NEW YORK, NY / ACCESS Newswire / September 30, 2025 / COP 29 came and went like the 28 before it: speeches polished to perfection, headlines filled with urgency, and an outcome that changed almost nothing. Three decades of summits and still the world burns plastics instead of recycling them, still accepts fire-safety claims that collapse under pressure, and still mistakes diplomacy for progress.
The UN Plastics Treaty conferences have followed the same pattern. Intent has never been the issue. Nations arrive with lofty goals, banners of ambition, and carefully worded declarations. But years of negotiations have delivered the same story arc: bold frameworks that wither under pressure, vague targets that slip quietly off the agenda, and another round of meetings scheduled to “finalize” what was supposed to be settled long ago. The intent deserves praise. The outcomes deserve scrutiny.
That is why SMX (NASDAQ:SMX) matters. Where diplomacy has stalled, SMX brings enforcement at the molecular level. Its technology embeds proof directly into materials, transforming promises into verifiable results and making sustainability measurable, enforceable, and trusted across borders.
The difference comes down to language. Diplomacy speaks in pledges, policies, and position papers. SMX speaks in proof. One can be debated. The other can be scanned. And in a world drowning in broken promises, only proof can cut through the noise.
Diplomacy Requires A Universal Language of Proof The uncomfortable truth is this: diplomacy has had its chance. Nearly thirty years of it. The language has evolved, the communiqués have lengthened, and the photo ops have multiplied. However, emissions continue to rise, plastics accumulate, and real-world safety disasters persist, underscoring that promises are no substitute for proof.
Diplomacy falters because consensus is fragile. Every nation arrives with different priorities, and every delegate guards their own interests; the result is watered-down targets that no one can measure or enforce. Policy by negotiation always collapses on contact with reality.
Technology, by contrast, is universal. A molecular marker embedded into plastic in Singapore works the same way in Sweden, South Korea, or São Paulo. A scan confirming flame-retardant safety in Canada is identical to one in California. Proof doesn’t care about borders, politics, or bargaining positions. It is the one language every regulator, insurer, manufacturer, and consumer can understand.
That’s why SMX’s system is so disruptive. It creates clarity where negotiation creates fog. Every recycled material, every under-the-radar plastic, every safety claim is no longer a matter of debate but a matter of fact.
From Ballrooms to Factory Floors The futility of COP 29 and the UN Plastics Treaty wasn’t just their failure to achieve consensus; it was the spectacle of it all. Delegates fly in, luxury hotels are booked, gala dinners are staged – and then the same empty pledges are recycled alongside the plastics they never manage to regulate. The problem is not a lack of ambition; it is the absence of enforcement.
SMX bypasses that cycle entirely. In Singapore, its work with A*STAR is turning national policy into an enforceable reality through a plastics passport platform. In Europe, its planned partnership with REDWAVE brings verification to the factory floor, where compliance is measured continuously in real-time. And in North America, with NAFRA, flame-retardant safety is finally shifting from datasheets to molecular scans.
This is how change actually scales. Not through press releases at the close of conferences, but through tools embedded in production lines, products, and supply chains. Technology is enforcement. Enforcement is trust. And trust is the foundation of functioning markets.
The End of Negotiated Sustainability The era of negotiated sustainability is over. It has been tried, and it has failed. What COP 29 and the UN Plastics Treaty proved, if nothing else, is that words alone cannot change the physics of plastics, the chemistry of fire, or the economics of waste. Those realities yield only to technology that works at the level where the problems exist: inside the materials themselves.
SMX represents that shift. It isn’t another pledge, another target, or another diplomatic declaration. It is a platform where governments can regulate with certainty, industries can operate with confidence, insurers can price risk accurately, and consumers can trust the products in their hands.
Diplomacy was supposed to deliver that. It never did. Technology just did.
And history will not remember the meals in Paris, Geneva, or Dubai. It will remember the moment sustainability stopped being negotiated and started being proven – molecule by molecule.
About SMX As global businesses face new and complex challenges relating to carbon neutrality and meeting new governmental and regional regulations and standards, SMX is able to offer players along the value chain access to its marking, tracking, measuring and digital platform technology to transition more successfully to a low-carbon economy.
Forward-Looking Statements The information in this press release includes “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements include, but are not limited to, statements regarding expectations, hopes, beliefs, intentions or strategies regarding the future. In addition, any statements that refer to projections, forecasts or other characterizations of future events or circumstances, including any underlying assumptions, are forward-looking statements. The words “anticipate,” “believe,” “contemplate,” “continue,” “could,” “estimate,” “expect,” “forecast,” “intends,” “may,” “will,” “might,” “plan,” “possible,” “potential,” “predict,” “project,” “should,” “would” and similar expressions may identify forward-looking statements, but the absence of these words does not mean that a statement is not forward-looking. Forward-looking statements in this press release may include, for example: matters relating to the Company’s fight against abusive and possibly illegal trading tactics against the Company’s stock; successful launch and implementation of SMX’s joint projects with manufacturers and other supply chain participants of gold, steel, rubber and other materials; changes in SMX’s strategy, future operations, financial position, estimated revenues and losses, projected costs, prospects and plans; SMX’s ability to develop and launch new products and services, including its planned Plastic Cycle Token; SMX’s ability to successfully and efficiently integrate future expansion plans and opportunities; SMX’s ability to grow its business in a cost-effective manner; SMX’s product development timeline and estimated research and development costs; the implementation, market acceptance and success of SMX’s business model; developments and projections relating to SMX’s competitors and industry; and SMX’s approach and goals with respect to technology. These forward-looking statements are based on information available as of the date of this press release, and current expectations, forecasts and assumptions, and involve a number of judgments, risks and uncertainties. Accordingly, forward-looking statements should not be relied upon as representing views as of any subsequent date, and no obligation is undertaken to update forward-looking statements to reflect events or circumstances after the date they were made, whether as a result of new information, future events or otherwise, except as may be required under applicable securities laws. As a result of a number of known and unknown risks and uncertainties, actual results or performance may be materially different from those expressed or implied by these forward-looking statements. Some factors that could cause actual results to differ include: the ability to maintain the listing of the Company’s shares on Nasdaq; changes in applicable laws or regulations; any lingering effects of the COVID-19 pandemic on SMX’s business; the ability to implement business plans, forecasts, and other expectations, and identify and realize additional opportunities; the risk of downturns and the possibility of rapid change in the highly competitive industry in which SMX operates; the risk that SMX and its current and future collaborators are unable to successfully develop and commercialize SMX’s products or services, or experience significant delays in doing so; the risk that the Company may never achieve or sustain profitability; the risk that the Company will need to raise additional capital to execute its business plan, which may not be available on acceptable terms or at all; the risk that the Company experiences difficulties in managing its growth and expanding operations; the risk that third-party suppliers and manufacturers are not able to fully and timely meet their obligations; the risk that SMX is unable to secure or protect its intellectual property; the possibility that SMX may be adversely affected by other economic, business, and/or competitive factors; and other risks and uncertainties described in SMX’s filings from time to time with the Securities and Exchange Commission.
