Monthly Archives: May 2022

Recycling Lithium-Ion Batteries

Lithium-ion batteries are the cornerstone of the New Energy Economy driving the growth of electrification and decarbonization. Indeed, they are central to everything from cell phones to electric vehicles to grid storage.

But the value of such devices lies beneath the surface made up of raw materials that are now trapped in a supply chain maze or come from unfriendly nations. Luckily, the recycling of those raw materials is becoming economically viable. Moreover, the quality of the reprocessed minerals can be as good as virgin supplies that are extracted from the Earth. However, mining will have to coexist alongside recycling until those scraps reach scale.

We break down the batteries and extract critical materials. We refine those materials to produce chemicals that go back into batteries, says Tim Johnston, co-founder and executive chair of Li-Cycle Holding Corp., in a chat with this writer.

Those chemicals are the same as any mined materials: they are broken down to a molecular level, the metals are dissolved, and we rebuild them, he adds. We can recover up to 95% of all the materials in the lithium battery and return them to new batteries or to the economy. This is a net environmental benefit relative to mining these materials. Going to one source to process the materials is more efficient than the supply chain. There are fewer emissions, less water usage, and less soil displacement.

The market potential for Lithium-ion batteries remains enormous. Market research firm Valuates says that the global lithium-ion battery potential was valued at $36.7 billion in 2019. But this figure is projected to hit $129.3 billion by 2027 a compound annual growth rate of 18% between 2020 and 2027. Statista adds that the recycling market for such batteries could grow 10-fold over the next decade.

Electric vehicles will be a significant market. The European Union is phasing out the internal combustion engine by 2040, while this country wants half of all vehicles to run on electricity by 2030.

Lithium-ion batteries use five critical raw materials: lithium, nickel, cobalt, manganese, and graphite. They also use aluminum and copper. But the minerals can come from nations hostile to the United States or those with poor records tied to child labor. Russia, for example, is a leading supplier of nickel. And the Congo is a primary provider of cobalt a country with poor labor practices.

The Circular Economy

Lithium-ion battery device

Li-Cycle says that it gets its materials from entities with ethical business operations. Consider its relationship to Glencorp, one of the largest natural resource companies in the world: Glencore will supply Li-Cycle with all types of manufacturing scrap and end-of-life lithium-ion batteries.

This is a key step in establishing a strong long-term foundation for the vertical integration of the battery materials supply chain, says Kunal Sinha, head of recycling at Glencore. Together, we will be expanding the spectrum of battery material supply solutions to a broader global customer base, particularly in Europe and North America.

LG Energy Solution, Ltd. and LG Chem, Ltd. part of LG Corp. have partnered with Li-Cycle. The two LGs will supply the battery recycler with lithium-ion battery scrap. Meanwhile, Li-Cycle has a similar deal with General Motors GM and LG Energy Solution, which have formed a unit called Ultium Cells. Its a mouthful. But the gist of it is that Li-Cycle will recycle 100% of the scrap generated by battery cell manufacturing at Ultiums Ohio plant.

In all those cases, Li-Cycle recovers the raw materials contained in the scrap, transforming them into valuable products and contributing to the circular economy the idea that nothing is wasted and everything is reused. Indeed, when measured against mining and importing, the business case for recycling gets even stronger: extraction and shipping result in greenhouse gases. And that does not include the lingering supply chain disruptions caused by COVID19.

The United States is regarded for its added value computer chips and artificial intelligence. Stringent regulations make it nearly impossible for this country to catch up with the current exporters of raw materials. China mines 63% of all such minerals. But it controls 85% of the processing the step made to separate the 17 minerals from the rare earth rock. The United States still produces 38,000 tons. But that is sent to China for processing.

"GM's zero-waste initiative aims to divert more than 90% of its manufacturing waste from landfills and incineration globally by 2025," says Ken Morris, vice president of electric vehicles. "Now, we're going to work closely with Ultium Cells and Li-Cycle to help the industry get even better use out of the materials.

Peek Under the Hood

Artisanal miners collect gravel from the Lukushi river searching for cassiterite on February 17, ... [+] 2022 in Manono. - The Democratic Republic of Congo is rich with Lithium, an essential mineral for electric car batteries, which nests in the remains of the former mining town of the city of Manono in the south-east of the country in the province of Tanganyika. To get out of poverty, the inhabitants of Manono, most of whom are artisanal diggers, place their hope in the investment of the Australian company AVZ minerals which plans to invest 600 million dollars in the construction of a lithium mining (Photo by Junior KANNAH / AFP) (Photo by JUNIOR KANNAH/AFP via Getty Images)

Tesla may be a harbinger of things to come. It expects to sell 20 million electric vehicles by 2030 a company that thinks it can recover 92% of a batterys materials. While fossil fuels are extracted and used once, recycling allows the raw materials to have an afterlife. And Tesla TSLA says that recycling cost much less than purchasing those minerals to build new batteries.

Whats the price differential between mining raw materials and recycling those same minerals? For now, theres a co-dependence. Battery growth is such that mined materials are still essential. But as electric vehicles age, those devices will need to be replaced. And harnessing the raw materials from scrap products will take time.

As to which one is cheaper is a tricky question. Thats because the recycling and reprocessing technologies can vary. But Li-Cycle says that recycling is competitive if not cheaper. Think of it this way: lithium-ion batteries use 17 raw materials that do not exist in one place. Each must be mined before it is shipped and placed in a device. Conversely, a battery to be recycled has all of those minerals in one place.

As we scale, we can be a higher revenue and lower cost-based source, says Ajay Kochhar, Li-Cycle co-founder and chief executive, in a conversation. But we need to scale. We will not have to rely on shaky supply chains. For now, we need to get those materials in greater quantities from virgin sources and recycle as much as we can. It will take time for recycling to make up most of the demand. The recycling of materials must be efficient to be beneficial.

The bottom line is that lithium-ion batteries are used chiefly for transportation and grid storage things that reduce fossil fuel usage. The storage devices will get better and cheaper. But just as importantly, their reach will expand and help decarbonize the economy.

If one peeks under the hood to see whats inside those batteries, they will learn that the raw materials are dirty to mine and expensive to ship an exercise that encourages the case for recycling. Indeed, thats a healthier pursuit that will make it easier for electric vehicles to merge into the global economy.

Read the original post:

Recycling Makes Lithium-Ion Batteries The IT Technology - Forbes

City, state and county officials broke ground in April on the Black Business Hub, an equity-focused organization and resource center to be opened in South Madison, run by the Urban League of Greater Madison.

This Hub is an opportunity to grow new businesses and for [Black business owners] to have access to resources that they do not have right now, Urban League CEO Ruben Anthony Jr. said in an interview with The Badger Herald.

Wisconsin health officials consider expanding eligibility requirements for second wave of vaccinationsWisconsin health officials are reviewing a proposal that would expand eligibility for the states Phase 1B COVID-19 vaccinations, despite facing Read

The Hub will have an Accelerator program which has raised $1.3 million so far that would provide grants and loans to business owners, Anthony said. The program will also provide improved access to Capitol, technical assistance and networking, according to the Black Business Hubs website.

