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Category Archives: Resource Based Economy

From Extraction to Sustainability: Oregons Southern Coast and the Emerging Blue Economy – Daily Yonder

Posted: September 16, 2021 at 6:10 am

As rural towns become the new mecca for remote high-tech workers, getaway destinations for city dwellers escaping Covid, and refuges for people fleeing fire-ravaged regions, Southern Oregons coastal communities are collaboratively exploring emerging blue economies to create local, living-wage jobs while combating threats of climate change.

Gary Burns, a city council member in Port Orford, Oregon, has seen what a homogenous economy in a small town can lead to. For decades after logging left, this town crippled along, he said. Houses started to decay. Tourism was the only thing to grab on to. When your community is so small, you just dont have the same dynamic of bigger towns to draw in different kinds of manufacturing or companies to come in.

With increasing fears of global warming and its impact on Oregons coastal waters, regional business and organizational leaders are exploring ways to promote economic growth, through blue markets that merge traditional ocean livelihoods with innovative enterprises focusing on stewardship of marine ecosystems along with social and cultural inclusion.

In 2018 the Food and Agriculture Organization reported that approximately 350 million jobs worldwide are tied to the ocean or coastal economic activities, including aquaculture (the farming of fish, crustaceans, algae, and other marine organisms), which will be providing 60% of fish for human consumption by 2030. Situated along the worlds most pristine waters, remote southern Oregon coastal towns are poised to be key stakeholders in these rapidly evolving, sea-based industries.

In June of 2020, the state of Oregon and the Bureau of Ocean Energy Management (BOEM) committed to offshore wind energy planning. Three months later, The Confederated Tribes of Coos, Lower Umpqua, and Siuslaw Indians (CTCLUSI) passed resolution 20 083, Supporting Research Into Developing Clean, Renewable, Floating Offshore Wind Energy (FOW). Led by Mark Petrie, a 33-year-old enrolled member of the Hanis Band of the Coos Tribe, the resolution stated the following reasons for The Confederated Tribes to pursue FOW research: To assert Tribal sovereignty by taking a lead in becoming more energy independent; bring maximum socio-economic benefits to the Tribes traditional territory in the form of long-term, sustainable family jobs; and ensure the new use of ocean energy be developed in such a way as to minimize potential effects on the cultural and natural resources of the Tribe, ocean environment and its other responsible ocean users.

It was further resolved that the Tribe will seek to collaborate with other coastal tribes and regional or national intertribal organizations.

These are all really big things for our small little coastal town of Coos Bay, Petrie said. Having a possible wind project off of our small area here could change this area dramatically, and could also possibly change it in a negative way for cultural resources, natural resources. I wanted to make sure nothing was done while we werent at the table. Our chief says often, If youre not at the table, then youre on the menu. For tribes that is true a lot. When different agencies are working and divvying out the resources and looking at things, theyve not had tribes at the table very often.

A growing number of scientists, fishers, port directors, and community leaders believe its long past time to make sure all voices are at the table. If were going to find a future through the economic and climate changes ahead of us, we need to do it together, said Tom Calvanese, Oregon State Universitys Port Orford Field Station manager.

Over the last eight years, Calvanese has consulted with CTCLUSI researchers as the Port of Port Orford forwarded its redevelopment initiative and began raising capital to construct its state-of-the-art facility. The site plan includes a live fish processing center, marine research labs, retail space for future sea-based enterprises, and expanded ecotour and recreational access. To have a sustainable blue economy we must have a healthy ocean. My goal is to foster greater awareness across all sectors, from researchers to adventurists, to safeguard our seas, said Dave Lacey, owner of South Coast Tours.

The centerpiece of the plan is a 500 gallons-per-minute seawater retrieval system, pumping water directly from the ocean. Aaron Ashdown, a second-generation commercial fisherman, and the Ports president, explained its importance: Having live tanks provides added value for our catch. A live rockfish might bring $7 a pound versus $1.50 a pound if its dead. With Port Orford being so far removed from large cities like the Bay Area, Seattle, and Portland, our products are more valuable if they can be sold live.

If we are to turn around the ravages of time in these coastal communities, its critical to create family-wage jobs, added Calvanese. The Economics: National Ocean Watch (ENOW) reported the average for income tourist-based service sectors is $20,000 a year. In comparison, the fisheries sector and all its related industries is around $70,000. Through our redevelopment initiatives, we hope to create more opportunities for better paying, living-wage jobs.

In Bandon, thirty miles north, the ports partnership with a privately-owned dulse aquafarm originated from a joint effort with a grower in Port Orford. Its encouraging to see communities let go of the scarcity mindset and work together rather than competing for resources, said Jeff Griffin, the ports manager. There are endless opportunities to cultivate a thriving blue economy beyond the boundaries of our small towns, while also protecting our seas. In our water sampling project with the Coquille Indian Tribe, their resource management department gets the ease of access to monitor and collect vital scientific data. The Port gets a complete water analysis, ensuring we farm the highest quality marine-cultivated products that can be sold to restaurants, markets, and environmentally conscious industries locally as well as nationally.

Two thousand miles eastward, Kevin Bishop, a certified hemp grower in Marathon, Texas, population 380, depends on sea-based fertilizers and salmon/fish byproducts to farm organically. I buy many of my fertilizers from the Northwest. With all the refineries and contaminants in the Gulf of Mexico, the water here is too polluted, he said. The success of small, environmentally-conscious industries are interdependent, just like the environment. Whats happening in Southern Oregon can affect industries nationwide, for better or worse. With the mindfulness of the blue economy and sharing knowledge and resources, I think itll be for the better.

Forming value-centered partnerships within and across regions using a sustainable blue economy model can help fuel innovative industries within communities often left behind as infrastructure and resources get directed to more populated regions.

In a meeting along Bandons Port, Brenda Meade, Chairman of the Coquille Indian Tribe, addressed a multigenerational crowd, including community members, commissioners, business owners, sea industries, and representatives from the Oregon Department of Fish and Wildlife. Weve come to seek Port of Bandons support. With the worst salmon returns in the entire state of Oregon, salmon on the Coquille River could be extinct in less than three years, she said. If we dont start being good stewards and start fixing the problems weve caused, our salmon will be gone forever. I will not let this happen. Not on my watch. I could scream to our representatives in D.C., but no one is listening. It will take all of us here right, left, businesses and organizations right here, right now, to save this vital resource.

After fifty minutes of discussion, the port passed a resolution to join the Coquille Tribe in its efforts to reclaim salmon.

These remote southern Oregon coastal communities are at the epicenter of a precipitously changing seascape. We all live under the same sky. We all share the same waters, Calvanese said. Its exciting to see us all think more as a community about how we coordinate our efforts in a way thats beneficial to everyone, whether its here or anywhere in the world. In these seemingly remote towns, we are at the center of making a huge difference.

Additional reporting by Jan Pytalski.

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From Extraction to Sustainability: Oregons Southern Coast and the Emerging Blue Economy - Daily Yonder

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Ascendant Resources Announces After Tax NPV of $246 Million With an After Tax IRR of 55% From Its Preliminary Economic Assessment at Its Lagoa Salgada…

Posted: at 6:10 am

(All amounts referred to are in US$ currency)

PEA Summary Results

TORONTO, Sept. 13, 2021 (GLOBE NEWSWIRE) -- Ascendant Resources Inc. (TSX: ASND) (FRA: 2D9) ("Ascendant" or the "Company) is extremely pleased to announce robust economic results from its Preliminary Economic Assessment (PEA) at its Lagoa Salgada VMS project in Portugal. The PEA presents a low capex, low operating cost, high margin underground mining operation with strong economics and the opportunity for significant benefit to the Company, the local stakeholders, and will boost Portugals economy through exports, taxes and local employment.

The PEA was completed by QUADRANTE, a multidisciplinary engineering and consulting company with more than 23 years of activity and projects completed in Europe, Africa and the Americas, and mine planning, design and engineering undertaken by IGAN INGENIERA, an independent consulting firm specializing in mine planning and engineering for open pit and underground mining projects and operations based in Spain.

The PEA is based upon the Companys current Mineral Resource Estimate completed by MICON International reported in a NI 43-101 report dated March 26, 2021, updated on June 10, 2021, and focuses on the mining and processing of ore from both the North Zone and the South Zones at the Venda Nova area. The PEA demonstrates robust economics for Lagoa Salgada based on the current defined resources, however, the company anticipates that future exploration work to define additional resources should extend the mine life or increase the scale of the outlined operation.

Mark Brennan, CEO & Chairman of Ascendant stated, We are extremely pleased with the results from this new PEA which highlights the strong potential of the Project to deliver significant value to all stakeholders going forward. This PEA is transformative and one of the most significant milestones for Ascendant to date, demonstrating a high-quality project with strong economics and a progressive environmentally conscious mine design. Our consulting engineers and management team have set the basis for a quality feasibility study which is planned to start in Q4 2021. We look forward to completion of the Feasibility Study by the end of 2022, which should provide a solid foundation for the start of the build phase.