The two programs are being conducted under separate Single-Patient Investigational New Drug (sIND) applications in the United States
SAN FRANCISCO, CA / ACCESS Newswire / September 30, 2025 / Jaguar Health (NASDAQ:JAGX) today announced that Jaguar family company Napo Pharmaceuticals (Napo) is providing the company’s novel crofelemer powder for oral solution for use in two expanded access programs, authorized by the U.S. Food and Drug Administration (FDA), to treat pediatric intestinal failure patients with microvillus inclusion disease (MVID).
“Napo is committed to providing the novel crofelemer formulation as an investigational drug as deemed medically necessary by the physician caregiver for these two patients, intended for mitigating the sequela from MVID disease progression,” said Pravin Chaturvedi, PhD, Napo’s and Jaguar’s Chief Scientific Officer and Chair of the Scientific Advisory Board. “We wish both pediatric patients the best outcome and we are grateful to have this collaboration with the patients’ physician.”
Jaguar, through Jaguar family companies Napo and Napo Therapeutics, is currently supporting two independent proof-of-concept investigator-initiated trials (IIT), and conducting two placebo-controlled clinical studies, of crofelemer in patients with intestinal failure due to the ultrarare disease MVID and the rare disease indication short bowel syndrome with intestinal failure (SBS-IF) in the United States, European Union, and/or Middle East/North Africa regions under appropriate regulatory approvals in each of these geographies.
As announced, and as presented April 26, 2025 at the Annual ELITE PED-GI Congress, the initial proof-of-concept results of the ongoing IIT of a novel crofelemer powder formulation for oral solution in Abu Dhabi in the United Arab Emirates show that crofelemer reduced the required total parenteral nutrition (TPN) and supplementary intravenous fluids in the first participating MVID patient by up to 27% and in the first participating SBS-IF patient by up to 12.5%. An abstract describing the initial results of this trial has been accepted for presentation at the upcoming North American Society for Pediatric Gastroenterology, Hepatology and Nutrition (NASPGHAN) Annual Meeting taking place November 5-8, 2025 in Chicago.
Additional proof-of-concept results from IITs of crofelemer for MVID and SBS-IF are expected later in 2025 and will provide additional preliminary data on the safety and potential effectiveness of crofelemer for these highly unmet clinical needs. Data from both above-referenced placebo-controlled clinical studies is expected in 2026.
In accordance with the guidelines of specific European Union countries, published data from clinical investigations could support reimbursed early patient access to crofelemer for these debilitating conditions in 2026 while the company pursues approval of crofelemer for MVID and SBS-IF from the European Medicines Agency (EMA) and the FDA. Participation in early access programs, which do not exist in the U.S., provides an opportunity for reimbursement while impacting the morbidity and high cost of care for these chronic unmet needs. Additionally, the company expects that if even just a very small number of MVID patients show benefit with crofelemer, this may potentially allow expedited regulatory pathways in the U.S. and other regions, including qualifying crofelemer for participation in PRIME, an EMA program providing enhanced interaction and early dialogue with drug developers of novel medicines targeting unmet medical needs, and in the FDA’s Breakthrough Therapies program.
Patients with MVID and SBS-IF suffer from devastating diarrhea and dehydration caused by these debilitating, lifelong conditions. These patients are frequently on TPN for as long as 20 hours a day, seven days a week – and TPN carries a significant risk of morbidity, infections, metabolic complications, liver and kidney problems, and neurodevelopmental delay. There are no approved drug treatments for MVID, an ultrarare pediatric disease with an estimated prevalence of about 200 patients worldwide. Short bowel syndrome (SBS) affects approximately 10,000 to 20,000 people in the U.S., according to the Crohn’s & Colitis Foundation, and it is estimated that the population of SBS patients in Europe is approximately the same size.
About Crofelemer Crofelemer is a botanical (plant-based) drug extracted and purified from the red bark sap, also referred to as “dragon’s blood,” of the medicinal Croton lechleri tree in the Amazon Rainforest. Jaguar family company Napo Pharmaceuticals has established a sustainable harvesting program, under fair trade practices, for crofelemer to ensure a high degree of quality, ecological integrity, and support for indigenous communities.
About the Jaguar Health Family of Companies Jaguar Health, Inc. (Jaguar) is a commercial stage pharmaceuticals company focused on developing novel proprietary prescription medicines sustainably derived from plants from rainforest areas for people and animals with gastrointestinal distress, specifically associated with overactive bowel, which includes symptoms such as chronic debilitating diarrhea, urgency, bowel incontinence, and cramping pain. Jaguar family company Napo Pharmaceuticals (Napo) focuses on developing and commercializing human prescription pharmaceuticals for essential supportive care and management of neglected gastrointestinal symptoms across multiple complicated disease states. Jaguar family company Napo Therapeutics is an Italian corporation Jaguar established in Milan, Italy in 2021 focused on expanding crofelemer access in Europe and specifically for orphan diseases.