The Hub will also host organizations that support women-owned businesses, Anthony said. Anthony said he believes the Hub should be a community organization dedicated to equity and uplifting the entire community.

Why cant we create businesses where these minority owned organizations have a chance to be owners? Anthony said. Its time to start building some things so that the next generation of entrepreneurs have the chance to be CEOs.

The Black Business Hub could also help revitalize South Madison and the surrounding area, District 14 Alderperson Sheri Carter said.

Carter thinks the location demonstrates diversity and inclusion in what she calls a gateway area for the city, where many people enter Madison and get their first look at the city.

When you think of 40,000 people who come into Madison via the South side, this is a showpiece that theyre coming into an area that is bright for development, Carter said. But not only that, an area of opportunity that everyone can see visually. The residents of South Madison, as always, embrace South Madisons diversity and culture, and now is the showcase.

COVID-19 cases in Wisconsin spike for the first time in 2 monthsThe seven-day rolling average of new confirmed COVID-19 cases in Wisconsin topped 1,000 per day for the first time in Read

Overall, Carter said the Hub will contribute to economic growth all around Madison and beyond. Carter also said the Hub will provide an example, showing what Black business owners can do.

Children and young adults can see progress that is happening in their own backyard, Carter said. Thats a big plus, for kids to walk along, see Black businesses and dream of one day owning their own business but not only that, also supporting Black businesses.

Executive Director of the MSAM Consortium at the Wisconsin Center for Educational Research Madeline Hafner echoed this sentiment. Hafner believes supporting Black businesses will create generational wealth, and help future generations of Black business owners thrive.

First and foremost, kids see their families owning businesses, Hafner said. Families develop pride in that and see themselves as owners of businesses and not simply workers in businesses

The Black Business Hub is part of a larger movement toward equity and against systemic oppressions, Hafner said.

Hafner defined equity in the context of education to compare it to the kind of equity being addressed through the Black Business Hub.

What types of support do individual students need to access certain programs? Hafner said. And then theres equity and success. How are we ensuring every student is successful in our schools? So its not about the same or distribution of resources, but equitable distribution of resources based on need.

Mayor Satya Rhodes-Conway was also in attendance at the ground-breaking ceremony, according to the Cap Times.

In an email statement, Rhodes-Conway emphasized the unity the Hub represents throughout Madison as a whole.

Rhodes-Conway said the Hub builds on a history of partnerships and investments from the city, the Community Development Authority and the Urban League of Dane County. The city is supporting the Hub at its South Madison site by investing more than $10 million dollars to improve the Village on Park and deliver physical infrastructure needed for the Hub to succeed, Rhodes-Conway said in the statement.

Evers to hold special session to address Wisconsins labor shortageIn his State of State address, Gov. Tony Evers said he will call a special legislature session on how to Read

The Black Business Hub will have a positive impact on Madisons economic development, and will be a great resource for black businesses and entrepreneurs, Rhodes-Conway said.

Beyond a growing factor for the local economy, Rhodes-Conway, Carter and Anthony said the Hub will be a uniting force for the Madison community. The Hub represents the community as a whole, and will contain not only Black businesses, but also brown, white, and latino businesses, Anthony said.

The development of the Hub is like a broad community perspective, Anthony said. The County contributed funds, the City contributed funds, foundations contributed funds, private companies contributed funds, and so it is a genuine community partnership. Its not just Black and brown people; its all of the community working together.

Read this article:

Community, city break ground on southside Black Business Hub - The Badger Herald

Listen to the podcast here.

View Full Image

Agarwal moved to Mumbai from his hometown Patna when he was 19 years old. He started with scrap metal trading business in 1976 and is today leading a $15 billion multinational mining and commodities business, with a diversified portfolio having interests in aluminium, zinc, iron ore, steel, copper, oil and gas and power. He has been a major participant in Indias disinvestment initiatives as well. He is very bullish on India and recently signed an MoU with Taiwans Foxconn to set up a semiconductor manufacturing facility in India. In this podcast, Agarwal speaks about the succession plan at Vedanta, rising importance of minerals in sectors such as semiconductors and electric vehicles and why he watches movies. Edited excerpts

Your announcement about setting up a semiconductor facility in India with Foxconn has generated a lot of curiosity. What can you tell us about it?

India is in a very sweet spot. People are aware that India is emerging, silently. For me, it was very important that we work through technology, and semiconductor is very important, be it for automobiles or electronics. India needs to import $15 bn worth of semiconductors. Its because of the shortage of semiconductor that we havent been able to run our factories at 100%. We are manufacturing glass and optical fibre. So, it was natural for us to move into semiconductors. Foxconn is one of the largest and the best companies in semiconductor manufacturing and will be our full-fledged partner. We are in the process of selecting a site.

Do you have any timeline for the production to start?

In two years, we will start production. In India, when the government is supportive, people are supportive. I am confident that we will meet the target of commencing production in two years and India will change because of this.

Are you a spiritual person? Do you feel like some divine force has played a role in your journey?

I am not religious. But every time I read something spiritual, I find something new in it. It gives me strength to overcome my fears. I have never disclosed this but every single day in the last 22 years, I go to the Krishna temple in the morning. Initially, I used to give 10 cents to the temple and bargain, see, Im giving you something, you have to give me something. Today, I have surrendered to Him. Im like the servant of the universe and I do my duties to the best of my best of ability. Criticism has never shaken me; it has made me a little bit fearless. And I will never do anything intentionally that is not right.

Can you talk a bit about what makes the world of commodities tick?

The world wants India to be an import-based economy and we have been habituated to importing goods and think that there is no other option. We must change this. We have good natural resources but the world doesnt want us to produce, only be a market. And this perception has been created that NGOs can be sent to change our mindset.

We can't live without metal. We can live without oil and gas. Even today if you go for renewable energy, whether you go for EV (electric vehicles), eight times more metal is required. Though we have the natural resources, we are still forced to import it.

So what is holding us back today? Is it government policies?

The government policy is working. They have to start believing that making money is not a sin. Our entrepreneurs should be able to sell their discoveries and make money. It should be like buying shares and selling them at a higher price. There is so much funding available for entrepreneurs to do exploration. Even if they fail, they are fine. But the right to sell their discovery cannot be given back to the government.

Is that practical?

See, we have to move forward. Only then will you be able to solve problems. Failure is the first step of a success. I have failed in my life miserably. Failure after failure, Failure after failure, Failure after failure. I have even gone into depression for couple of years. I didn't know what to do, but you come back, tighten your belt, touch the feet of your parents, go to a temple. It must be 20 years back. Suddenly you find that things are not working for you. I couldn't sleep for a minute the whole month. I lost all my hair, and I didn't want to meet anybody. But you fight, you pray, you make yourself strong, and then when you come back, you never look back. I always had my depression tablet by the side of my bed, but I never took it.

Thank you for being candid about your personal matter. Now, for the big question: Are we in the middle of a commodities supercycle?

We are definitely in the middle of a supercycle. And these prices are going to stay. I pray that it should not go further up, because India will be in trouble. Inflation is high. I read somewhere that the price of oil can go up to $185. Yet, India has the capacity to produce at probably half or quarter of the cost. So, it is a very interesting time. The world wants to invest in India: we have entrepreneurs here, we have one of the best governments today. This is the time you will see India move forward.