He continued, While the PEA has demonstrated potential for a very robust project, it is extremely important to reiterate that Lagoa Salgada is still in its infancy from a geological understanding perspective and is still in the discovery stage of the total resource endowment we believe is present on the property. There has been less than 40,000 meters drilled to date on the property and geophysical studies indicate that our qualified resources are just the beginning of the resource potential on the property. We believe this highlights the world class potential of the Lagoa Salgada property.

The PEA for the Lagoa Salgada Project is being prepared in accordance with National Instrument 43-101 (NI 43-101) Standards of Disclosure for Mineral Projects. The Company intends to file the final PEA on its profile on SEDAR (www.sedar.com) within 45 days of this news release.

The PEA is preliminary in nature and includes inferred mineral resources that are considered too speculative geologically to have the economic considerations applied to them that would enable them to be categorized as mineral reserves, and there is no certainty that the PEA will be realized.

Project Overview

The Lagoa Salgada Project is located within the north-western section of the prolific Iberian Pyrite Belt (IPB) in Portugal, approximately 80 km southeast of Lisbon and is accessible by national highways and roads. The Project is comprised of a single exploration permit covering an area of approximately 10,700 hectares.

The Iberian Pyrite Belt (IBP) is host to some of the worlds largest VMS deposits (80) and mines such as Neves-Corvo (Lundin Mining Corporation), Aguas Tenidas (Trafigura Mining Group) and Aljustrel (ALMINA). It represents the largest concentration of massive sulphide deposits in the world, forming an arch through Portugal and Spain about 250 km long and 30-50 km wide and has produced more than 1,750 million tonnes of massive sulfide ore and 2,500 million tonnes of mineralized stockwork over the past hundred years.

PEA Overview

The table below outlines the key project metrics on a 100% basis:

A financial model was completed based on the mine plan developed in addition to other inputs such as mining inventory and rates, processing throughputs and metallurgical recoveries, capital and operating costs, net smelter return (NSR) royalties, government royalty and taxation parameters.

Mineral Resource Estimates

The PEA is based upon the recently updated Mineral Resource Estimate summarized as of June 17, 2021, and has been estimated in alignment with the Canadian Institute of Mining, Metallurgy and Petroleum (CIM) Estimation of Mineral Resource and Mineral Reserves Best Practices Guidelines (CIM, 2019) and reported in accordance with NI 43-101 by MICON International. The PEA is based on the total combined resources of both the North and South zones at Lagoa Salgada as currently defined.

The details of the Mineral Resource Estimate are shown in the table below:

Mineral Resource Estimate for the North and South zones within the Lagoa Salgada Project - June 2021

LS Project North Deposit Resources Effective September 5, 2019, Reported at Cut-off Grades Shown in Table

LS Property South Deposit Updated Resources Effective June 10, 2021, Reported at 1.10% CuEq

Notes To Table1. Mineral resources unlike mineral reserves do not have demonstrated economic viability. The estimate of mineral resources may be materially affected by environmental, permitting, legal, title, taxation, socio-political, marketing, or other relevant issues.2. The mineral resources have been estimated in accordance with the CIM Best Practice Guidelines (2019) and the CIM Definition Standards (2014).3. The resources for the South Zone are reported at a cut-off grade of 1.10 % CuEq; for the North zone, resources contained in the Gossan and Stringer domains are reported at a cut-off grade of 2.5 % ZnEq, and within the Massive Sulphide domain at 3.0 % ZnEq.4. Totals may not tally due to rounding5. CuEq% = ((Zn Grade*25.35)+(Pb Grade*23.15)+(Cu Grade * 67.24)+(Au Grade*40.19)+(Ag Grade*0.62))/67.246. ZnEq% = ((Zn Grade*25.35)+(Pb Grade*23.15)+(Cu Grade * 67.24)+(Au Grade*40.19)+(Ag Grade*0.62)+(Sn Grade*191.75))/25.357. Metal Prices: Cu $6,724/t, Zn $2,535/t, Pb $2,315/t, Au $1,250/oz, Ag $19.40/oz, Sn $19,175/t8. Densities: GO=3.12, MS=4.76, Str=2.88, Str/Fr=2.88 (north Zone) & 3.00 (South Zone)9. MMlb: Million Pounds.

Mining Design

The mine is designed using a single access ramp from surface and will target the extraction of ore from both the north and south zones at a rate of 2.0 million tonnes per annum. The initial years will focus more highly on the north zone due to the higher grade profile with additional ore delivered from the south zone.

The proposed underground mine design incorporates a main decline, starting from the surface portal located close to the processing plant, which will be used to access the mine. This main access then splits into two independent declines , one for each mine zone (i.e., North and South). The underground mine is planned to support the extraction of 2.0 million tonnes of ore per year (Mtpa) through a combination of transverse sublevel stoping and cut&fill. Paste backfill is used in both mining methods to maximize ore recovery and productivity.

The use of an independent decline for each orebody, instead of one decline serving both zones, was chosen to reduce the initial Capital Cost (CAPEX) considering that production starts earlier in the North zone.

A fleet of LHDs (Load-Haul-Dump) and trucks will be used for material loading and hauling from production areas to the orepass system. From the orepass collecting points, trucks will be hauling the ore to the surface. Waste is also transported to the surface by trucks.

A pre-production development program will be required to provide access to the initial stoping levels in the North zone during the first two years. Production will start in the second year, reaching the nominal plant feed in the fourth year.

Based upon the current resources available, the mine life is estimated at 14 years, however, this excludes any benefit of future exploration. We note the North and South deposits remain open to depth and along strike, with additional satellite targets also available for future exploration. Relative to other operations in the IPB Lagoa Salgada remains relatively shallow with significant room to grow over time.

Metallurgy and Processing

Metallurgical test work has been carried out by Grinding Solutions Ltd. (GSL) as outlined in the Press Release dated September 9, 2021. Studies were conducted on the massive sulphide material form the North zone, Stockwork material from the South zone and on blended ore as planned under the mine plan. Results support that a conventional polymetallic process flowsheet capable of recovering coper, lead, zinc, gold and silver. The flotation tailings will be leached for additional gold and silver values. The oxide ore can be leached to recover precious metals. Tin will be recovered from processing the tails material by flotation.

The projected recoveries and concentrate grades are presented in the table below are estimated for the project based on recent test results and the extensive experience working with polymetallic ores in the IPB. Additional testing is planned to as the project moves towards feasibility.

Operating Costs

The PEA contemplates an underground mine from which mineralized material will be trucked to a conventional IPB crushing, grinding and floatation concentration plant located close to the main portal.

The operating costs were estimated using external databases, refined with benchmark costs from operations on the IPB. These costs were scaled to the estimated production rates and to the labor costs in Portugal. LOM operating costs are summarized in the table below:

Operating Cost Estimate

Average unit mining costs of $19.13/tonne were estimated based on the proposed mine plan, local cost benchmarking and experience from similar operations in other operating mines in the IPB and local conditions. It is envisaged that the mining operations will be carried out by a contractor.

Average processing costs of $15.89/tonne were estimated based on the design process flowsheet and considered process labour requirements and rates, as well as calculated consumption rates of reagents, consumables, electricity, and maintenance.

Capital Costs

Up front capital costs are estimated at $132 million, inclusive of a 10% contingency and closure costs. Up front capital costs have been minimized via a staged build out of certain life of mine infrastructure such as the tailing dam, paste backfill and a ramp up in the mine fleet as needed by production. Sustaining capital over the life of mine is estimated at $102MM million.

The accuracy range for the capital costs is expected to be 35% which is consistent with industry standards for a PEA. All costs are expressed in 2021 US$ and uses an exchange rate EUR:US$ of 1.2 where applicable. A summary of the Lagoa Salgada capital cost estimates is shown in the table below:

Capital Cost Estimate

Site Infrastructure

Lagoa Salgada is well situated to benefit from the well-established regional infrastructure to support mine development with access to skilled labour, roads, ports and the national electrical grid. Lagoa Salgada is situated in southern Portugal about 100km south west of Lisbon, in close proximity to the town of Grndola, and is currently accessed via paved roads to Cilha do Pascoal, followed by 4 km of gravel roads to the mine site.

The site will require an office, changeroom, shop and warehouse as well as storage for fuel, laydown areas, site fencing, and a security building. An allowance for a total of 2,600 m2of building space has been included in the PEA.

The anticipated direct infrastructure for the Project includes an electrical substation, paste plant, equipment maintenance workshop, refueling facilities, assay laboratory, office administration facilities and changing rooms, among others.