Forward-Looking Statements Certain statements in this press release constitute “forward-looking statements.” These include statements regarding Jaguar’s expectation that additional proof-of-concept results from IITs of crofelemer for MVID and SBS-IF will be available later in 2025 and will provide additional preliminary data on the safety and potential effectiveness of crofelemer for these highly unmet clinical needs, Jaguar’s expectation that data from both above-referenced placebo-controlled clinical studies will be available in 2026, Jaguar’s expectation that, in accordance with the guidelines of specific EU countries, published data from clinical investigations could support reimbursed early patient access to crofelemer for MVID and SBS-IF in 2026 while the company pursues approval of crofelemer for MVID and SBS-IF from the EMA and the FDA, and Jaguar’s expectation that, if even just a very small number of MVID patients show benefit with crofelemer, this may potentially allow expedited regulatory pathways in the U.S. and other regions, including qualifying crofelemer for participation in the EMA’s PRIME program and the FDA’s Breakthrough Therapies program. In some cases, you can identify forward-looking statements by terms such as “may,” “will,” “should,” “expect,” “plan,” “aim,” “anticipate,” “could,” “intend,” “target,” “project,” “contemplate,” “believe,” “estimate,” “predict,” “potential” or “continue” or the negative of these terms or other similar expressions. The forward-looking statements in this release are only predictions. Jaguar has based these forward-looking statements largely on its current expectations and projections about future events. These forward-looking statements speak only as of the date of this release and are subject to a number of risks, uncertainties and assumptions, some of which cannot be predicted or quantified and some of which are beyond Jaguar’s control. Except as required by applicable law, Jaguar does not plan to publicly update or revise any forward-looking statements contained herein, whether as a result of any new information, future events, changed circumstances or otherwise.
Acquisition advances value-based specialty care delivery by bringing predictive AI and precision patient-specialist matching into Switchboard’s specialty care platform
BOISE, ID AND NEW YORK CITY, NY / ACCESS Newswire / September 30, 2025 / Switchboard Health, creators of a digital health platform connecting patients with high-value specialty care, today announced the acquisition of Conduce Health, an AI-driven solution for personalized multispecialty care. The acquisition will combine Switchboard’s EMR-integrated software and virtual care network with Conduce’s predictive analytics and clinical decision support technology to match patients with the best-fit specialists.
Founded in 2023 by an experienced team of health tech entrepreneurs and physicians and backed by AlleyCorp, Conduce developed an AI platform that makes specialty care proactive, predictive, and personalized. Its software empowers clinical teams to refer patients to optimal specialists based on nuanced clinical and personal variables.
Through this acquisition, Switchboard Health will integrate Conduce’s advanced AI capabilities – including predictive models for disease progression, urgent medical needs, and precision patient-specialist matching – into its referral management, care navigation, and virtual care capabilities. These enhancements will enable Switchboard’s provider and health plan clients to even more effectively connect patients to high-value specialists. Key Conduce team members will also join Switchboard.
“This acquisition squarely fits our mission to transform specialty care,” said Derek Baird, CEO and co-founder of Switchboard Health. “The AI capabilities, expertise, and talent from Conduce will accelerate our progress in administering value-based specialty care models.”
“We founded Conduce to ensure patients receive personalized, multispecialty care the first time, every time,” said Najib Jai, MD, co-founder and CEO of Conduce Health. “We’re excited to see Switchboard integrate Conduce’s technology into its referral and care navigation workflows to advance that mission and deliver high-value specialty care at scale.”
“We have always believed Conduce’s AI-first approach could dramatically improve specialty care delivery,” said Jeff De Flavio, MD, Conduce Board Chair and AlleyCorp Entrepreneur in Residence. “We look forward to seeing the outcomes from pairing Conduce technology and key team members with Switchboard’s platform, value-based specialty care frameworks, and growing client base.”
About Switchboard Health Switchboard Health helps providers, health plans, and employers deliver high-value specialty care services. Our software platform and national specialty care network deliver improved access, reduced costs, and much-needed support to patients seeking care. For more information, visit www.switchboardhealth.com
About Conduce Health Conduce provides AI-powered tools risk bearing entities, hospital systems, and payers need to deliver value-based specialty care. Our novel approach incentivizes value-based alignment, facilitates care coordination, and ensures timely access to high-quality personalized, and affordable specialty care. Learn more at www.conducehealth.com.
Kiosks will combine everyday banking with secure Bitcoin purchases, expanding access to digital currency in trusted retail locations
MIAMI, FL / ACCESS Newswire / September 30, 2025 / Athena Bitcoin Global (OTC PINK:ABIT) (“Athena” or the “Company”), the third largest global operator of Bitcoin kiosks and digital asset fintech solutions, today announced a strategic partnership with Cash Depot to integrate Athena’s Bitcoin purchase software into Cash Depot’s Bank in a Box kiosks.
This partnership will launch with select Bank in a Box kiosks, integrating Athena’s Bitcoin purchase software alongside traditional ATM services in convenience stores and retail locations. Retailers hosting these kiosks can expect to benefit from increased traffic and added revenue opportunities as Bitcoin adoption grows.
“At Athena, we’re committed to making Bitcoin more accessible through technology that prioritizes the customer experience and security,” said Matias Goldenhörn, CEO of Athena Bitcoin Global. “Partnering with Cash Depot not only brings Bitcoin purchasing capabilities to kiosks people already trust for everyday financial transactions, but it also expands Athena’s footprint into new retail locations, strengthening our ability to reach more customers where they are.”
Bank in a Box is Cash Depot’s all-in-one smart kiosk, combining ATM withdrawals, deposits, bill pay, and cash management services. Through this partnership, select kiosks in convenience stores and retail locations will now also enable secure, seamless Bitcoin purchases.
“Bank in a Box was designed to provide retailer hosts with a comprehensive financial services solution,” said Sean Burke, CEO of Cash Depot. “By adding Athena Bitcoin’s capabilities, we’re enhancing that value by offering customers modern, convenient ways to access digital currency and providing the choice to buy Bitcoin alongside traditional banking services.”
The service is now live, with both companies planning additional deployments as consumer demand for Bitcoin access continues to grow. Users can locate participating Bank in a Box kiosks via Athena Bitcoin’s ATM locator or Cash Depot’s website.