Do you feel that your country has not listened to you now that the sensitivity around commodities has really come out?

I think the government has. I am listening to the government all the time. Like Prime Minister Modi says we are not revenue-minded, we are production-minded. He says the government has no business to be in a business. That's supportive. India is a democratic country, but sometimes it will take time. And where we come from, we have been taught to remain patient.

What is up with BPCL? You have expressed an interest, what is the latest development on this front?

It (BPCL) is too much in the news. Government has said they are going to change the terms, they are not going to sell the company as it is. Privatization is going to happen soon. I wish it will happen. As and when it happens, we will see.

You have a knack for picking up companies, be it Balco or Cairn, Now, with commodity prices going up, would such assets be as attractive?

Our company is going to make $30 billion revenue this year and an estimated $10 billion profit. We have 100,000 employees. We are going to invest $20 billion dollars in four years. We are going to make 50% oil production in the country. I want to be the largest zinc and silver producer. I am looking at aluminium also. We have two business. One is old economy, which is about commodities. And we have a new economy where we are into semiconductor, glass optical fibre, system integration. Both are doing extremely well and I am very happy about it.

When you look at Vedanta over the next 20 years, do you see more diversification into the new economy and into newer areas, or will it fundamentally be a mining company?

I don't like diversifying much. But as you move forward, as and when the opportunity comes, we will see. But we like to have a strong capital allocation, and whatever opportunities come, we will see.

You've laid out a debt reduction plan at Vedanta Resources level. How is that panning out?

We are having a profit of $10 billion. We have very good dividend, and with that we are very comfortable about reducing the debt to $4 billion in three years.

You tried to, unsuccessfully as it turned out, to delist Vedanta in India. One, why did you want to do that? And two, will you try again at some point in the future?

Because there was too much noise about the debt, we tried delisting but people love our shares so much that some started crying, saying they had benefited from our dividends which we never stopped paying. I could see that we had given a very, very good offer, and many people tendered their shares. We have almost 71% holding in the company now and we are never going to look at delisting in future, and we are very happy with the holding.

But you are also accused of trying to delist at a decadal low of the share price. How do you respond to that?

Buybacks are a global trend. And people are not forced to sell. Yet, despite our intent, it's very difficult to make 100% people happy. I tell my employees all the time: you know it's impossible to make everybody happy, but our intention is always right.

What about talks of a potential merger between Vedanta and the parent company.

There is no such plan. Vedanta Ltd will be a main company, and Vedanta Resources will remain the parent company. Vedanta Resources will own 71% of this company.

You had troubles at Sterlite Copper, the factory shut down. What is the future for Sterlite Copper in the Thoothukudi plant?

The National Green Tribunal has done its investigation. The matter has been submitted to the Supreme Court, and we are waiting for the date of hearing. I'm looking forward to that because we can't afford to stop production, be it in Goa or elsewhere. I have no doubt once they have all the reports, factory will open.

Is it your argument that there were no environmental violations at the plant?

Not at all. We have the best plant there. We capture 100% sulfur, convert into sulphuric acid... Today, everybody has a source of livelihood there; hundreds of industries operate there and there is no question of doing anything that is not right.

Was Tamil Nadu pollution board, which flagged these violations, wrong?

No, they have never said the wrong thing. They have done what the court directed, and the National tribunal did all the survey.

There were protests and police firing and unfortunate loss of lives. How did you feel about that?

I felt terrible. It happened 10 miles away from our factory. There are vested interests. It is my personal desire to restart operations at the Tuticorin (Thoothukudi in Tamil Nadu) factory.

What is the succession plan at Vedanta?

What is the succession plan of prime minister Modi? It's the same with me. I'm in the chair, I'm in the saddle. I am running the company. I have said that this company is going to be a 500-year-old institution. We are very clear; management and ownership have to be separate. Today I have said 75% of wealth is going back to the society. As for my succession plan: the company will be run by a top professional. It will be run on the Tata Sons model....66% goes for the charity...and 30% with other people. This company is going to grow and will be one of the best companies in the world in natural resource and in technology for sure.

You're 68 now, how long more do you hope to continue marching ahead at the same pace?

As for the pace is concerned, I will never put my boots up. Whether philanthropy or anything, whatever my passion is, I'll be there.

But you have no desire to relax or you know take it easy or none of that?

But I am more relaxed in my work. I always look at when Monday morning is coming. I still make a few calls and talk to people on Sunday because I enjoy my work.

View Full Image

Subscribe to Mint Newsletters

* Enter a valid email

* Thank you for subscribing to our newsletter.

Link:

We Will Manufacture Semiconductors In India Within 2 Years, Says Anil Agarwal | Mint - Mint

The Past Ten Years Saw a Steady Acceleration in the Quantity and Size of Food Waste Deals, As More Funders Recognize the Environmental, Economic, and Social Benefits the Space Offers

NEW YORK, May 11, 2022 /PRNewswire/ --Direct U.S. private investment into solutions to reduce food waste reached an all-time high of $2 billion in 2021 following ten years of accelerating growth in the sector, according to new data from ReFED, the national nonprofit working to end food loss and waste across the food system. But substantially more funding is still needed to cut the 35% of food that goes unsold or uneaten each year in the United States in half by the year 2030, in accordance with national and international goals. The data come from ReFED's new Food Waste Capital Tracker, a first-of-its-kind, free resource offering a deep-dive analysis of food waste funding at both a systems level and an individual company deal basis, designed to provide investors and innovators alike with the information they need to develop their food waste funding strategies.

ReFED's data show that over the last ten years more than $7.8 billion of private capital including venture capital, private equity, corporate finance and spending, and commercial project finance was invested in companies offering solutions to reduce the amount of food loss and waste throughout the supply chain. During the same period, the quantity and size of deals accelerated, with 2020 and 2021 seeing 111% and 110% year-over-year investment growth, respectively.

"We're encouraged by the increasing flow of capital into food waste solutions in recent years, but a significant funding gap remains," said Alejandro Enamorado from ReFED's Capital, Innovation & Engagement team. "As ReFED continues our work to catalyze the additional capital that's needed to scale food waste solutions, we're excited to introduce the Capital Tracker, an important new resource to support private, and eventually also public and philanthropic, funders interested in using their capital to solve food waste challenges."

Looking forward, ReFED expects this momentum to continue due to a range of factors that are driving continued solution development and adoption, including the growing number of food businesses making public commitments to fight food waste, as well as the implementation of new policies mandating partial or full organic waste bans, like California's SB1383. And while 2022 is already a period of uncertainty with an inflationary environment, geopolitical risks, increasing food prices, supply chain challenges, and the lingering effects from the worst of the COVID-19 pandemic these factors further highlight the need to build a food system with less waste.

According to ReFED, private capital investment in food waste showed the following trends:

Despite this, much more funding is needed to continue developing and scaling the solutions that are required to reduce food waste by 50% by the year 2030. ReFED estimates that approximately $14 billion in funding is needed each year to achieve this milestone. The good news is that investment would result in approximately $73 billion in net economic benefit a five-to-one return as well as reduce greenhouse gas emissions by 75 million metric tons, save 4 trillion gallons of water, and recover the equivalent of 4 billion meals for those in need. Plus over ten years, it would create more than 51,000 jobs.

