years of wrangling that launched a U.S. Justice Department investigation into why Colorado-based Liberty Media, the commercial rights holder of F1, would not approve the team initially started by Michael Andretti. Andretti in September stepped aside from leading his namesake organization, so the 11th team will be called Cadillac F1 and be run by new Andretti Global majority owners Dan Towriss and Mark Walter. The team will use Ferrari engines its first two years until GM has a Cadillac engine built for competition in time for the 2028 season. Towriss is the the CEO and president of Group 1001 and entered motorsports via Andretti’s IndyCar team when he signed on financial savings platform Gainbridge as a sponsor. Towriss is now a major part of the motorsports scene with ownership stakes in both Spire Motorsports’ NASCAR team and Wayne Taylor Racing’s sports car team. Walter is the chief executive of financial services firm Guggenheim Partners and the controlling owner of both the World Series champion Los Angeles Dodgers and Premier League club Chelsea. “We’re excited to partner with General Motors in bringing a dynamic presence to Formula 1,” Towriss said. “Together, we’re assembling a world-class team that will embody American innovation and deliver unforgettable moments to race fans around the world.” Mario Andretti, the 1978 F1 world champion, will have an ambassador role with Cadillac F1. But his son, Michael, will have no official position with the organization now that he has scaled back his involvement with Andretti Global. “The Cadillac F1 Team is made up of a strong group of people that have worked tirelessly to build an American works team,” Michael Andretti posted on social media. “I’m very proud of the hard work they have put in and congratulate all involved on this momentous next step. I will be cheering for you!” The approval has been in works for weeks but was held until after last weekend’s Las Vegas Grand Prix to not overshadow the showcase event of the Liberty Media portfolio. Max Verstappen won his fourth consecutive championship in Saturday night’s race, the third and final stop in the United States for the top motorsports series in the world. Grid expansion in F1 is both infrequent and often unsuccessful. Four teams were granted entries in 2010 that should have pushed the grid to 13 teams and 26 cars for the first time since 1995. One team never made it to the grid and the other three had vanished by 2017. There is only one American team on the current F1 grid — owned by California businessman Gene Haas — but it is not particularly competitive and does not field American drivers. Andretti’s dream was to field a truly American team with American drivers. The fight to add this team has been going on for three-plus years and F1 initially denied the application despite approval from F1 sanctioning body FIA . The existing 10 teams, who have no voice in the matter, also largely opposed expansion because of the dilution in prize money and the billions of dollars they’ve already invested in the series. Andretti in 2020 tried and failed to buy the existing Sauber team. From there, he applied for grid expansion and partnered with GM, the top-selling manufacturer in the United States. The inclusion of GM was championed by the FIA and president Mohammed Ben Sulayem, who said Michael Andretti’s application was the only one of seven applicants to meet all required criteria to expand F1’s current grid. “General Motors is a huge global brand and powerhouse in the OEM world and is working with impressive partners,” Ben Sulayem said Monday. “I am fully supportive of the efforts made by the FIA, Formula 1, GM and the team to maintain dialogue and work towards this outcome of an agreement in principle to progress this application.” Despite the FIA’s acceptance of Andretti and General Motors from the start, F1 wasn’t interested in Andretti — but did want GM. At one point, F1 asked GM to find another team to partner with besides Andretti. GM refused and F1 said it would revisit the Andretti application if and when Cadillac had an engine ready to compete. “Formula 1 has maintained a dialogue with General Motors, and its partners at TWG Global, regarding the viability of an entry following the commercial assessment and decision made by Formula 1 in January 2024,” F1 said in a statement. “Over the course of this year, they have achieved operational milestones and made clear their commitment to brand the 11th team GM/Cadillac, and that GM will enter as an engine supplier at a later time. Formula 1 is therefore pleased to move forward with this application process.” Yet another major shift in the debate over grid expansion occurred earlier this month with the announced resignation of Liberty Media CEO Greg Maffei, who was largely believed to be one of the biggest opponents of the Andretti entry. Other news outlets have retreated behind paywalls. At HuffPost, we believe journalism should be free for everyone. 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Log in to hide these messages. “With Formula 1’s continued growth plans in the US, we have always believed that welcoming an impressive US brand like GM/Cadillac to the grid and GM as a future power unit supplier could bring additional value and interest to the sport,” Maffei said. “We credit the leadership of General Motors and their partners with significant progress in their readiness to enter Formula 1.” ___ AP auto racing: https://apnews.com/hub/auto-racing Related From Our Partner