About Athena Bitcoin Global
Athena Bitcoin Global operates an international network of Athena Bitcoin kiosks, which are freestanding kiosks that permit customers to buy or sell Bitcoin in exchange for fiat currencies. The Company places its machines in convenience stores, shopping centers, and other easily accessible locations in thirty-three U.S. states and territories, and in four countries in Central and South America. Athena Bitcoin Global’s comprehensive fintech platform enables POS merchant payments powered by Athena Pay, and the Company provides safe, reliable, and personalized trading services through its Athena Plus services. To learn more, visit www.athenabitcoin.com or follow Athena Bitcoin Global on Twitter and LinkedIn.
Forward-Looking Statements
Statements in this press release about future expectations, plans, and prospects, as well as any other statements regarding matters that are not historical facts, may constitute “forward-looking statements” within the meaning of The Private Securities Litigation Reform Act of 1995. These statements include, but are not limited to, statements relating to anticipated user adoption, expansion opportunities, and technology integration timelines. The words “anticipate,” “believe,” “continue,” “could,” “estimate,” “expect,” “intend,” “may,” “plan,” “potential,” “predict,” “project,” “should,” “target,” “will,” “would” and similar expressions are intended to identify forward-looking statements, although not all forward-looking statements contain these identifying words. Actual results may differ materially from those indicated by such forward-looking statements as a result of various important factors, including market conditions, user demand, and regulatory considerations. Athena Bitcoin Global specifically disclaims any obligation to update any forward-looking statement, whether as a result of new information, future events, or otherwise.
Contact:
Rachele Andrejczak Director of Marketing, Athena Bitcoin, Inc. rachele@athenabitcoin.com (786) 347-6242
New feature gives drivers faster, on-demand access to their earnings for everyday expenses.
BLOOMINGTON, MINNESOTA / ACCESS Newswire / September 30, 2025 / Dispatch, the technology leader in last-mile delivery, today announced Instant Pay in the Dispatch Driver App, enabling drivers to access their earnings immediately after completing deliveries. The new capability helps drivers cover time-sensitive expenses – like fuel, tolls, and everyday necessities – without waiting for standard payout cycles.
“With Instant Pay, we’re giving drivers more control over their cash flow so they can focus on doing great work,” said Joyce Schofield, VP of Product & UXD at Dispatch. “Drivers asked for faster access to earnings; we designed Instant Pay with them at the center, from the tap-simple experience to transparent terms.”
Meeting Driver Needs
Instant Pay delivers value to drivers in three key areas:
Financial flexibility: Access earnings right after delivery completion, no waiting for cycle payouts.
More control: Drivers choose when to transfer funds based on their needs and schedule.
Competitive parity: Delivers the convenience drivers expect from modern gig platforms within the Dispatch ecosystem they trust.
The launch of Instant Pay builds on Dispatch’s mission to empower drivers with the tools and support they need to thrive in today’s fast-paced gig economy.
About Dispatch: Dispatch is redefining last-mile delivery for the modern business. As the premier B2B delivery platform, Dispatch empowers organizations with scalable, technology-driven solutions that streamline logistics, enhance visibility, and improve customer satisfaction. Through its robust delivery management software, seamless API integrations, and a reliable network of independent contractor drivers, Dispatch enables businesses of all sizes to simplify and optimize their last-mile operations.
ACE’s unique operational model and student-centric focus allow it to add staff, programs, partnerships and scholarships even as financial uncertainty forces layoffs and tuition hikes throughout higher education.
INDIANAPOLIS, INDIANA / ACCESS Newswire / September 30, 2025 / As U.S. colleges and universities cut staff, eliminate programs and hike tuition in response to political and economic uncertainty, American College of Education (ACE) is expanding. ACE is investing in people, programs, and technology, demonstrating that its mission-aligned, efficiency-driven model can thrive even as most of the higher education sector struggles.
“At ACE, we constantly work to keep costs down while developing academic programs that generate real economic value in the workplace for our graduates,” said Geordie Hyland, president and CEO of ACE.
Founded in 2005, ACE is a national innovator providing quality, affordable and accredited online undergraduate, graduate and doctoral degrees. ACE is the third-highest conferrer of education master’s degrees in the United States1, and its low tuition enables nearly nine out of 10 students to graduate debt-free2.
Most U.S. higher education institutions accept federal Title IV student loans, which makes them vulnerable to changes in federal funding. ACE is virtually unique in that it does not accept federal Title IV student loans, avoiding the high overhead and bureaucratic expenses of administering the program.
That also allows the college to avoid uncertainty around federal spending that is forcing cutbacks and price increases across the sector: Renowned institutions including Cornell University and Duke University have announced layoffs, while public universities in Kansas, Michigan, Minnesota, Nebraska and Oklahoma have increased tuition significantly.
Instead, ACE can focus on maintaining low tuition and creating degree and certificate programs that appeal to students seeking career advancement.
“We are absolutely committed to transparency about how much an ACE degree will cost, which allows students to make the best decision for their future,” Hyland said. “With student debt approaching $2 trillion, our growth reflects a broader shift toward accessible, value-driven education.”
To support its growing student base, ACE is investing in the tools and infrastructure required for high-quality online learning. Upgrades in technology, platforms, and user experience are helping the college deliver a seamless and scalable educational model tailored for adult learners. In forgoing the costs associated with dormitories and athletic facilities, ACE can deliver essential academic services while passing the savings along to its students.
Those investments pay off in student success. ACE has an 85% graduation rate for all degree programs combined, significantly exceeding the national six-year completion rate of 62%. ACE students also receive a strong return on investment (ROI): According to a study by the consulting firm Lightcast, ACE students gain $19.20 in future earnings for every dollar of tuition, for a 120.7% annual return.
This performance and growth underscores ACE’s resilience and adaptability during a time of sector-wide instability. The college’s operating model, focus on transparency, and mission-driven approach continue to differentiate it from traditional institutions facing deep financial and operational strains.