To help support funders of all types who are interested in exploring the opportunities the food waste sector offers at all stages of development, ReFED has developed the following tools:

About ReFED

ReFED is a national nonprofit working to end food loss and waste across the food system by advancing data-driven solutions to the problem. ReFED leverages data and insights to highlight supply chain inefficiencies and economic opportunities; mobilizes and connects people to take targeted action; and catalyzes capital to spur innovation and scale high-impact initiatives. ReFED's goal is a sustainable, resilient, and inclusive food system that optimizes environmental resources, minimizes climate impacts, and makes the best use of the food we grow. For more information, visit http://www.refed.org.

About Closed Loop Partners

Closed Loop Partners is a New York-based investment firm comprised of venture capital, growth equity, private equity and catalytic capital, as well as an innovation center focused on building the circular economy. Investments align capitalism with positive social and environmental impact by reducing waste and greenhouse gas emissions via materials innovation, advanced recycling technologies, supply chain optimization and landfill diversion. For more information, visit closedlooppartners.com. Learn more about our investments in the food & agriculture sectorhere.

Contact:Melody Serafino[emailprotected]

SOURCE ReFED

More here:

ReFED Data Reveals Private Investment into Food Waste Solutions Topped $7.8 Billion Since 2011 - Including a Record $2 Billion in 2021 Alone - But...

Of the Seven Natural Wonders in Georgia, only one has become globally transcendent, attracting millions of visitors from all over the world: the Okefenokee Swamp. By providing sanctuary to wildlife, recreation for people and millions of dollars for local communities, the Okefenokee has provided Georgia with immeasurable value, while anchoring the states outdoor tourism economy.

With a mine proposed along its edge, its now time for the state of Georgia to return the favor by protecting the swamp and its people once more.

In the 1990s, DuPont attempted to mine the Trail Ridge, the geologic formation that sustains the Okefenokee. Few, if any, projects in Georgias history engendered greater opposition. After deeming mining a very serious threat, the Georgia Board of Natural Resources opposed operations. Gov. Zell Miller sent a similar message, as did the U.S. Department of the Interior and U.S. Senator Max Cleland.

After DuPont abandoned the project due to unprecedented opposition, no one thought a company would have the audacitythe disregard for public sentimentto try again. None, that is, until a handful of corporate executives created Twin Pines Minerals LLC, an Alabama-based company designed to accomplish what DuPont couldnt.

For Twin Pines Minerals, the DuPont saga proved instructive. Where DuPont started big, proposing all the acreage upfront, Twin Pines began small, slicing up its larger enterprise into bite-sized projects, and locating the first as far from the swamp as possible.

This common tactic, known as illegal segmentation, conceals the full scale of a project until after the first and most difficult set of permits is secured. With its property abutting Swamp Perimeter Road, operations are expected to eventually come within 400-feet of the Okefenokee itself.

Citizens from Madison County, whose air and waters were poisoned by the burning of creosote-soaked railroad ties, have urged residents and commissioners in Charlton County not to trust the leadership of Twin Pines. In Florida, Twin Pines committed a slew of mining infractions, and its presidentin his capacity with other companieshas been tied to violations throughout the Southeast. Most recently, Twin Pines broke ground at their Charlton County facility without acquiring necessary approval.

Given such transgressions, it would be foolish to reward Twin Pines with permits to mine close to Georgias most valuable natural asset. The Okefenokee is tremendously large and fragile, and a one-of-a-kind resource. It needs only be damaged once to be diminished forever.

Should mining occur, its not a matter of if such impacts will occur, but when and to what extent. Under the best-case scenario, important wetlands will be destroyed, with miners ultimately consuming roughly 6,000 football fields worth of land, just feet from the swamp. If the fears of 45 scientists (including some of Georgias leading researchers) are realized, operations could impair the Okefenokees ability to sustain itself.

The U.S. Fish and Wildlife Service (USFWS) has also plainly made that case against Twin Pines project, warning of potentially permanent damages to its property, increases in wildfire occurrence and impacts to imperiled species.

As a testament to this universal concern, two former cabinet members, three USFWS directors and two Georgia commissioners of the Department of Natural Resources spoke out against the project. Furthermore, over 100,000 people have commented, including from surrounding cities, with roughly 60,000 submissions already sent to Georgia regulators. Even Chemours, an international mining entity, renounced any interest in purchasing the project from Twin Pines.

State legislators, both Republicans and Democrats, introduced legislation this year to prohibit the issuance of mining permits along Trail Ridge near the Okefenokee. While the bill did not pass in the 2022 session, the group of bipartisan leaders are responding to the upwelling against dangerous mining. The bills sponsors have indicated that they still intend to permanently protect the Okefenokee, teeing up a historic opportunity, the ramifications of which will be felt for generations.

Twin Pines interest and investment in Southeast Georgia will not last. But the Okefenokee will remain, and so too will the communities that depend on its well-being. Entrusting the fate of the swamp and its people to an out-of-state company and known bad actor would be a gamble of the highest stakes.

We must not relent on our efforts to protect the Okefenokee from mining. Contact Gov. Brian Kemp here, and state regulators at [emailprotected]

Ask that they protect Georgias own, as state leaders did decades ago, by simply rejecting the permits for this dangerous project.

Visit link:

Will the Okefenokee Swamp be Governor Kemp's conservation win or Georgia's loss? - Georgia Recorder

For almost 20 years, I have been working for, and on behalf of, the Australian government in the Pacific. And, like many of my Pacific Islander friends and colleagues, I was not shocked by the Solomon Islands security pact with China and the apparent blindsiding of Australia. Nick Warner, the former head of the Regional Assistance Mission to Solomon Islands, captured the challenge when calling for a fundamental reset of Australias bilateral relationships with the countries of the South Pacific. Hes far from alone.

We too have believed for a long time that a reset of relations is critical if Australia is to establish itself as an informed and valued partner of choice in the region. These changes need to happen at micro, granular, person-to-person levels, just as much as around macro policy decision-making, such as in reforms to the Pacific Australia Labour Mobility scheme advocated by both the current Coalition government and the Labor Opposition. This is particularly the case in countries where population sizes are among the smallest in the world and where the personal can and does rapidly become political.

The assumed technical processes of development were not led by the countrys own citizens, the only ones with the legitimacy and political capitalto navigate and give voice to such contextually sensitive issues.

To assist then with these collective calls and efforts to bring about such a relationship reset, I outline here three pieces of advice. As a caveat, these suggestions are not based on methodological rigour, but are simply a synthesis of the sentiments and frustrations that I have heard through my own relationships with Pacific Islanders over the last two decades, framed as steps that can be immediately and practically applied.

This blunt statement was whispered by a senior Pacific Islander officer as we observed the slow-motion failure of yet another aid investment aiming to reform national human resource development (HRD) planning in his country. The project was led by an Australian technical adviser and grounded in exemplary technical theory of what needed to change and how this would occur, prettily captured in a neat log-frame of linear assumptions of inputs-outputs-impacts. But every local person involved in the consultations knew that a lack of technical skills was not what was preventing reform of the national HRD system.