The tailings and waste rock disposal concepts were developed in full compliance with the most current standards for sustainable tailings management, including consideration of Best Available Practices (BAT) and Technologies. The method considered in the PEA includes co-disposal of filtered tailings and mine waste rock, in addition to the novel implementation of Geotubes for additional risk reduction for the dry-stacked tailings.

Exploration and Geological Potential Update

Current geological understanding suggests that the original spatial breakdown of the Venda Nova deposit at Lagoa Salgada into the North, Central and South deposits was arbitrary. This segmentation is due to the drilling pattern. Ascendant believes that mineralization continuity gaps are probably related to varying strike, dip, and plunge along the system further systematic drilling may prove that the known sectors are likely to coalesce into a continuous zinc-lead-copper VMS system, displaying local variation of mineralization styles and tenors: from secondary gossan to primary massive sulphide ending with peripheral primary/secondary stringer/fissure type mineralization. This interpretation is backed by continuity of the geophysical footprint.

Notably the current northern edge of the southern zone, that shows a North-Northwest plunge shows a significant increase in gold tenors. This zone warrants systematic drilling as it could reflect deeper stringer levels that can carry high precious metal grades. Surface and Borehole 3D Models show that all three Venda Nova deposits lie on continuous, coincidental Resistivity (Low) and Chargeability (High) anomalies with an estimated geological strike length of 1.7 km. Anomalies extend in a SSE to NNW direction from the South deposit to beyond the North deposit and terminating against the Alpine fault. Combined drilling and geophysical results indicate that the mineralization remains open beyond the current limits of drilling, along strike in both directions and down plunge/dip.

The known footprint of the large continuous system is constrained vertically by the depth of penetration of the IP/Res system, ~ 350 m. A deep penetrating Electro Magnetic (DEPM) survey will be completed in Q4 2021 aiming to image the roots of the IP/Res anomalies and test the existence of high-grade massive sulphide lenses below the current threshold of the geophysical footprint (350 m below surface)

Ascendant firmly believes that the large proven footprint of the Lagoa Salgada VMS system suggests high potential exploration upside at the property. Given the size of the system it is probable that the exhalative system recognized at Lagoa Salgada is associated with fertile deep-rooted fractures that may be related to additional stacked or lateral mineralized lenses.

Qualified Persons

Technical work on the PEA was guided by Charley Murahwi, M.Sc., P.Geo., Pr. Sci. Nat., FAusIMM, Senior Economic Geologist, Micon International Limited, who was also responsible for the resource determination and metallurgical results validation, who will act as the QP for the NI 43-101 report. Work regarding the site infrastructure was undertaken by Joo Nunes, Mining Engineer, BSc (Mine Eng), director of Quadrante, SA QUADRANTE, a multidisciplinary engineering and consulting company with more than 23 years of activity and projects completed in Europe, Africa and Americas. QUADRANTEs activity focuses across 7 main business Units Industry and Energy (including Mining Segment), Buildings, Transports, Airports, Environment, Water Utilities, and Construction Management and Supervision, QUADRANTE has been involved in recent years in several mining projects, mainly in Portugal, Spain, Chile, Mozambique, and Zimbabwe and has a staff of over 200 employees. The company has significant direct experience at numerous operations within the Iberian Pyrite Belt.

Mine planning, design and engineering it was the responsibility of PAblo Gancedo Minguez, Mining Engineer, BSc (Mine Eng), Director of IGAN Ingeniera, SL,IGAN INGENIERA, an independent consulting firm specializing in mine planning and engineering for open pit and underground mining projects and operations. Based in Spain, IGAN has completed projects across 8 countries and 3 continents for international mining companies (both private and publicly listed), equity firms and state-owned companies. The company has significant direct experience at numerous operations within the Iberian Pyrite Belt.

Metallurgical test work was carried out by Jon Rumbles, MCSM Project Metallurgist for Grinding Solutions Limited (GSL), a UK mineral processing services company with a strong technical knowledge on the mineral processing of the IBP ores and has been guided by Micon International, who was also responsible for the metallurgical results validation, resource determination and will act as the QP for the NI 43-101 preliminary economic assessment report.

The scientific and technical information in this press release has been reviewed and approved by Joo Nunes, Mining Engineer, BSc (Mine Eng), director of Quadrante and by Dr. Sergio Gelcich, P.Geo., Vice President for Exploration for Ascendant Resources Ltd. Both are all Qualified Persons as defined in NI 43-101.The QPs have reviewed and approved the technical content of this news release.

About Ascendant Resources Inc.

Ascendant is a Toronto-based mining company focused on the exploration and development of the highly prospective Lagoa Salgada VMS project located on the prolific Iberian Pyrite Belt in Portugal. Through focused exploration and aggressive development plans, the Company aims to unlock the inherent potential of the project, maximizing value creation for shareholders.

Lagoa Salgada contains over 10.33 million tonnes of Measured and Indicated Resources @ 9.06 % ZnEq and 2.50 million tonnes of Inferred Resources @ 5.93 % ZnEq in the North Zone; and 4.42 million tones of Indicated Resources @ 1.50 % CuEq and 10.83 million tonnes of Inferred resources @ 1.35 % CuEq in the South Zone at Venda Nova. The deposit demonstrates typical mineralization characteristics of Iberian Pyrite Belt VMS deposits containing zinc, copper, lead, tin, silver and gold. Extensive exploration upside potential lies both near deposit and at prospective step-out targets across the large 10,700ha property concession. The project also demonstrates compelling economics with scalability for future resource growth in the results of the Preliminary Economic Assessment. Located just 80km from Lisbon, Lagoa Salgada is easily accessible by road and surrounded by exceptional Infrastructure. Ascendant holds a 21.25% interest in the Lagoa Salgada project through its 25% position in Redcorp - Empreendimentos Mineiros, Lda, ("Redcorp") and has an earn-in opportunity to increase its interest in the project to 80%. Mineral & Financial Investments Limited owns the additional 75% of Redcorp. The remaining 15% of the project is held by Empresa de Desenvolvimento Mineiro, S.A., a Portuguese Government owned company supporting the strategic development of the country's mining sector. The Company's interest in the Lagoa Salgada project offers a low-cost entry to a potentially significant exploration and development opportunity, already demonstrating its mineable scale.

The Company's common shares are principally listed on the Toronto Stock Exchange under the symbol "ASND". For more information on Ascendant, please visit our website atwww.ascendantresources.com.

Additional information relating to the Company, including the Preliminary Economic Assessment referenced in this news release, is available on SEDAR atwww.sedar.com.

Neither the Toronto Stock Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX) accepts responsibility for the adequacy or accuracy of this release.

For further information please contact:

Forward Looking Information

This news release contains "forward-looking statements" and "forward-looking information" (collectively, "forward-looking information") within the meaning of applicable Canadian securities legislation. All information contained in this news release, other than statements of current and historical fact, is forward-looking information. Often, but not always, forward-looking information can be identified by the use of words such as "plans", "expects", "budget", "guidance", "scheduled", "estimates", "forecasts", "strategy", "target", "intends", "objective", "goal", "understands", "anticipates" and "believes" (and variations of these or similar words) and statements that certain actions, events or results "may", "could", "would", "should", "might" "occur" or "be achieved" or "will be taken" (and variations of these or similar expressions). Forward-looking information is also identifiable in statements of currently occurring matters which may continue in the future, such as "providing the Company with", "is currently", "allows/allowing for", "will advance" or "continues to" or other statements that may be stated in the present tense with future implications. All of the forward-looking information in this news release is qualified by this cautionary note.

Forward-looking information in this news release includes, but is not limited to, statements regarding the exploration activities and the results of such activities at the Lagoa Salgada Project, the ability of the Company to advance the Lagoa Salgada Project to a Preliminary Economic Assessment, and the ability of the Company to fund the exploration with funds from operations. Forward-looking information is based on, among other things, opinions, assumptions, estimates and analyses that, while considered reasonable by Ascendant at the date the forward-looking information is provided, inherently are subject to significant risks, uncertainties, contingencies and other factors that may cause actual results and events to be materially different from those expressed or implied by the forward-looking information. The material factors or assumptions that Ascendant identified and were applied by Ascendant in drawing conclusions or making forecasts or projections set out in the forward-looking information include, but are not limited to, the success of the exploration activities at Lagoa Salgada Project, the Company advancing the project to a Preliminary Economic Assessment, the ability of the Company to fund the exploration program at Lagoa Salgada with funds from operations , and other events that may affect Ascendant's ability to develop its project; and no significant and continuing adverse changes in general economic conditions or conditions in the financial markets.

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Ascendant Resources Announces After Tax NPV of $246 Million With an After Tax IRR of 55% From Its Preliminary Economic Assessment at Its Lagoa Salgada...