American College of Education (ACE) is an accredited, fully online college specializing in high-quality, affordable programs in education, business, leadership, healthcare and nursing. Headquartered in Indianapolis, ACE offers more than 60 innovative and engaging programs for adult students to pursue a doctorate, specialist, master’s or bachelor’s degree, along with graduate-level certificate programs. In addition to being a leader in online education, ACE is a Certified B Corporation and part of a global movement to use the power of business to solve social and environmental problems.
AMBLER, PA / ACCESS Newswire / September 30, 2025 / Clutch is pleased to announce a new collaboration with Welby Health, a leader in virtual care solutions that enhance on‑premise services for provider practices and ACOs while boosting patient outcomes.
Welby Health is your clinic’s virtual care extension, delivering chronic care management, remote patient monitoring, and transitional care support via licensed RN case managers and advanced digital tools. Their model eases staff workloads, improves revenue, and strengthens patient engagement all while improving outcomes, such as HEDIS compliance and readmission rates. To support Welby’s mission,Clutch will apply its AI‑powered Retention, Loyalty, and Engagement Platform to build longitudinal patient profiles, enabling highly targeted personalization. Together, Clutch and Welby Health will elevate program efficacy through tailored messaging, optimized via AI-driven insights and automation. “This partnership reflects our shared commitment to human-centered healthcare,” said Jim Mayhall, President of Clutch Health. “Welby’s model is a perfect fit for the power of Clutch personalization. By using data to speak to each patient as an individual, we can drive engagement that genuinely improves outcomes and builds trust at scale.“
Welby has several primary goals that the Clutch platform will help them achieve at scale.
Boost Enrollment in Welby Programs The Clutch platform enables Welby to deliver personalized, timely outreach that meets patients on their preferred channels whether SMS, email, or mobile. Using predictive AI, each message is designed to align with patient behavior and readiness, removing friction and increasing the likelihood of enrollment.
Foster a Feeling of Being Truly Heard With dynamic segmentation, Welby can group patients based on real-time data points such as care needs, communication preferences, and behavior patterns. This allows messaging to reflect each patient’s unique experience, reinforcing that they’re seen and understood. It builds trust at scale, while maintaining the integrity of individualized care.
Increase Adherence Through Customized Content To keep patients engaged, Clutch helps Welby deliver content that aligns with each patient’s journey. By responding to patient behavior and clinical data in real time, content becomes more relevant and effective, ultimately improving adherence and long-term outcomes.
Seth Merritt, CEO at Welby Health states, “Clutch gives us a new level of precision in how we communicate with patients. It allows us to be more thoughtful, more timely, and ultimately more effective in helping people stay connected to their care.”
About Clutch Clutch is an AI‑powered Retention, Loyalty, and Engagement Platform that helps healthcare and commerce organizations build stronger relationships with patients, members, and customers. Through data-driven personalization, automation, and incentives, Clutch drives measurable outcomes in loyalty, retention, and health engagement.
About Welby Health Welby Health empowers independent practices, accountable care organizations, and health systems with a virtual care model that streamlines care management, remote monitoring, and transitions between care settings. Its hallmark is combining NCQA-accredited care protocols with cutting‑edge technology to improve clinical outcomes, lift revenue, and lighten clinician workloads. The WelbyCare platform delivers measurable success such as high reimbursement compliance, NPS, and improved HEDIS scores through tailored, efficient care coordination
All new Alaska licensees are required to complete 30 hours of Post-Licensing within one year of initial licensure.
DENVER, CO / ACCESS Newswire / September 30, 2025 / While Post-licensing education is a requirement for all newly licensed real estate salespersons in Alaska, it is also a fantastic opportunity to sharpen real estate skills and knowledge. The CE Shop makes it easy to meet this 30-hour requirement with flexible, online learning designed to fit busy schedules.
There is no reason to delay and risk losing licensure. Real estate salespersons can get ahead of the game and tackle the growing Alaska real estate market with confidence. The Alaska real estate market is heating up with home prices up 9.1% year-over-year in July, while the number of homes for sale rose by 3.9%, according to Redfin. With such high demand and limited inventory, qualified real estate professionals are more crucial than ever to help guide buyers and sellers through this fast-moving market.
With Alaska’s healthy real estate market, now is the perfect time to invest in a real estate career. Keeping up with state regulations pays off–the average salary for an Alaska real estate agent in 2025 is $89,575, according to Indeed September 2025 data.
Why Choose The CE Shop?
State-approved, mobile-friendly courses
Unlimited practice exams to build confidence before the licensing test
Highest pass rates in the nation
100% online, self-paced courses
Customer support available 6 days/week
Comprehensive career resources and continuing education
About The CE Shop The CE Shop is the leading provider of professional real estate education with online mortgage, real estate, home inspection, and appraisal courses available throughout the United States. The CE Shop produces quality education for professionals across the nation, whether they’re veterans in their industry or are looking to launch a new career. We believe that the right education can truly make a difference. Visit TheCEShop.com to learn more.
CommunityCare Chooses 1upHealth to Advance Data Exchange, Unlock ROI, and Prepare for the Future
BOSTON, MA / ACCESS Newswire / September 30, 2025 / 1upHealth, a leader in health data interoperability, announced today that CommunityCare, Oklahoma’s largest locally owned health plan, will leverage the company’s full payer solution suite to advance interoperability across its network, helping address the unique challenges of serving rural and underserved communities while simplifying compliance and positioning the health plan for long-term innovation and value creation.
As a health plan serving many rural and underserved communities across Oklahoma, CommunityCare faces the complex challenges of workforce shortages, funding pressures, and disparate access to care – making seamless data exchange even more critical. CommunityCare will use the 1up Platform, along with 1up Patient Access, 1up Provider Directory, 1up Provider Access, 1up Payer-to-Payer Data Exchange, and 1up Prior Authorization, to accelerate its interoperability strategy.
Together, these capabilities will improve data exchange between providers, patients, and other payers, while streamlining operations, strengthening reporting and governance, and creating new opportunities to use data in ways that deliver ROI while benefiting clinicians, health plans, and members alike.