Millions of dollars had already been spent on exactly the same training, workshops, drafting of policy papers that this new iteration was again recommending; the blockages and drivers of change lay well below the surface a complex web of political and bureaucratic relationships, normalised behaviours and entrenched corruption. But no space was ever created for these realities to be discussed and explored as the assumed technical processes of development were not led by the countrys own citizens, the only ones with the legitimacy and political capital to navigate and give voice to such contextually sensitive issues.

But while the Australian consultant leading this particular project did seem imbibed with a heightened sense of her competency, which prevented her from being attuned to the wise words of my colleague, I could also see that she thought she was just doing her job within the conventional norms of overseas development programs: the recruitment of international experts to build the capacity of Pacific Islanders and fix their problems. But it is this underlying patronising approach of some aspects of aid implementation the frontline of Australias engagement in the Pacific that is a very real constraint to the cultivation of mutual respect.

As an immediate first step in changing our relations with the Pacific, Australia needs to stop calling every non-local consultant engaged by the Department of Foreign Affairs and Trade (DFAT) an adviser a term laden with unilateral superiority and call an end to the faade that externally-led technical solutions will bring about systemic changes in sovereign nations social, economic and political development. International collaboration, insights and resources can indeed be influential to the fostering of endogenous change processes, but only ever if the external actors involved in such collaboration understand their subordinate place in this dynamic, and first shut up and listen to the local drivers of reform.

Three exceptional examples of where DFAT has done this and thereby accrued significant influence and credibility are the locally led Vanuatu Skills Partnership, Women's Fund Fiji and the regional Balance of Power initiative, which all provide useful lessons.

As any anthropologist will tell us, identity and relational connection are intimately embedded in our use of language. While language skills are usually valued and held by those working in foreign affairs, the prioritising of the technical over the deeper drivers of human behaviour has again here, in my observation, diminished the quality of Australias relationships in the Pacific.

That is to say, just because English is widely used as a functional form of communication across the Pacific, it does not mean that this is the language in which Pacific Islanders prefer to communicate or the language in which discussions of national import take place. Yet the majority of formal meetings attended by Australian diplomats and their contracted consultants are held in English. And while we can legalistically state that English is an official language of many Pacific Island countries, being right doesnt always mean being effective.

Australias diplomats and their agents need to be in the places where the local languages are used to discuss the real issues at play in the local political economy if they want to avoid the blindsiding of recent months.

I have often thought too that a tacit condescension towards creole languages based in English, such as Bislama, Tok Pisin and Solomon Islands Pijin, means that native English speakers do not accord these local languages the same respect that we would their European and Asian counterparts its really just broken English. It is also telling that diplomats to non-Pacific Island countries receive at least a full year of pre-departure training in language and culture, whereas officers posted to the Pacific are expected to learn (or not) on the job. These attitudes and practices do not go unnoticed by our Pacific Islander colleagues.

Linked to this, Australias diplomats and their agents need to be in the places where the local languages are used to discuss the real issues at play in the local political economy if they want to avoid the blindsiding of recent months. These conversations rarely take place in high commissions, ministry buildings or at formal cocktail parties. They take place informally in nakamals, churches, family homes and villages and between local staff employed by DFAT and their programs outside of office walls.

If Australia wants to reset its relationship to one of a trust-based deeper significance and influence, it needs to work at its diplomatic representatives being welcomed and included into the places and languages where this trust is developed.

In the context of this current crisis, much has been usefully said about the disconnect between Australias approaches to climate change and the centrality of this issue for Pacific Island countries and the role this has played in increased perceptions of a lack of shared values and concerns. But this perception of a non-alignment on matters of fundamental bearing to Pacific Islanders is also mirrored in areas of a more personal dimension, namely the cultural and Christian beliefs that inform the worldviews, allegiances and behaviours of many people across the Pacific.

First, the importance of extended families and the essential obligations that these entail do not always seem well understood among Australian managers and colleagues, who often express exasperation at the absences from work necessitated by funerals, grieving periods and family commitments. But without grasping that access to an individuals trust through demonstrated respect for their broader family, tribal and kinship relations, it is difficult for outsiders to move beyond superficial niceties.

While it is the prerogative of Australians to hold whatever belief system they choose, it would serve our relationship-building interests to try and respect and understand better the deepest values of those with whom we seek to engage.

Similarly, relationships are stunted without an appreciation of the primacy of Christian belief in the lives of many Pacific Islanders. For secular Australians, Christianity is often disdained as contrary to all that is progressive, intellectually credible, and culturally appealing. Yet for many Pacific Islanders, a shared Christian belief and conviction in the spiritual dimensions of existence including adherence by some to so-called fundamentalist Christian doctrines and traditional belief systems are a defining factor in the strength of relationships and personal trust. Despite this, I have been in social and work gatherings where such beliefs are openly mocked and decried as backward and deluded, and where no concern has been given as to whether Pacific Islanders are present.

More practically, I have also been struck by the continuing tradition of high commissions holding their regular social networking events on Friday evenings in countries where a large proportion of the population, including influential leaders, are Seventh-day Adventists, and for whom Friday evenings are sacred. While it is the prerogative of Australians to hold whatever belief system they choose, it would serve our relationship-building interests to try and respect and understand better the deepest values of those with whom we seek to engage.

A reset of Australias relationship with Pacific Island countries is indeed necessary in the broader interests of security and prosperity in our region, but this will not be achieved without reflection on how relationships and influence actually grow between individuals as much as between countries. As Nick Warner advises, patience, trust, quiet communication, building relationships, thats what works. Seeking to authentically listen to and open our minds to the realities, interests and values of our Pacific Islander friends is a good place to start.

Read more from the original source:

Resetting Australia's relationship with the Pacific three ideas - The Interpreter

Design lovers have come to appreciate the practical, environmental and style advantages of vintage furnishings, said Anna Brockway, co-founder and president of Chairish. Vintage has proven to be the antidote to the supply chain snarl and rising inflation rates."

SAN FRANCISCO (PRWEB) May 11, 2022

Chairish, the leading online destination for chic and unique home furnishings, today announced the results of its annual Interior Designer Survey. With over 2,000 respondents, the survey results indicate a transformational shift in designer buying habits towards vintage home furnishings.

Seventy percent of designers surveyed said they are buying more vintage products today than they were at the same time in 2021. The popularity of vintage exploded in the past year with 98% of designers using vintage furniture and art in their projects, according to the survey. Of particular note is the insatiable vintage habit among designers in the Southeastern U.S., with 80% of local designers reporting they are buying more vintage today than a year ago. This is an especially influential trend given the population growth that took place in the region over the past two years.

Designers also revealed that 45% of a typical residential design project budget (which averages $270,000 in scope) now goes toward vintage furnishings and decor.

Demand for vintage furniture is booming for practical reasons, including vintages immunity to current supply chain woes and inflationary pressure, its sustainability benefits, and the stylish appeal of unique pieces. Designers report that by using vintage they can deliver their clients a one-of-a-kind look that isnt replicated elsewhere and do so on time and on budget.