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Onshore wind turbine decommissioning presents economic opportunities for Scotland, says Zero Waste Scotland in first-of-its-kind report – Circular…

Posted: at 6:10 am

TitledThe future of onshore wind decommissioning in Scotland, the report finds that around 5,500 wind turbines will be decommissioned in Scotland by 2050 which, according to Zero Waste Scotland, represents a quantified opportunity to grow Scotlands remanufacturing sector in line with NetZero ambitions.

Todays report launch coincides with the opening of Renewable Parts Ltd.s new innovation centre, a Lochgilphead-based organisation supported by Zero Waste Scotlands Circular Economy Investment Fund, whose recent expansion signals positive domestic economic growth in Scotlands wind turbine refurbishment sector.

The ground-breaking report findings go on to identify a need for future reprocessing infrastructure and storage locations to support the demands of wind turbine decommissioning, as well as opportunities to increase skills and expertise in reuse and refurbishment in wind turbines in Scotland and creating green jobs.

Minister for Green Skills, Circular Economy and Biodiversity Lorna Slater said:There is a huge circular economy opportunity in Scotlands already thriving renewable energy sector. Scotlands renewable energy businesses have already helped to deliver significant reductions in our energy emissions and provided high quality green jobs. Now, with many of the first generation of turbines reaching the end of their working lifespan, we have an opportunity to repurpose those valuable materials into new energy infrastructure or for other high value use. By embracing the circular economy, Scotlands renewable sector can become even greener, while also delivering more high-skilled jobs in Scotland.

Wind turbine decommissioning presents an enormous opportunity for value retention within Scotland. End of life for the first generation of wind turbines is now upon us and we must invest boldly in the infrastructure and capabilities needed to reuse materials for on-going wind operations.

Iain Gulland, Zero Waste Scotland CEO, said: Like anything else, wind turbines and their parts require maintenance, refurbishment and eventually reach an end-of-life. In forecasting the scale of materials set to be released through wind turbine decommissioning, this report presents Scotland with a fantastic opportunity to embed circular solutions into the resource management of these materials.

Decommissioning and refurbishment of wind turbines will release valuable metals like steel and iron and component parts like gear mechanisms into circulation, thereby unlocking potential for economic gain. However, as these materials are currently exported for recycling, the Scottish economy is losing the value of these resources. Based on this reports findings, we have quantified the scale of the opportunity and I hope we can act to seize the economic opportunities represented.

Onshore wind decommissioning is fast-becoming a practical problem for many European countries. To date, across Europe, 34,000 turbines are known to be 15 years or older. There will be a big market for decommissioning onshore wind farms over the next decade and, if we act now, Scotland is in a prime position to provide a circular solution and establish competitive advantage.

James Barry, CEO of Renewable Parts Ltd, added: Wind turbine decommissioning presents an enormous opportunity for value retention within Scotland. End of life for the first generation of wind turbines is now upon us and we must invest boldly in the infrastructure and capabilities needed to reuse materials for on-going wind operations.

Refurbishment of component parts has already been successfully demonstrated through our work with wind turbine operators; decommissioning is the next step in this journey requiring major scale up to manage entire turbines. Our strategy to lead in this important area, creating the high skilled jobs and economic benefits, requires joined up, cross industry action, with operators, government and educational institutions all playing their part. This timely report neatly sets out the opportunity we must realise within Scotland.

This report follows Zero Waste Scotlands recent publication of the first set of Material Flow Accounts for Scotland, whichquantifies Scotlands material footprint for the first time. It shows us the materials we are extracting from Scotlands natural environment every year, as well as those which are imported, exported, and wasted.

Zero Waste Scotland plans to continue its work in resource mapping across different sectors to unlock opportunities as part of Scotlands NetZero transition and its development of a sustainable circular economy, as an essential response to the Climate Emergency.

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Post-COVID in Senegal: A reaffirmed commitment to sustainable, equitable and resilient development for all – Senegal – ReliefWeb

Posted: at 6:10 am

By its magnitude, its duration and the changes it has generated, the COVID-19 pandemic has very quickly proved to be a multidimensional crisis, affecting the health, social, economic and human spheres of our societies.

It has challenged our ability to adapt and to support the most vulnerable population groups. It has created new challenges and hindered, in Senegal as everywhere else, the progress that had been made in the implementation of the Sustainable Development Goals (SDGs) and the 2030 Agenda.

I would like to commend the State of Senegal for its organizational resilience. With the help of its partners, the Government found the necessary resources to enable the country to withstand the traumas caused by the crisis, contain their impacts and move forward.

Reducing inequalities: An ambitious plan to promote resiliency

And yet, the task was far from easy. The crisis affected various social groups and most economic sectors. The challenges faced by the employment sector were exacerbated, with significant effects: lower incomes, reduced access to goods and services, and increased pressure on formal and informal social protection systems.

The consequences were unavoidable: increased vulnerabilities, especially amongst women, children, youth and people living with disabilities. At the height of the crisis, these groups struggled to access certain basic social services and essential goods and services.

To respond to this situation, particularly harsh on young people - who represent more than half of the population - the Head of State launched an ambitious three-year emergency programme to promote youth employment and socio-economic inclusion. I welcome this initiative, which will certainly contribute to reducing vulnerabilities and building resilience.

The organizational resilience demonstrated by the Government of Senegal was also reflected in its ability to reallocate budget lines to priority sectors and to boost recovery by investing in vital sectors.

On the health front, I am pleased that the Government made vaccines quickly available to the most vulnerable. The Senegalese authorities, like UN's Secretary General Antnio Guterres, have advocated and continue to advocate tirelessly for vaccine equity.

Seizing opportunities that help achieve the SDGs

Paradoxically, times of crisis bring their share of difficulties, but also come with opportunities. We must harness these opportunities to rebuild our societies on more robust foundations and prepare the people to better withstand future shocks.

It is undoubtedly because he shares the same belief that the UN Secretary General called on UN Member States to make 2021 an "annus possibilitatis", a year of possibility and hope.

During the crisis, for example, Senegal saw a rise in e-commerce, which helped the country counterbalance the suspension of "traditional" trade activities caused by the lockdown. This trend, which is expected to increase thanks to the Government's digitization strategy, should promote job creation and boost economic recovery.

The 2030 Agenda: Our common roadmap for a lasting recovery

Naturally, we must not lose sight of our common roadmap, established since the adoption of the 2030 Agenda for Sustainable Development and its 17 SDGs, in 2015.

The pandemic certainly exacerbated structural fragilities and deepened preexisting inequalities. But we have an edge over this crisis, so to speak, and that is that all these fragilities have already been identified and factored in in the SDGs. The current crisis only reveals the urgency of stepping up efforts to achieve these Goals and to no longer leave anyone behind.

One could say, from this perspective, that the COVID-19 crisis gives us an unprecedented opportunity to resolutely and energetically embark on the path of sustainable development.

In this regard, I am very satisfied to see that in Senegal, all public policies, including those developed to address the pandemic, are built on the SDGs and, de facto, geared to reducing inequalities and addressing the needs of the most vulnerable.

What role should the international community play to help address such a crisis?

Acting in a multilateral framework is fundamental and coordinating the interventions of development partners is key to ensuring an effective response. The repositioning of the UN Resident Coordinator system decided by Member States in 2018 has shown the value of coordination in expanding the scope of the COVID-19 response and recovery interventions and in scaling up their impact.

Drawing on its experience and on the comparative advantages of its different entities, the UN Country Team in Senegal took action early on to help the Government and people of Senegal respond quickly to the crisis in the areas of health, logistics, security, economy, resource mobilization, communication, and advocacy, among others.

The UN country team has been fully committed alongside the Government and its partners to advancing the campaign for an equal access to vaccines for all, so that one day, this pandemic becomes no more than a distant memory.

The UN team has also supported the country's socio-economic recovery through the United Nations Framework for the Immediate Socio-Economic Response to COVID-19 and has contributed to the implementation of the Government's emergency programme for youth employment and socio-economic inclusion. Furthermore, the team is currently supporting the development of an important youth strategy called "Emerging Senegal Plan - Priority Youth 2035" (in French: "Plan Sngal mergent - Priorit Jeunesse 2035").

Because together we are strong and able to overcome the most complex challenges, I remain convinced that, like we did with previous battles, we will triumph over the COVID-19 crisis. Let us keep in mind, however, that we can only achieve that by first taking care of the most vulnerable among us.

*Written by Siaka Coulibaly, United Nations Resident Coordinator in Senegal, based on an earlier version of a blog originally posted in French by the UN Country Team in Senegal. Translated to English by the Development Coordination Office (DCO). To learn more about UN's work in Senegal, please visit https://senegal.un.org/. *

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More than 5000 wind turbines to be decommissioned in Scotland within next 30 years – Northern Times

Posted: at 6:10 am

There will be a big market for decommissioning onshore wind farms, Zero Waste Scotland says.