“After a thorough review of available interoperability platforms designed for health plans like ours, 1upHealth emerged as the clear leader,” CommunityCare Chief Technology and Transformation Officer Rusty Wyrick said. “1upHealth makes it simple for us to navigate today’s regulatory requirements while giving us confidence we can continue to innovate and meet our members’ needs as they evolve.”
As a health plan serving a diverse customer base across Oklahoma, ranging from employer groups to Medicare Advantage plans to individual and family plans, CommunityCare sought a partner with a modern, cloud-based infrastructure to ease the technological burden on staff, ensure compliance with regulatory requirements such as the CMS Interoperability and Prior Authorization Final Rule (CMS-0057-F), provide robust reporting, and deliver strategic guidance to drive long-term value.
“We are excited to partner with CommunityCare as they expand their interoperability strategy,” 1upHealth CEO Andrew Boyd said. “Together, we will unlock new opportunities to use data in ways that reduce complexity, deliver value on investment, and, most importantly, improve care for Oklahomans.”
1upHealth is the leading interoperability partner for payers nationwide as they prepare for CMS-0057 and pursue strategies to maximize the value of their data. On Tuesday, October 14, 2025, at 12:00 PM ET, 1upHealth will host a webinar entitled, “Provider Access: From CMS Rule to VBC Results.” Register here.
About CommunityCare
CommunityCare is Oklahoma’s largest locally owned health plan offering group and individual plans, Medicare Advantage plans, an employee assistance program and a workers’ compensation plan. The health plan’s mission is to serve Oklahomans with local, personalized and compassionate services in pursuit of every member’s optimal health and wellbeing. Located in Tulsa, CommunityCare is owned by Ascension St. John and Saint Francis Health System.
About 1upHealth
Driven by a purpose of better healthcare for all through better data, 1upHealth is the national leader in health data interoperability and one of the fastest-growing health IT companies in the United States. Our modern data platform is built on a standards-based cloud architecture specifically designed for the healthcare industry, making it easy to acquire, manage, share, and compute data. From leading health plans and state Medicaid agencies to innovative digital health organizations and top-performing ACOs, health organizations rely on 1upHealth to seamlessly exchange data across the healthcare ecosystem to reduce risk, lower costs, and improve patient outcomes. Visit our website.
ST. GEORGE’S, NEWFOUNDLAND AND LABRADOR / ACCESS Newswire / September 30, 2025 / Atlas Salt Inc. (“Atlas Salt” or the “Company”) (TSXV:SALT)(OTCQB:REMRF)(FRA:9D00) announces the results of its Updated Feasibility Study (“UFS”) on the 100%-owned Great Atlantic Salt Project (“Great Atlantic” or the “Project”) located in Western Newfoundland.
UFS Highlights
(all figures are in Canadian dollars and include annual escalation, unless otherwise noted)
Life of Mine (“LOM”) Sustaining Capital : $609 million
Average Annual LOM Operating Cashflow (EBITDA 1 ) in Operations : $325 million per annum (“pa”)
Average Annual LOM Post-Tax Free Cashflow in Operation : $188 million pa
Total Undiscounted Post-Tax Cashflow (including Initial Capital Cost) : $3.93 billion
Average Annual Steady State Production LOM : 4.0 million tonnes of high-purity road salt
Mine Life : 24 years based on Proven and Probable Reserves
Average Operating Cost : $28.17 per tonne free on board (“FOB”) mine site port
Production Rate : 4.0 million tonnes per annum (“Mtpa”)
Port Capacity : Designed for scalable throughput up to 4.0 Mtpa
1 EBITDA is a non ‑ International Financial Reporting Standards (“IFRS”) financial measure and represents earnings before interest, income taxes, depreciation and amortization. It is not defined under IFRS and may not be comparable to similar measures presented by other companies. Management believes that this measure provides useful supplemental information to investors in evaluating the Project’s operating performance and its ability to generate cash flows. EBITDA is closely approximated in this model by Operating Cashflow, defined as Net Revenues less cash operating costs.
Nolan Peterson, CEO and Director of Atlas Salt, stated : “The Updated Feasibility Study marks another significant milestone in Atlas Salt’s journey, highlighting Great Atlantic’s potential as the leading undeveloped salt project in North America. This study reinforces our vision to deliver a long-life, low-cost operation at scale. It is supported by technical and logistical enhancements from the 2023 Feasibility Study that further reduce risks and position us for future success.
The improvement in projected free cash flow is especially significant as it validates the strengthened economics of Great Atlantic and enhances lender confidence in financing this world-class development. With the previously announced regulatory approval of our Early Works Development Plan, Atlas Salt is strategically positioned to advance Great Atlantic and create substantial value for all stakeholders.
We extend our gratitude to our employees, partners, the town of St. George’s and the broader Western Newfoundland community, and our dedicated shareholders for their ongoing support and commitment as we complete the UFS and move forward with our plans. Their belief in Atlas Salt drives our progress. With the foundation we have built, and the momentum of this updated feasibility study, we look forward with confidence to realizing Great Atlantic’s potential to help shape the future of salt supply in North America.”
Summary of Updated Feasibility Study
The UFS was prepared by SLR Consulting (Canada) Ltd. (“SLR”), with contributions from specialized engineering and technical partners including Shaft and Tunnel Consulting Services Ltd., Terrane Geoscience Inc., Sandvik Mining and Rock Solutions (“Sandvik”), and Tamarack Resources.
The Updated Feasibility Study builds on the 2023 Feasibility Study (“2023 FS”), incorporating optimizations in mine design, throughput, port logistics, and capital efficiency. The results confirm Great Atlantic as a large scale, high-purity, low-cost underground salt project strategically positioned to serve the North American market.
General Description of Operations and Process Plan
The capital and operating cost estimates in the Updated Feasibility Study have been prepared in accordance with the guidelines of the Association for the Advancement of Cost Engineering (AACE) for a Class 3 estimate. This level of estimate is typically based on feasibility-level engineering, vendor quotations, and discipline-level design sufficient to support a financing decision. The accuracy range for initial capital costs is considered to be within approximately -10% to +30%, while the accuracy for operating costs is estimated to be within approximately -10% to +20%. Costs are based on Q3 2025 data.