When asked why they shop vintage over newly made:

I always start with vintage in my designs and build from there, said Zo Feldman, an interior designer based in Washington D.C. Buying pieces from the past that can never be re-created and are unique is special, and coincidentally, sustainable.

In 2020, supply chain issues in the broader home segment slowed the manufacturing and delivery of new goods and delays are continuing into 2022. By virtue of being already manufactured, vintage goods have not suffered these delays. In addition, consumers today are faced with inflation reaching a four-decade high. While prices on newly made goods have risen significantly, vintage pricing has stayed consistent, providing a much needed refuge from inflationary pricing.

Design lovers have come to appreciate the practical, environmental and style advantages of vintage furnishings, said Anna Brockway, co-founder and president of Chairish. Vintage has proven to be the stylish antidote to the supply chain snarl and rising inflation rates impacting the home furnishings industry right now.

Survey respondents ranked Chairish as the best source for home furnishings and art, earning the highest score of any resource in the last five years. Chairish is also accelerating faster in favorability among competitors including other marketplaces, design centers, industry events, and social media.

About Chairish Founded in 2013, Chairish is the leading emporium where designers and tastemakers shop for exceptional home furnishings and art. Named the #1 cant live without decorating app that will change the way you shop for furniture online by Architectural Digest, Chairish delights millions of shoppers with its expert curation of exclusive and diverse inventory, refreshing shopping experience and award-winning customer care. As a marketplace, Chairish is committed to building a more sustainable home industry thats kinder to the planet and supports the circular economy through the buying and reselling of vintage and antique pieces. Entrepreneur lists Chairish as one of the best entrepreneurial companies in America'' and USA Today readers named Chairish the "best place to shop online for furniture and home decor." Chairish has raised funding from investors such as Tritium Partners, Altos Ventures Ltd, Azure Capital and OReilly AlphaTech Ventures. Chairish Inc. is the San Francisco-based parent company of Chairish.com and Pamono.com.

Share article on social media or email:

Visit link:

Chairish's Annual Designer Survey Finds 70% of Interior Designers Are Buying More Vintage Today Than a Year Ago - PR Web

The Honourable Andrew Furey, Premier of Newfoundland and Labrador, and the Honourable Andrew Parsons, Minister of Industry, Energy and Technology, today announced the establishment of an expert panel to recommend potential approaches for the government to ensure maximum long-term benefits from the Churchill Falls assets, as recommended by the Muskrat Falls Commission of Inquiry.

Premier Furey, Minister Parsons and Jennifer Williams, President of NL Hydro, will be available to media in-person at the Media Centre, East Block, Confederation Building, at 1:00 p.m. The availability will be live-streamed on the Government of Newfoundland and Labradors Facebook page. Masks and physical distancing will be required for attendees.

Members of the 2041 panel are: Karl Smith (Chair), Rexanne Crawford, Jim Feehan, David Hay, Rick Hendricks, Dr. Linda Inkpen, Heather Jacobs, Dr. Nick Mercer, Jane Rowe, David Vardy, Jennifer Williams and Peter Woodward. See biographies in Backgrounder below. The Innu Nation, Nunatsiavut Government, and NunatuKavut Community Council were each invited to appoint an expert to serve on the panel. The Innu Nation chose Rick Hendricks, the Nunatsiavut Government chose Rexanne Crawford, and the NunatuKavut Community Councils appointee is Dr. Nick Mercer.

The panel has a mandate to recommend potential approaches for the government to ensure maximum long-term benefits from the Churchill Falls assets, the 5,428 megawatt generating station and associated transmission facilities in Labrador, including future upgrades and expansion to the facility (the Assets), given the expiry of the current contract in 2041. The Panel will educate the public and government on the current contracts implications for Newfoundland and Labrador. See the Terms of Reference in the Backgrounder below.

Should any matters arise concerning the terms of the Upper Churchill Redress Agreement, process accommodations will be made to respect Innu Nations commercial sensitivities.

Under the 1969 Upper Churchill Contract, Churchill Falls (Labrador) Corporation committed to selling Hydro-Qubec the vast majority of the power from the 5,428 megawatt Churchill Falls generating station for 70 years after first power in 1971. That contract will expire in 2041.

The Churchill Falls facility is owned by CF(L)Co and that corporation is owned 65.8 per cent by Newfoundland and Labrador Hydro and 34.2 per cent by Hydro-Qubec.

QuotesAlthough the expiry of the Upper Churchill contract in 2041 is 19 years in the future, it is a short period of time in terms of the utility planning horizon and to determine the best approach to ensure maximum benefits. I thank the members of the expert panel for committing of their time and expertise to advise on what will be a critical moment in our provinces future.Honourable Andrew FureyPremier of Newfoundland and Labrador

The establishment of an expert panel was a recommendation of the Muskrat Falls commission of Inquiry. It is important to start planning now to ensure that the province is able to maximize long-term benefits from the Churchill Falls generating station and other potential generation sites on the Churchill River in preparation for 2041.Honourable Andrew ParsonsMinister of Industry, Energy and Technology

As we look to the future and the expiry of the Upper Churchill contract in 2041, it is important that we bring together the right mix of people to examine the contract and prepare for negotiations. I commend the Premier and his government for establishing this expert panel and I am proud to be a member of the team.Karl SmithChair, 2041 Panel

30

Media contactsMeghan McCabeOffice of the Premier709-729-3960meghanmccabe@gov.nl.ca

Eric HumberIndustry, Energy and Technology709-729-5777, 725-9655erichumber@gov.nl.ca

BACKGROUNDER

Biographies of Panel Members

Karl Smith (Chair)Over the last three decades, Mr. Smith served in a number of progressively responsible roles within the Fortis Group of Companies, including Chief Financial Officer Fortis Inc. (1999-2003), President and CEO Newfoundland Power (2004-2007), President and CEO Fortis Alberta (2007-2014), and Executive Vice-President and Chief Financial Officer Fortis Inc. (2014-2018).

Mr. Smith graduated from Memorial University in 1981 with a degree in Commerce, and following retirement has assumed a role as Chair of the Universitys Faculty of Business Administration Advisory Board.

Mr. Smith is a former Chair of the Atlantic Provinces Economic Council (2014-2016), past Chair of the Canadian Electricity Association, and a retired member of the Chartered Professional Accountants Association (NL Branch). Mr. Smith currently serves on the Boards of Junior Achievement of Newfoundland and Labrador, Young Adult Cancer Canada, and Genesis Centre. He is also a Director of the Canadian Standards Association and co-Chair of the 2025 Canada Games Host Society.

Rexanne CrawfordRexanne Crawford, CPA, CA, of Happy Valley-Goose Bay, NL, is the Deputy Minister with the Nunatsiavut Governments Department of Finance, Human Resources and Information Technology.

She graduated with a Bachelor of Science degree in 1997 from Mount Allison University and a Bachelor of Business Administration from Memorial University in 2001. Ms. Crawford was first employed by Deloitte in St. Johns in the audit and assurance practice and went on to obtain the Chartered Accounting designation. In 2011, she returned home to Happy Valley-Goose Bay, accepting the position of Deputy Minister with the Nunatsiavut Governments Department of Finance, Human Resources and Information Technology.