More than 5000 wind turbines will be decommissioned in Scotland within the next 30 years opening up the prospect of a green jobs boost, according to a new report.

The country's first forecast into onshore wind decommissioning was published by Zero Waste Scotland, whose chief executive highlighted the economic opportunities that could be on offer.

The report entitled The Future of Onshore Wind Decommissioning in Scotland finds that around 5500 wind turbines will be decommissioned in Scotland by 2050. Zero Waste Scotland says this represents "a quantified opportunity to grow Scotlands remanufacturing sector in line with net-zero ambitions".

The findings identify a need for future reprocessing infrastructure and storage locations to support the demands of wind turbine decommissioning, as well as opportunities to increase skills and expertise in the reuse and refurbishment of wind turbines in Scotland.

Scotland's minister for green skills, circular economy and biodiversity, Lorna Slater, said: There is a huge circular economy opportunity in Scotlands already thriving renewable energy sector.

"Scotlands renewable energy businesses have already helped to deliver significant reductions in our energy emissions and provided high-quality green jobs. Now, with many of the first generation of turbines reaching the end of their working lifespan, we have an opportunity to repurpose those valuable materials into new energy infrastructure or for other high-value use.

"By embracing the circular economy, Scotlands renewable sector can become even greener, while also delivering more high-skilled jobs in Scotland.

Zero Waste Scotland chief executive Iain Gulland said: Like anything else, wind turbines and their parts require maintenance and refurbishment and eventually reach an end-of-life.

"In forecasting the scale of materials set to be released through wind turbine decommissioning, this report presents Scotland with a fantastic opportunity to embed circular solutions into the resource management of these materials.

Decommissioning and refurbishment of wind turbines will release valuable metals like steel and iron and component parts like gear mechanisms into circulation, thereby unlocking potential for economic gain.

"However, as these materials are currently exported for recycling, the Scottish economy is losing the value of these resources. Based on this reports findings, we have quantified the scale of the opportunity and I hope we can act to seize the economic opportunities represented.

Onshore wind decommissioning is fast becoming a practical problem for many European countries. To date, across Europe, 34,000 turbines are known to be 15 years or older.

"There will be a big market for decommissioning onshore wind farms over the next decade and, if we act now, Scotland is in a prime position to provide a circular solution and establish a competitive advantage.

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Innovation–the launchpad out of the crisis – McKinsey

Posted: at 6:10 am

As companies prepare for the recovery from the pandemic, many leaders hope innovation will set them up for the next phase of growth. In this episode of the Inside the Strategy Room podcast, Laura Furstenthal, whose client work focuses on healthcare organizations and innovation transformations, and Erik Roth, leader of McKinseys global innovation practice, explain how to establish a sustainable innovation process. This is an edited transcript of the discussion. For more conversations on the strategy issues that matter, subscribe to the series on Apple Podcasts or Google Podcasts.

Sean Brown: Laura, perhaps you can set the stage. How do you define innovation in the corporate setting?

Laura Furstenthal: If you look up innovation in a dictionary, you see definitions like creating novel ideas or even just the word creativity. We believe you have to think about the impact, so our definition of innovation incorporates delivering net new growth that is sustainable, repeatable, and substantial. You can focus on new products, markets, customers, or business models, but however you measure it, innovation has to increase value and drive growth.

Erik Roth: The word substantial is really important. Organizations often experiment with incremental initiatives that take up a lot of resources, but if innovation is to be the growth engine, it has to be large enough to matter.

Laura Furstenthal: For successful organizations, innovation is a choice. It has to be backed by a commitment. Putting your organization on a new growth trajectory requires both deliberate action and resource allocation. However, while innovation is at the top of most organizations agenda, far more fail than succeed at driving successful innovation. In fact, 86 percent of executives we surveyed told us that innovation is a top three priority, yet fewer than 10 percent say they are satisfied with their organizations innovation performance.

Sean Brown: How should business leaders decide what innovations to prioritize, especially when there is still so much uncertainty?

Laura Furstenthal: We have found that every successful innovation throughout history has come at the intersection of three lenses: an unmet customer need, or the who; a technology that generates a solution, or the what; and a business model that enables you to monetize that solution, which is the how. Another way to think about it is to ask yourself the three questions. First, does what you are doing matter? Will customers benefit from it? Second, can you build it, and what technologies do you need to do that? And third, will it win? Is there an opportunity for the innovation to take on a market? Because all of these lenses are required for successful innovation, the best way to generate new concepts is to collide them in a very structured and purposeful way.

Every successful innovation comes at the intersection of three lenses. The lens we find organizations often spend the least amount of time on is building a scalable operating model.

Think about the famous inventor Thomas Edison. In every case, he did not just invent the what, he also invented a how. He was often not the first person to create the innovation, whether its the light bulb or the motion-picture player, but his unique contribution was to make it salable and scalable. In the case of the light bulb, he created the filament and the vacuum tube that allowed it to turn on and off, and he developed the production process that enabled mass production. Thats a great example of all three lenses, and the lens we find organizations often spend the least amount of time on is building that scalable operating model.

Sean Brown: You both mentioned that the innovation has to be substantial to merit the resources you allocate to it. How do you determine if the innovation concept will deliver that substantial outcome?

Laura Furstenthal: We often find that people come up with ideas and build business plans, laying out all of their assumptions, but those assumptions become assertions over time and their teams end up trying to prove that their assumptions were right rather than testing them. Instead of building a business plan, we recommend building what we call a reverse P&L: What would need to be true for this idea to meet your hurdle rate and get to the level that you would consider a success? Then take those assumptions and rank them by the level of uncertainty and the degree of impact they have on the business case, and test the highest ranked first. If those assumptions fail, you know you need to pivot early. We often find people test the customer interface first, but its the business model or the supply chain or the technology that require early testing.

If you are going to innovate, start with the size of the business you want and work backward. If nobody can conceive of a way to get it to that size, maybe its not the right business for your company.

Erik Roth: We recommend getting rid of business cases altogether. They are a waste of energy and time. I will go so far as to say they actually increase risk, for the reasons that Laura mentioned: everybody writes down their assertions, showing hockey-stick growth at the end, and I am willing to bet the models are dominated by market growth as the dominant variable, not growth driven by your innovation. If thats the case, there is no point in creating something. The point is, if you are going to innovate, start with the end goal. Start with the size of the business you want and work backward. If nobody can conceive of a way to get it to that size, maybe its not the right business for your company. Many teams then apply what looks like a new product development (NPD) process, which is a sequential risk-management tool. The problem is that innovation processes are iterative and learning based, not linear and risk management based.

Sean Brown: The past year has forced companies to get innovative to overcome constraints the pandemic imposed on us. What are your favorite examples of organizations coming up with clever and valuable solutions to these challenges?

Erik Roth: Its always interesting how the old becomes new again. The pandemic obviously hit retail in an unprecedented way, and retailers ingenuity in leveraging their store assets, retaining some level of customer experience, and reconnecting the brands with people was incredible. One of the more fun examples is Walmart using their giant parking lots as drive-ins to create entertainment and connectivity to the brand in a time when we were all hungering to be outside of our homes but still safe.

Sean Brown: Did innovation take a back seat during the pandemic at most companies?

Laura Furstenthal: We did some research looking at pre-COVID-19, during COVID-19, and the expectations for the post-COVID-19 environment, and we found that most organizations battened down the hatches during the crisis and focused on the core business, with the expectation that they would focus on innovation projects once they recovered from the crisis. So we asked, is this the right thing to do? We looked across multiple crises, including the SARS epidemic that ravaged Asia and became the impetus for widespread adoption of online transactions, and back to World War II when we saw rapid growth in manufacturing of convenience technologies to capitalize on the fact that women were working. During the financial crisis, stranded assets and an unemployed workforce spurred the sharing economy, among other things. The lesson is that those who innovate through a crisis come out stronger (exhibit).

Exhibit

Sean Brown: How do you determine if your organization has the capabilities it needs to innovate successfully?

Erik Roth: Innovation is a context-specific sport. However, our research on about 5,000 companies over the past seven years has identified about 100 activities that we know promote, support, and enable innovation, and that research allows us to quantitatively understand the state of play in terms of an organizations innovativeness. Those activities are grouped into eight categories that we call the eight essentials of innovation, and they in turn fall into four buckets. One is about strategy and portfolio, and another is about the ability to create distinctive value propositions that are not only products but business models and other forms of value creation. Launching and scaling up is another bucket, which refers to accelerating those innovations paths to market and making them as big as they can be. The last one is about mobilizing your culture and external partners so you get reinforcement and celebration of success.

Normally, organizations track their R&D spending or patents or other indirect indicators of innovation. We instead looked at how public companies stack up in terms of economic profit creation when they apply those essentials. Organizations that satisfy up to seven or eight of the essentials generate 2.4 times the amount of economic profit as their competitors.