The estimates incorporate contingency allowances to reflect the current design, anticipated execution risks, and prevailing market conditions for labour, materials, and equipment. They are also benchmarked against comparable projects and historical data for underground salt operations.
Table 1 – Summary of UFS Economic Results and Assumptions 2
UFS Economic Model Results and Assumptions
Value
2025 Salt Price Assumed
($/t)
$81.67 / t FOB port.
Pre-Tax NPV₈ & IRR
($/%)
$1.68 billion / 27.1 %
Post-Tax NPV₈ & IRR
($/%)
$920 million / 21.3%
Undiscounted Post-Tax Cashflow (LOM)
($)
$3.93 billion
Average LOM Operating Cashflow (EBITDA 1 )
($/a)
$325 million
Average LOM Post-Tax Cashflow
($/a)
$188 million
Post-Tax Payback Period (from first production) (Years)
4.2 years
Initial Capital
($)
$589 million
LOM Sustaining Capital
($)
$609 million
Average LOM Operating Cost (FOB port)
($/t)
$28.17 / t
Average Annual Steady-State Salt Production
(Mtpa)
4.0 Mt
Life of Mine (LOM)
(Years)
24 years
Total Tonnes Produced / Sold (LOM)
(Mt)
90.3 Mt
Estimated Reserve Grade
(% NaCl)
95.9 % NaCl
2 Unless otherwise noted, values are presented in Canadian dollars and expressed in real terms as of 2025. Certain figures (e.g., NPV, IRR, payback) are derived outputs of the discounted cash flow model rather than direct 2025-dollar inputs. The salt price assumption is stated in 2025 Canadian dollars FOB mine site port facility. Salt pricing was determined by an independent third-party marketing study. The port facility is assumed to be operated by a third-party contractor, with associated costs incorporated into the economic analysis.
Summary of Strategic & Technical Advancements in UFS
Optimized Production Plan – Incorporates updated geotechnical, ventilation, and infrastructure studies to support efficient construction and long-term operations.
EquipmentIntegration – Deployment of Sandvik continuous mining equipment to improve productivity and reduce unit operating costs.
Port& Logistics Improvements – Upgraded stockpile and shiploading configurations to support high-capacity, efficient loading.
EconomicResilience – Financial model reflects updated costs, pricing assumptions (including inflationary trends), and robust project economics.
RegulatoryAlignment – Incorporates all post-Environmental Assessment release conditions, ensuring compliance.
These changes collectively demonstrate improved project resilience and stronger cash flow generation and returns potential, while further de-risking execution.
Detailed Comparison to 2023 Feasibility Study
Atlas Salt has summarized the quantitative differences between the 2023 Feasibility Study (“2023 FS”) and the Updated Feasibility Study (“UFS”). Unless otherwise noted, figures are presented as LOM totals or averages.
Table 2 – Detailed Comparison to 2023 Feasibility Study
Metric
2023 FS
2025 UFS
Variance (Abs.)
Variance (%)
Production Rate
(Mtpa)
2.5
4.0
+1.5
+60%
Mine Life
(years)
34
24
(10)
(29.5%)
Tonnes Produced / Sold
(LOM, Mt)
83.7
90.3
+6.6
+8%
Salt Price
(FOB port, $/t, LOM Average)
$124.86
$118.49
($6.37)
(5%) 3
Operating Cost
($/t)
$27.49
$22.00
($5.49)
(20%) 4
Pre-tax NPV8
($M)
$1,017
$1,683
+$666
+65%
After-tax NPV8
($M)
$553M
$920M
+367M
+66%
Average LOM Operating Cashflow in Operation (EBITDA 1 )
$M/a
$211M
$315M
+$104M
+49%
Average LOM Post-Tax Cashflow in Operation
$M/a
$121M
$188M
+$67M
+55%
Post-tax IRR
(%)
18.5%
21.3%
+2.8%
+15%
Initial Capital
($M)
$480M
$589M
+$109M
+23%
Sustaining Capital
(LOM, $M)
$600M
$609M
+$9M
+2%
Payback Period
(years)
4.8
4.2
(0.6)
(12%)
Post-Tax NPV 8 / Initial CAPEX Ratio
1.15
1.56
+0.41
+36%
[3] From shorter overall mine life
[4] From shorter overall mine life and economies of scale
UFS Technical Summary
Project Location and Access
The Great Atlantic Salt Project is located near St. George’s, Newfoundland, approximately 3 km from the Trans-Canada Highway and adjacent to deepwater port facilities on the west coast of Newfoundland. The location provides direct access to tidewater shipping routes serving Eastern Canada, the U.S. Northeast and Western Europe.
Geology and Mineral Resources
The Great Atlantic deposit is a flat-lying, laterally extensive, high-purity halite formation with minimal insoluble content. No changes were made to the Mineral Resource estimate completed in the 2023 FS. Table 3 provides a summary of the Mineral Resource estimate by SLR, with an effective date of September 30, 2025.
Table 3 – Mineral Resource Estimate – September 30, 2025
Category
Horizon
Tonnes (Mt)
Grade (% NaCl)
Contained NaCl (Mt)
Indicated
1-Salt
–
–
–
2-Salt
160
95.9
154
3-Salt
223
96.0
214
Total
383
96.0
368
Inferred
1-Salt
195
95.3
186
2-Salt
288
95.3
274
3-Salt
385
95.0
366
Total
868
95.2
827
Notes:
CIM (2014) definitions were followed for Mineral Resources.
Mineral Resources are estimated without a reporting cut-off grade. Reasonable Prospects for Eventual Economic Extraction were instead demonstrated by reporting within Mineable “Stope” Optimised (MSO) shapes, with a minimum height of 5 m, minimum width of 20 m, length of 40 m, and minimum grade of 90% NaCl, with a 5 m minimum pillar width between shapes.
Bulk density is 2.16 t/m 3 .
Mineral Resources that are not Mineral Reserves do not have demonstrated economic viability.