Ms. Crawford is an active volunteer, giving freely of her time to advance education, sport and recreation in the community.

Jim FeehanDr. Jim Feehan is an honorary research professor at Memorial University. Originally from St. Johns, he is a graduate of MUN in economics and mathematics. He holds advanced degrees in economics from the London School of Economics and Carleton University. He has been a visiting professor at the University of Western Ontario, Carleton Universitys School of International Affairs, and the National University-Kiev in Ukraine.

Dr. Feehan has an international reputation in public finance and the economics of public investment, having published in academic journals in those areas. In 2003 and 2004 he was involved in a major international collaboration project dealing with public infrastructure, which was sponsored by the Economic Research Institute of Japans Cabinet Office. As well, he is a recognized expert on Canadian fiscal federalism.

Professor Feehan has also worked on public policy in Newfoundland and Labrador. He has published academic research on many provincial issues such as interprovincial trade, Churchill Falls, the health-care cost of smoking, sales taxes, Muskrat Falls, offshore oil development, fiscal federalism, municipal governance, and electricity policy.

Dr. Feehan was research advisor to the Royal Commission on Renewing and Strengthening Our Place in Canada and served on various advisory bodies including the Primary Care Advisory Committee and the Muskrat Falls Oversight Committee. For nine years he was the editor of the journal, Newfoundland and Labrador Studies, and is a former Director of the Institute of Social and Economic Research at MUN.

David HayDavid Hay is the Managing Director of Delgatie Incorporated (his own consulting firm). He is the former Vice-Chair and Managing Director of CIBC World Markets Inc., from 2010-2015. From 2004 until 2010, he was President and Chief Executive Officer of New Brunswick Power Corporation. Prior to that Mr. Hay was Senior Vice-President and Director with Merrill Lynch Canada and Managing Director of European mergers and acquisitions with Merrill Lynch International based in London, England. Mr. Hay spent the early part of his career as a practicing lawyer and taught at both the University of Toronto and University of New Brunswick. Mr. Hay was a Law Clerk to the Chief Justice of the High Court of the Supreme Court of Ontario from 1981 until 1982. Mr. Hay currently sits on the boards of Hydro One Limited, EPCOR Utilities Inc., and the Council of Clean and Reliable Energy. Prior directorships include Toronto Hydro-Electric System Limited, where he was Vice Chair, and Associated Electric & Gas Insurance Services Limited (AEGIS). Mr. Hay also chaired both the Beaverbrook Art Gallery and SHAD Canada.

Mr. Hay holds a Bachelor of Laws from Osgoode Hall Law School, York University and a Bachelor of Arts from the University of Toronto (Victoria College). He is a Fellow of the Ivey Energy and Policy Institute with the University of Western Ontario and holds an ICD.D certification from the Institute of Corporate Directors.

Rick HendricksRichard M. (Rick) Hendriks is the Director of Camerado Energy. Rick has 20 years of technical, environmental, regulatory and policy knowledge and experience of the electricity sector in Canada. He provides management consulting, strategic planning, analytical, research, negotiation, and consultation services to clients. Rick works with organizational leadership to envision, implement and achieve strategic, economic and environmental objectives. Trained in engineering, science and social science, he brings an analytical, structured and comprehensive approach to understanding, engaging and explaining the opportunities and risks of energy policies, plans and projects. An experienced negotiator, facilitator and educator, Rick supports clients seeking to build partnerships, to understand the implications of proposed projects and policies, to resolve historic disputes, and to intervene in regulatory processes to change the course of development.

Linda InkpenDr. Linda Inkpen served as Registrar of the College of Physicians and Surgeons of Newfoundland and Labrador since September 2014 and retired in November 2021. Dr. Inkpen graduated from Memorial University in 1969, 1970, 1972, and 1974 with degrees in Science, Education, Medical Science, and Medicine. She was chair of the board for Fortis Properties, is a past chair of Newfoundland Power, and was a director of the parent company, Fortis Inc. until 2010. Dr. Inkpen was President of Cabot College (now College of the North Atlantic) from 1987 to 1993, has been a lay member of the Newfoundland Law Society, and worked in many volunteer capacities.

Dr. Inkpen was a member of The National Round Table on the Environment and the Economy and a member of the Prime Ministers Roundtable on Science and Technology. She has been the recipient of many awards and honours, most notably Memorial Universitys Alumna of the Year Award, the Order of Canada, the Queens Jubilee Medal, the Queens Diamond Jubilee Medal, and Honorary Degrees from Memorial University and Mount Saint Vincent University. Dr. Inkpen currently serves as the Honourary Lieutenant Colonel, 1stBattalion, Royal Newfoundland Regiment.

Heather M. JacobsHeather M. Jacobs, QC is currently Special Advisor to the Department of Justice and Public Safety. Ms. Jacobs served as Deputy Minister of the Department of Justice and Public Safety on three occasions from 2015 to 2022. Prior to that time, Ms. Jacobs also served as Assistant Deputy Minister in the Department of Justice and Public Safety for nine years, managed the Government Services Unit within the Civil Division of the Department of Justice for four years, and served as a solicitor in the Civil Division for 13 years. Ms.Jacobs received her Bachelor of Commerce (Honours) from Memorial University in 1984 and Bachelor of Laws degree from York University (Osgoode Hall) in 1987. Ms.Jacobs was appointed Queens Counsel in 2015 and has been a practicing member of the Law Society of Newfoundland and Labrador since 1988. She has served as a member of the Nalcor Board (as government appointee) and sat independently in 2018. She has also served as the Chair of the Board of Directors of the Oil and Gas Corporation of Newfoundland and Labrador and a member of the Board of the RNC Foundation.

Dr. Nick MercerDr. Nick Mercer is a settler-researcher, who holds a Ph.D. in Geography and Environmental Management from the University of Waterloo, as well as a Bachelor of Arts and Master of Arts in Environmental Policy from Memorial University. Dr. Mercers research expertise includes renewable energy policy, the sustainability of off-grid energy systems, and participatory approaches to local planning.

Dr. Mercer lives in western Newfoundland. He holds a SSHRC Postdoctoral Fellowship within Dalhousie Universitys School for Resource and Environmental Studies and provides formal support to communities in Labrador in their pursuit of energy security and autonomy. Dr. Mercer works at the intersection of clean energy and community, ensuring that local rights, knowledge systems, and priorities are at the forefront of energy transitions.

Jane RoweJane Rowe serves as the Vice Chair, Investments at Ontario Teachers Pension Plan effective October 2020, and sits on the board of Cadillac Fairview, its real estate subsidiary. Previously she served as the Executive Managing Director and head of Ontario Teachers Equities department. Prior to joining Ontario Teachers, she held senior roles at Scotiabank, including Scotia Merchant Capital Corporation, the banks Canadian private equity fund, was President and CEO of RoyNat Capital Inc., Scotiabanks wholly owned mid-market merchant bank, and was President and CEO of Scotia Mortgage Corporation. Outside of Ontario Teachers, Ms. Rowe is a director for TD Bank Group and Enbridge Inc.