Sean Brown: Can you offer any examples that illustrate what these activities involve, and how companies can determine whether they have those capabilities?

Erik Roth: Each essential has a test question. For aspire, for example: Does your organization find innovation or net new growth critical to meeting its future objectives, and has it cascaded those objectives down to the right parts of the organization? If you answer yes, then you are probably well on the way to meeting the biggest challenge of innovation, which is reallocating resources to the best opportunities. Why is that so hard? We use a heuristic to assess whether an organization is prepared to be a great innovator: Does it have a green box? The green box represents the gap between your aspiration and what your organization can expect to deliver on its regular growth trajectory. Say on one side you have todays revenue and on the other is revenue you want five years out. There are four ways to get from one side to the other. One is selecting the right market segments. If you did nothing else but get the average growth rate in those segments, that tells you your baseline. You could then outperform your competition through all the activities in your annual plan and some incremental innovation, such as ingredient changes or functionality improvements.

If you only do those two things, how close do you get to the five-year aspiration? Is it a small gap, no gap, or a big gap? Companies that have no gap are the ones that struggle the most with innovation. No matter how many times executives make speeches to inspire people to innovate, if the business model and the growth model tell employees, Just keep doing what youre doing, they will cheer at the speech, then keep doing what they were doingbecause there is no green box. The business can achieve its objectives by performing those first two steps. Sometimes M&A fills in the gap, which is the third way. But unless there is a green box designed into the strategic plan that only innovation can address, it is hard for an organization to reallocate resources toward risky propositions like innovations.

What is interesting is that when organizations dont have a green box and their executives get frustrated, they start creating appendages like accelerators and corporate venture-capital units and incubators that are meant to satisfy the green box but actually sit on the side and struggle. They might create interesting things but the core business does not need them to satisfy its growth ambition.

Sean Brown: How can companies identify the innovations that will fill that gap the green box represents and meet the threshold you mentioned of being substantial?

Erik Roth: Great innovation, as Laura said earlier, starts with a valuable problem to solve. It starts with the outcome, or the value of a potential opportunity. Then we use a formula. How many customers are excited about that outcome? How much do they pay today and how frequently does that occur? The most important thing, which is often forgotten or never asked, is the customers frustration levelwith the existing solutions. If that level is high, the likelihood of the customer switching and being willing to pay more goes up. You can quantify the opportunity using this formula and understand which problems are valuable and the degree of difficulty in solving them.

Sean Brown: So if I am a leader frustrated with the lack of innovation in my organization, Laura, what should I do tomorrow?

Laura Furstenthal: First, make sure you are reallocating toward the future. As we say, innovation is not an ideas problem, it is a resource reallocation problem. COVID-19 has caused a massive disruption and customer needs have changed. You probably have a long tail of innovation initiatives in your organization, and there is an opportunity to redeploy those resources toward a few big, bold moves that will really move the needle.

Secondly, embed flexibility. It is important to put a structure in place where it is not okay to say, This is the way weve always done it. You need to find the way we now do it and role-model that in your organization. Finally, hack your processes. Over time people develop a compliance mindset, risk aversion, and process discipline. They put in place various things that get in the way of what is at the core of innovation, which is finding ways to delight the customer.

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White House Coordinates Efforts of Departments of Energy, Transportation, and Agriculture to Meet the Grand Challenge: Reduce Aviation Carbon…

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ENGLEWOOD, Colo., Sept. 13, 2021 (GLOBE NEWSWIRE) -- Gevo, Inc. (NASDAQ: GEVO) is pleased to share the news that the U.S. Department of Energy (DOE), the U.S. Department of Transportation (DOT), and the U.S. Department of Agriculture (USDA) entered into memorandum of understanding (MOU) outlining the Sustainable Aviation Fuel Grand Challenge (the Grand Challenge). The Grand Challenge spells out action steps to reduce the cost, enhance the sustainability, and expand the production and use of Sustainable Aviation Fuel (SAF) that achieves a minimum of a 50 percent reduction in lifecycle greenhouse gas (GHG) compared to conventional fuel to meet a goal of supplying sufficient SAF to meet 100 percent of aviation fuel demand by 2050.

Secretary Jennifer M. Granholm of the DOE, Secretary Pete Buttigieg of the DOT, and Secretary Tom Vilsack of the USDA, along with NASA Administrator Bill Nelson and the Department of Defense represented by Secretary Frank Kendall III of the Air Force, all participated in the roundtable to discuss the details of the Grand Challenge. The MOU states that, increased production of SAF will play a critical role in a broader set of actions by the United States Government and the private sector to reduce the aviation sector's emissions in a manner consistent with the goal of netzero emissions for our economy, and to put the aviation sector on a pathway to full decarbonization by 2050. In recognition of the critical role that drop-in synthesized hydrocarbon fuels from waste streams, renewable energy sources, or gaseous carbon oxidesor SAFwill play in addressing our climate change crisis and its role for jobs and the economy, the Parties undertake this MOU to ensure the highest level of collaboration and coordination across our Agencies.

Dr. Patrick Gruber, chief executive officer of Gevo, shared his thoughts at a virtual White House Roundtable to discuss the future of SAF, along with other industry leaders. As a near-term goal, government and aviation stakeholders pledged to try to achieve 3 billion gallons of SAF production and reduce aviation-related emissions by 20 percent by 2030.

This is an exciting time for our industry, Gruber said. We are both honored and thankful to have been included in this collaborative event. Through Gevos current off-take agreements with Delta Airlines, Trafigura, Haltermann Carless, Air Total, and SAS, as well as the proposed collaboration with Chevron, we are ready to take on the Grand Challenge, and are already approaching a potential combined off-take of 250 million gallons per year of advanced hydrocarbon products, which include SAF.

According to the MOU, The activities underlying this MOU represent an investment in America that not only reduces our environmental impact, but also supports energy independence and creates jobs in agriculture, forestry, infrastructure, research and development and other areas where America already excels at production. This MOU also supports a just transition of the energy industry to a low carbon future. Environmental responsibility, equity and economic sensibility go hand in hand with this effort.

The Grand Challenge is a roadmap to a future that allows transportation growth to continue while flattening related carbon emissions, says Gruber. Its only through this type of cross-discipline effort that the effects are multiplied. Our Net-Zero 1 Project is expected to be the first of its kind to be convert renewable energy into SAF and other energy-dense, liquid hydrocarbons and we dont expect to stop there. Our vision is to reach a billion gallons by 2030, which will require additional facilities with the potential to achieve net-zero GHG emissions across the lifecycle of the fuel.

For agricultural based feedstocks, Gevo believes in working with farmers as partners, to encourage sustainable farming and regenerative agriculture and were delighted to hear Secretary Vilsacks thoughts about agriculture. Secretary Vilsack said during the event, USDA and American agriculture will make sustainable aviation possible in concert with our federal and industry partners and their stakeholders. We can expand our ability to power the nations aviation sector with fuel grown right here at home by hard-working Americans, while creating economic opportunity for American farmers, business owners and rural communities. Participating in SAF supply chains is also a big win for the aviation business, consumers and the planet.

In addition to Gevos approach to utilizing sustainable field corn as a feedstock for producing SAF and renewable gasoline, Gevo also believes in the technology to utilize cellulosic feedstock, such as wood residues.Gevo believes that the U.S. Department of Energys (DOE) Argonne National Laboratory model utilizes the most up to date, scientific carbon accounting. Argonne GREET is the premier science-based life cycle inventory model for determining GHGs and other sustainability attributes across the life cycle of a fuel. Gevo believes that by rewarding farmers to improve their agricultural practices, by capturing carbon, by reducing run-off, and by producing large amounts of protein, Gevo can address several problems at once. Gevo believes it is possible to make this world a better place, with better nutrition, while eliminating fossil based GHGs.A link to the White House fact sheet can be found here.

About Gevo

Gevos mission is to transform renewable energy and carbon into energy-dense liquid hydrocarbons. These liquid hydrocarbons can be used for drop-in transportation fuels such as gasoline, jet fuel and diesel fuel, that when burned have potential to yield net-zero greenhouse gas emissions when measured across the full life cycle of the products. Gevo uses low-carbon renewable resource-based carbohydrates as raw materials, and is in an advanced state of developing renewable electricity and renewable natural gas for use in production processes, resulting in low-carbon fuels with substantially reduced carbon intensity (the level of greenhouse gas emissions compared to standard petroleum fossil-based fuels across their life cycle). Gevos products perform as well or better than traditional fossil-based fuels in infrastructure and engines, but with substantially reduced greenhouse gas emissions. In addition to addressing the problems of fuels, Gevos technology also enables certain plastics, such as polyester, to be made with more sustainable ingredients. Gevos ability to penetrate the growing low-carbon fuels market depends on the price of oil and the value of abating carbon emissions that would otherwise increase greenhouse gas emissions. Gevo believes that its proven, patented technology enabling the use of a variety of low-carbon sustainable feedstocks to produce price-competitive low-carbon products such as gasoline components, jet fuel and diesel fuel yields the potential to generate project and corporate returns that justify the build-out of a multi-billion-dollar business.

Gevo believes that the Argonne National Laboratory GREET model is the best available standard of scientific-based measurement for life cycle inventory or LCI.

Learn more at Gevos website:www.gevo.com

Forward-Looking Statements

Certain statements in this press release may constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These forward-looking statements relate to a variety of matters, without limitation, including Gevos technology, the White House fact sheet and virtual roundtable, the production of SAF, the attributes of Gevos products, and other statements that are not purely statements of historical fact. These forward-looking statements are made on the basis of the current beliefs, expectations and assumptions of the management of Gevo and are subject to significant risks and uncertainty. Investors are cautioned not to place undue reliance on any such forward-looking statements. All such forward-looking statements speak only as of the date they are made, and Gevo undertakes no obligation to update or revise these statements, whether as a result of new information, future events or otherwise. Although Gevo believes that the expectations reflected in these forward-looking statements are reasonable, these statements involve many risks and uncertainties that may cause actual results to differ materially from what may be expressed or implied in these forward-looking statements. For a further discussion of risks and uncertainties that could cause actual results to differ from those expressed in these forward-looking statements, as well as risks relating to the business of Gevo in general, see the risk disclosures in the Annual Report on Form 10-K of Gevo for the year ended December 31, 2020, and in subsequent reports on Forms 10-Q and 8-K and other filings made with the U.S. Securities and Exchange Commission by Gevo.

Investor and Media Contact+1 720-647-9605IR@gevo.com

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Redrawing the lines: CFB submits maps with ag and amendments top of mind – Fence Post

Posted: September 4, 2021 at 6:00 am

The Colorado Independent Redistricting Commission has released their first staff maps of both the Congressional and Legislative districts. Colorado Farm Bureau submitted comments to the commissions and included their own maps for discussion and guidance as they advocate for the states agriculture industry and rural communities.

The Congressional map will determine the districts represented by U.S. House Representatives, and the Legislative map will determine the districts represented by state legislators. With the passage of amendments Y and Z, which were supported by CFB, the new redistricting body was created, and the passage required maps to be drawn to align communities of interest and to increase competitiveness.

In the groups submitted comments, president Carlyle Currier told the commissions it is important to recognize that rural Colorado is distinct and it is different from urban and suburban areas for the way it uses land, its sparse population, its transportation and infrastructure needs, and its agricultural and natural resource-based economy.

One of the new criteria for amendments Y and Z is competition. According to CFB vice president of advocacy Shawn Martini, is competition between districts so power could potentially be shifted between parties. It also requires that communities of interest be grouped together.

For rural Colorado, that could be agriculture, as rural economy is a distinct community of interest, Martini said. That was one thing we appreciated in the preliminary draft of the Congressional map specifically was two rural-dominated districts that werent encompassing of Front Range communities that dont share that agriculture and rural economy base that would water down that representation.

That watered down representation is currently seen in the 4th district which included Douglas County, an area that doesnt share a particular nexus with the remainder of the district. Martini said that leaves representatives like, for example, Ken Buck, attempting to be servants to two masters.

To aid the commission, CFB submitted their own versions of the maps as part of the public comment period. Those maps, Martini said, stay true to the spirit of the amendments but also recognize agriculture and rural Colorado as specific communities of interest. The maps also took into account the early stages of public comment submitted to the commission, making the maps responsive to those concerns as well. He said one of the main concerns was the splitting of counties making one county represented by two different districts.

When you begin to draw the maps, thats a hard thing to do to make them balance with all the other considerations, he said. I think we were pretty successful with only three counties in the two legislative maps that are split and most of the counties that have multiple districts warranted by population dont have districts that extend beyond the county boundary.

In the letter CFB sent to the commission, Currier pointed out the broad disconnect between the wider population and the people that make up the industry that feeds it.

This separation from the farm and ranch means that 99 percent of the population does not understand how agriculture can be impacted by monetary policy, employment regulations, federal nutrition programs, environmental laws, international trade, land-use policies, wildlife management, public lands administration, banking regulations, transportation infrastructure, tax policy, public and higher education, accounting standards, wireless and broadband construction, national monument designations, the Endangered Species Act, oil and natural gas production, and even congressional and legislative redistricting, just to name a few, Currier wrote, This is just a short list of a much larger panoply of policy areas that impact agriculture. These stark differences often require specialist legislators who understand this and can help mitigate it.

Former state Sen. Greg Brophy said the proposed Congressional map is a good start, in that it treats rural Colorado as well as he said possible.

I like the concept of having a seat that all of eastern Colorado is in, that doesnt have any part of suburban or exurban parts of the metro area attached, he said.

Brophy said the draft also keeps western Colorado together for a rural district as well. The Legislative maps, he said, were rougher. The committee is forced to make one of two decisions with regard to the state legislative map. The map can either give one large single Senate seat that covers all of eastern Colorado that excludes any exurban areas along the Front Range, or two can be drawn as was done on the staff drawn map that splits eastern Colorado but goes to I-25. This option would likely result in both seats going to legislators along the Front Range.

The same goes for the state House, he said. Do you go for three rural Colorado-influenced seats or two fully eastern Colorado seats?

The district maps are redrawn every 10 years. Brophy said for the past 20 years, the state legislative maps have been gerrymandered to fit Democrats and have been recognized as some of the most heavily gerrymandered maps in the nation.

There have been multiple times since 2001 where Republican candidates for the state House have garnered well over 50% of the total votes statewide but did not achieve 50% plus one of the seats in the legislature, he said. Thats how you know the map is terribly gerrymandered.

For example, under the new commission and amendments, a county like Douglas should not be grouped with eastern Colorado counties, as it doesnt share the economic interests of oil and gas or agriculture.

The Commissions final rounds of virtual public hearings begin Sept. 7-10 for the Congressional Commission and Sept. 17-18 for the Legislative Commission. More information is available at redistricting.colorado.gov.

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The B.C. economy has fundamentally changed. Are we ready for tomorrow? – BCBusiness

Posted: at 6:00 am

Ive come up with a set of rules that describe our reactions to technologies:1. Anything that is in the world when youre born is normal and ordinary and is just a natural part of the way the world works.2. Anything thats invented between when youre 15 and 35 is new and exciting and revolutionary and you can probably get a career in it.3. Anything invented after youre 35 is against the natural order of things.Douglas Adams

For Jill Tipping, that observation by late science fiction author Adams gets at the urgent need to shift our thinking about the B.C. economy and its future.

Tipping is president and CEO of the BC Tech Association, which recently published A New Economic Narrative for British Columbia. The reports thesis: Our economy isnt what we tell ourselves it is. We still cling to the 20th-century image of B.C. as mostly an exporter of natural resources. But in fact, over the past three decades, weve become a knowledge and service-driven economy.

How I would describe the call to action in this report is that its no longer enough to describe that were experiencing economic growth, Tipping says. We actually need to understand the why so that we can understand if its sustainable or not.

The report presents B.C. as a small, open economy at an inflection point in a rapidly changing world. If physical assets drove economic growth, resilience and competitiveness during the previous century, the service economy of the 21st century hinges on intangible assets such as data and intellectual property.

Just look at B.C., where services now account for 75 percent of gross domestic product, 80 percent of jobs and 50 percent of exports. To plan for the future, we have to understand where we came from, but weve got to get our feet grounded in where we are today, Tipping says. I think the conversation continues to be dominated by things that were true 30 years ago but actually arent true today and definitely wont be true tomorrow.

Despite growing affluence in North America, COVID has been a reality check for the world, Tipping notes. So have the chaotic U.S. withdrawal from Afghanistan and the 2016 election of Donald Trump, which could signal the end of the expansionist, globalist era, she says.

I think today, were sort of at a place of, oh, I dont know, maybe theres more tension in the world than I thought there was, and perhaps the climate crisis is more serious than I thought, and the transition off oil and gas is sooner than I thought, Tipping says.

Economic growth is a good thing, but economic growth that doesnt drive increased shared prosperity is going to be a challenging thing, she adds. And economic growth thats based on industries that might be grandfathering or not growing as fast as they once did isnt as good as economic growth thats driven by industries that are globally growing and going to be sustainable sources of economic growth for the next 30 to 50 years.

On that note, Tipping sees opportunity for B.C., whose technology industry keeps spilling over into other sectors. Adjacent industries are becoming tech industries, and every industry is becoming tech, she says. As a consequence of that, its going to be a growing share of jobs.