Ms. Rowe received a B.Comm. (Honours) from Memorial University, her MBA from York Universitys Schulich School of Business, and ICD.D certification from the Institute of Corporate Directors. She is an Advisory Board Member of Memorial Universitys School of Business, served on the Board of Governors at York University, and served as a Trustee for the United Way of Greater Toronto.

David VardyDavid Vardy served in a number of executive positions in the Provincial Government, including Deputy Minister of the Planning and Priorities Secretariat from 1975-1978, Clerk of the Executive Council from 1978-1985, President of the Marine Institute, Deputy Minister of Fisheries and Chair of the Public Utilities Commission. He is a former Director of the Public Policy Research Centre and currently an Associate of the Harris Centre at Memorial University. Mr. Vardy has received the Lieutenant Governors Award for Excellence in Public Administration awarded by the Institute of Public Administration of Canada, the Gold Medal Award from the Professional Institute of the Public Service of Canada. Mr. Vardy was one of the founding members of the Muskrat Falls Concerned Citizens Coalition and recently was a member of the Premiers Economic Recovery Team.

He holds a B.A. (Honours Economics) and a B. Comm.from Memorial, an M. A. in Economics from the University of Toronto and an M. A. in Economics from Princeton University, as well as an Honorary Doctorate from Memorial. He has finished all the requirements for a Ph.D. in Economics at Princeton University except for completion of the dissertation.

Jennifer WilliamsJennifer Williams was appointed President of Newfoundland and Labrador Hydro in February 2019 and assumed additional responsibility as interim CEO for Nalcor June 2021. Jennifer is now acting as President and CEO of NL Hydro. Prior to 2019, Jennifer had served as Vice President, Production, with NL Hydro since August 2016.Earlier positions include General Manager, Hydro Production, as well as Manager, Regulatory Engineering. Jennifer joined NL Hydro in 2014, having previously worked with both Newfoundland Power and the St. Johns International Airport Authority. A Memorial University graduate, Jennifer has a Bachelor of Civil Engineering and is a member and former member of the Board of Directors of the Professional Engineers and Geoscientists of Newfoundland and Labrador (PEGNL). Jennifer was awarded the Fellow of Engineers Canada in 2016 and was elected as a Fellow to the Canadian Academy of Engineering in 2020.

Peter WoodwardPeter Woodward is President and CEO of Woodward Group of Companies; President, Labrador Motors Limited; and President, Markland Realty Limited. Mr. Woodward serves as Director of: The Shaw Group, Emera, Newfoundland Employers Council & Battle Harbour Trust; and is past Director of AIMS. Mr. Woodward has previously served as chair of Labrador Health Corporation, Chair of Labrador College, Chair of Premiers Advisory Council. He has also previously served on the Board of Fishery Products International and on the Board of Newfoundland Power. Mr. Woodward graduated from Bachelor of Commerce, Co-op program at Memorial University of Newfoundland in 1981.

Churchill River Management Expert PanelTerms of Reference

Churchill Falls (Labrador) Corporation Limited (CFLCo), a subsidiary of Newfoundland and Labrador Hydro (NLH), entered into a long-term power contract with Hydro-Quebec

(HQ) in May 1969 (the Power Contract). The Power Contract provided for the development and subsequent sale of large amount of power produced at the Churchill Falls plant to HQ. The original agreement expired in 2016, but the automatic renewal clause extended the contract for an additional 25 years. CFLCo is also party to a Water

Management Agreement with Muskrat Falls Corporation (MFCo) in accordance with provincial legislation to coordinate the most efficient generation of power at both Churchill Falls and Muskrat Falls.

The Power Contract and the Shareholders Agreement expire on August 31, 2041.

Although that date is 20 years in the future, it is a short period of time in terms of the utility planning horizon and to plan for the role of this 5,428 MW asset in the provinces electricity system, to determine the best approach to ensure maximum benefits from the asset and other potential generation sites on the Churchill River.

On November 20, 2017 Government established a Commission of Inquiry (the Inquiry) respecting the Muskrat Falls Project (MFP), appointing Justice Richard D. LeBlanc as the sole Commissioner. Commissioner LeBlanc delivered his final report to Government on March 5, 2020. Recommendation 7 of the Inquiry report pertains to the Churchill Falls power contract expiring in 2041 as follows:

In preparation for 2041, government should appoint an expert panel with a mandate to determine the best approach to be taken by the Province in its attempt to ensure maximum long-term benefits from the Churchill Falls generating station and other potential generation sites on the Churchill River.

This panel should be properly funded, non-political and include experts who are best able to assist government in preparing for the negotiations with

Qubec. The panel should be required to report its progress to Cabinet on a regular basis.

Furthermore, the Premiers Economic Recovery Team final report recommended that the Province, Package the Churchill River resources as a single opportunity, including

Muskrat Falls, Gull Island, and the 2041 contract on the Upper Churchill, and seek federal government and private sector partners to maximize the economic value and its renewable energy potential.

At this time, the Province is seeking to convene an expert panel to fulfil its commitment to act on this recommendation of the Muskrat Falls Commission of Inquiry.

The Expert Panel shall consist of up to twelve members.

The panel will include members with professional accreditation and/or significant expertise in areas such as finance, law, engineering, economics and other categories of experience directly relevant to mandate and objectives of the Expert Panel.

Innu Nation, Nunatsiavut Government, and NunatuKavut Community Council may each appoint its own expert to serve on the Expert Panel.

The Chair would be selected by the Province from amongst the members of the Expert Panel.

The Expert Panel will be supported by Cabinet Secretariat and the Deputy Minister of Industry, Energy and Technology.

The Panel has a mandate to recommend potential approaches for the government to

ensure maximum long-term benefits from the Churchill Falls assets, the 5,428-megawatt generating station and associated transmission facilities in Labrador, including future upgrades and expansion to the facility (the Assets), given the expiry of the current contract in 2041. The Panel will educate the public and government on the current contracts implications for Newfoundland and Labrador.

Falls Power Contract, current operation and ownership of the Churchill Falls

Generating station by:

a) Reviewing the current contractual, financial and legislative arrangements for the 1969 Churchill Falls Contract between CFLCo and HQ.

b) Reviewing the potential alternative contractual, financial and legislative considerations for CFLCo and the Asset post-2041.

c) Reviewing the current and projected revenue streams to the Province from CFLCo, and what options the Province may have to increase such revenue (including the export sale of recall power and infrastructure upgrades to increase available power for export).

a) Advice on the development of a strategy for engagement with HQ for power export and/or sale.

b) Advice on the identification of opportunities to market energy from this asset for export to consumers in eastern Canada and the Northeastern US (through traditional transmission).

c) Advice on the identification of opportunities to market energy from this asset to companies that want to establish operations inside the province for local consumption (such as development of green steel).

d) Advice on the identification of opportunities to market energy from this asset to companies that want to establish operations inside the province for alternate export (such as hydrogen).

e) Advice on direction to NLH to begin engagement in potential markets.

5. MeetingsPanel meetings will be held on a monthly basis, with additional engagement as required.

2022 05 1112:00 pm

View original post here:

Expert Panel on Churchill Falls 2041 Announced; Premier Furey and Minister Parsons Available to the Media - News Releases - Government of Newfoundland...