The provincial government projects that from 2019 through 2029, professional, scientific and technical services will see 2.5-percent annual job growth. But based on recent member surveys, BC Tech expects that category to expand by 10 to 15 percent annually during the same periodgenerating 88,000 more jobs than the government forecast of 98,800.

Thats good news, but when it comes to measuring the economic impact of the tech sector, were still using 20th-century methods, the report maintains. For example, the current North American Industry Classification System (NAICS) doesnt separate technology and digital businesses from professional, scientific and technical services. At the same, time theres little provincial and federal data on B.C. services exports.

Talking to civil servants at both levels of government, Tipping has found them interested in gathering better data. Its a challenge to find the time and the money and the teams to invest in the new, she says. But I do think theres a shared understanding of the challenge and the need to adjust to this question.

To help shape the new economic narrative, BC Tech lays out three steps. First and foremost is to really embrace data, Tipping says. Lets understand todays economy, because we dont have enough information is what is driving 80 percent of our economy.

With that in mind, Tipping would like to see the provincial government make use of her organizations report as it develops a new economic plan due this fall. Were hoping to be influential as part of that on the kinds of questions that need to be asked and answered, and specifically with a focus on the data capture piece.

But her bigger ambition is to change the conversation, so that hopefully, three years from now, it isnt the case that 80 percent of the jobs get 5 percent of the conversation, she says. Thats something thats a longer-term play, but even the way the report has been received so far and the conversations weve had so far, I am pleasantly surprised by the interest that were getting within government as well as in wider society.

Step 2: Face reality. Lets just understand that technology innovation isnt a choice, it isnt an option anymore. Its a fact, and its been a fact for 20 years, and its what is driving prosperity and growth globally, she says. Sometimes I think in B.C., its seen as icing on the cakeor, If we have time for that, we will. Its the cake, OK? Its become the cake.

And Step 3? There are three priorities in this new economic narrative, and they are talent, talent and talent, Tipping says. We must stop seeing people as a cost or an afterthought. Theyre the fundamental unit and driver of wealth, of prosperity, of growth. And if we invest in people, whether thats through education or infrastructure or their ideas or their entrepreneurship or their innovation about new ways to create value for old industries, whether its in B.C. or elsewhere, its the easiest money you could possibly make.

Having previously spent several years with energy multinational Schneider Electric as VP operations and CFO of its solar business, Tipping knows about making money the hard way. It is a really tough business, she says. Its constantly focused on taking costs out. You will win in the energy business if you have the lowest-cost, most consistently efficient supplier.

The drivers of the talent economy are completely different, Tipping notes. You will win in the talent economy if you enable creativity and innovation and fast business cycles, and constant nourishment and enrichment and bringing in new ideas and products.

Working in that new economy is more enjoyable, too, she says. Its more fun to earn your living in something thats sustainably profitable and constantly interested in new ideas.

The BC Tech report also highlights the changing nature of economic competitiveness, which sees taxes play a smaller role than intangible assets, innovation and investment in people.

I would say weve moved from a time when capital was constrained to a time when talent is constrained, Tipping says. In other words, human labour and talent have become the scarce resource. If you optimize for that resource, you will be a winner and a success in todays economy and the future.

Given its strong education and health-care systems, and the fact that generally speaking, its a safe and welcoming society, B.C. should be far ahead in that department, Tipping reckons. Its a bit hokey to say it, but if we can get as good as mining whats in peoples minds as we were at mining whats in the ground, thats the source of value for the future.

For Tipping, it comes back to what she calls the infrastructure of the people economyeducation and re-skilling, but also affordable housing and good public transit.

Its important to have a stable and predictable environment, she says. But maybe thats not the most important thing anymore. The most important thingand this is certainly what I believeis to be a great place for human talent to thrive. And if you are optimized for that, then industry and post-secondaries and governments and all players in the economy will find themselves with the wind at their backs.

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The B.C. economy has fundamentally changed. Are we ready for tomorrow? - BCBusiness

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Investing In Our Greatest Resource | Office of Governor Pete Ricketts – Governor Pete Ricketts

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Investing In Our Greatest Resource

By Governor Pete Ricketts

August 31, 2021

Governors official photohere.

Over the past year, Nebraskas economy has been booming, creating more and more great opportunities here in the Good Life. We currently have the lowest unemployment rate in the nation at 2.3%. That equals our states lowest rate ever and is less than half of the national unemployment rate of 5.4%. According to Local Area Unemployment Statistics from the Nebraska Department of Labor, 92 of our 93 counties have an unemployment rate at or below 2.7%. Statewide, our manufacturing employment is above pre-pandemic levels and has reached its highest point since the Great Recession (October 2008).

Job opportunities abound. The States job site (NEworks.nebraska.gov) listed over 49,000 open positions on August 29th. WalletHub recently ranked Nebraska as the #2 state in the U.S. to find a job, and it named Lincoln and Omaha as the top two cities in the nation bouncing back the strongest from coronavirus. While this strong growth has led to plenty of opportunities, it also presents a challenge for businesses that are looking to grow. Companies are having difficulty hiring people to fill all of the jobs theyre creating.

To address this, were taking steps to help Nebraskans get the skills and education needed to take the great-paying jobs being created in our state. Were approaching this in a strategic way by building a talent pipeline to help prepare students for high-wage, high-demand careers here in Nebraska. Our pipeline starts in middle school with the Developing Youth Talent Initiative (DYTI), which familiarizes kids with jobs in fields like engineering or manufacturing. This summer, we awarded our latest round of DYTI grants to Behlen Manufacturing Company in Columbus and Great Plains Health in North Platte.

After participating in DYTI, students can take part in a career academy at the high school level. These academies provide hands-on learning experiences, job shadowing, and mentoring to further prepare students for professional life. High school graduates can then apply for Nebraska Career Scholarships. These scholarships help offset tuition for college students in fields of study, such as engineering and IT, where theres a big need for skilled professionals. Earlier this year, I worked with the Legislature to expand the Career Scholarship program to private colleges and universities. This brings the total number of career scholarships to at least 2,110 by 2023.

In addition to these programs, were partnering with local companies to offer a variety of apprenticeships to studentsboth in high school and college. Since January 2020, the number of Registered Apprenticeships has grown by 14 percent with 1,511 new apprentices enrolled. These apprenticeships give students the opportunity to gain on-the-job skills, while simultaneously earning income and coursework credits. Earlier this month, I joined CLAAS for the grand opening of their innovative new training academy, which offers German-style apprenticeships in west Omaha. Its part of the Industry Consortium for Advanced Technical Training (ICATT) program created by the German American Chamber of Commerce of the Midwest. Based on the German dual-education philosophy, ICATT apprentices gain valuable workplace knowledge while studying for industry certifications and an associate degree in their chosen field.

Some companies are blending a variety of strategies to recruit the next generation of Nebraskans to work for them. Reinke Manufacturing in Deshler is a great example of a Nebraska business that has proactively invested locally to build its workforce. A two-time DYTI award recipient, Reinke has used the grants to educate students on coding and robotics. Before working with DYTI, Reinke launched a welding program at Deshler High School and donated the equipment used to train students over a decade ago. The manufacturer has also funded scholarships at the Nebraska College of Technical Agriculture (NTCA) and contributed a GPS-equipped center pivot for use in NTCAs field laboratory. This long-term engagement with area schools is exactly whats needed for companies to meet their demand for talent.

As we work to recruit and retain the talent businesses need to grow, we are also pursuing strategies beyond the classroom. Military service members have valuable skills they learned while on active duty, and they add immense value to our businesses and nonprofits as they pursue a new career in civilian life. In recent years, weve taken a number of steps to make Nebraska a more attractive home for them and for their families. This year, I successfully worked with the Legislature to pass LB 387, which provides a 100% tax exemption on military retirement benefits. In April, we announced the Veterans SkillBridge. Overseen by the Nebraska Department of Economic Development, the program creates connections between Nebraska employers and military members during their final 180 days of service, giving participants a chance to explore the best fit for their specific talents and interests after transitioning out of military service. This spring, we also launched the Military Spouse Transition Program to help military spouses moving to Nebraska identify job opportunities in state government. Additionally, I signed legislation this year to make it quicker and easier for military spouses licensed in another state to obtain a teaching permit after moving to Nebraska. These are just a few of the steps we have taken.

To keep our growth going, we will find innovative ways to develop our people so they can take some of the thousands of great-paying jobs right here in Nebraska. If you have questions about the States workforce initiatives, or any other matter, please email pete.ricketts@nebraska.gov or call 402-471-2244. The Good Life is powered by the hard work of our people, and well continue to provide the tools and training Nebraskans need to achieve their dreams.

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Investing In Our Greatest Resource | Office of Governor Pete Ricketts - Governor Pete Ricketts

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