Mineral Resources are inclusive of Mineral Reserves.
Salt prices are not directly incorporated into the Mineral Resource MSO minimum target grades, however, the mean Mineral Resource grades exceed the 95.0% NaCl (± 0.5%) specification outlined in ASTM Designation D632-12 (2012).
Numbers may not add due to rounding.
The Updated Feasibility Study uses the same Mineral Resource estimate completed in the 2023 FS. There have been no changes to the Mineral Resource estimate between the 2023 FS and the UFS (2025). The Mineral Resource estimate has a new effective date of September 30, 2025.
Mineral Reserves
The Updated Feasibility Study is supported by the Mineral Reserve estimate summarized in Table 4. These Probable Reserves have been prepared in accordance with NI 43-101 and reflect appropriate modifying factors for mining, recovery, and economics at a feasibility study level. The Mineral Reserves have an effective date of September 30, 2025.
Table 4 – Summary of Mineral Reserves
Category
Horizon
Tonnes (Mt)
Grade (% NaCl)
Contained NaCl (Mt)
Probable
2-Salt
39.3
95.9
37.6
3-Salt
55.8
95.9
53.5
Total
All
95.0
95.9
91.1
Notes:
CIM (2014) definitions were followed for Mineral Reserves.
Salt prices are not directly incorporated into the Mineral Reserve designs, however the mean Mineral Reserve grades exceed the 95% NaCl (±0.5%) specification outlined in ASTM Designation D632-12(2012).
A minimum mining height of 5.0 m and width of 17.0 m were used for production rooms.
Sterilization zone 8.0 m below the top of salt and 5.0 m above the bottom of salt have been applied.
A mining extraction factor of 100% was applied to all excavations.
Bulk density is 2.16 t/m3.
Planned process recovery is 95%.
Numbers may not add due to rounding.
Table 5 compares the Probable Reserves from the 2023 FS with the current UFS.
Table 5 – Mineral Reserve Comparison
Category
Horizon
2023 FS Reserves
2025 UFS Reserves
Variance (Abs.)
Variance (%)
Probable
(Mt)
2-Salt
37.7 Mt @ 95.9% NaCl
39.3 Mt @ 95.9% NaCl
1.5 Mt
+4.1%
3-Salt
50.3 Mt @ 96.0% NaCl
55.8 Mt @ 95.9% NaCl
5.4 Mt
+10.8%
Total
88.1 Mt @ 96.0% NaCl
95.0 Mt @ 95.9% NaCl
7.0 Mt
+7.9%
The changes are principally related to different pillar and room dimensions, and minor variances in level spacing.
Mining Method and Design
Method : Room-and-pillar underground mining using continuous miners.
PillarConfiguration : Designed for long-term stability, with pillar dimensions and sequencing optimized for maximum extraction while ensuring ground control.
Development : Access via surface portal and conveyor decline system; mine layout configured for scalable expansion.
ProductionRate : 4.0 Mtpa steady-state by Year 4, with ramp-up commencing in Year 1.
Daily Production Rate: Approximately 11,500 tonnes per day at steady-state capacity.
Processing and Product Handling
Salt is crushed and screened underground to market specifications, conveyed to surface, and transported to the port via covered conveyor. No chemical processing or water usage in processing is required, other than the application of an anti-caking agent immediately prior to shipment offsite.
Infrastructure and Logistics
Port : Dedicated port storage and shiploading system designed for 4.0 Mtpa throughput at full operations.
Shiploading : Continuous conveyor-fed shiploader with optimized cycle times to minimize vessel demurrage.
Storage : Surface stockpile capacity of approximately 72 kt, equivalent to 6.5 days of average production.
Utilities : Connection to provincial power grid with dedicated substation;
Power: The Project is expected to require approximately 10 megawatts (MW) of connected load at steady-state operations, sourced from the provincial grid via a dedicated substation.
Accommodation: No camp facilities are included in the design, with the Project benefiting from proximity to established communities and existing regional infrastructure.
Operating Costs
The operating cost estimates were developed from first principles using a combination of vendor quotations, budgetary pricing from equipment suppliers, labour and power cost assumptions specific to Newfoundland, and benchmarking against comparable underground salt operations. Mining, processing, and port handling costs reflect the planned use of continuous miners, conveyor haulage, and high-capacity shiploading infrastructure. General and administrative (G&A) costs are based on staffing requirements and site services, while closure and bonding provisions reflect anticipated regulatory obligations. Costs are expressed on a LOM average basis and are considered accurate to within -10% to +20%, consistent with a feasibility-level estimate.
Table 6 – Operating Cost Summary Table
Item
Total Operating Cost ($M)
Unit Operating Cost ($/t)
Mining
$1,354M
$15.00
Processing & Handling
$297M
$3.29
G&A
$335M
$3.71
Port Operations
$557M
$6.17
Total
$2,543M
$28.17
Capital Costs
The initial capital cost for the Great Atlantic Salt Project is estimated at approximately $589 million , covering underground mine development, mining equipment, surface infrastructure, port facilities, utilities, and indirect costs, with contingency applied to reflect feasibility-level design maturity. Sustaining capital over the LOM is estimated at $609 million total , averaging approximately $26.5 million per year , and primarily relates to underground development, conveyor extensions, and equipment replacement.
Table 7 – Initial and Sustaining Capital Summary Table
Area
Initial Capital
($M)
LOM Sustaining
($M)
Total
($M)
Underground Mine Development & Equipment
($M)
$203M
$545M
$748M
Processing Plant
($M)
$42M
$31M
$73M
Surface Infrastructure & Port Facilities
($M)
$132M
$33M
$165M
Owner’s Costs & Indirects
($M)
$134M
$134M
Contingency (approx. 15.1%)
($M)
$77M
$77M
Total Capital
($M)
$589M
$609M
$1,198M
Note: Direct Sustaining CAPEX figures are inclusive of Indirects and Contingency
LOM Production and Cash Flow Summary
The Great Atlantic mine plan supports a long-life, consistent production profile, with no significant production variance once full ramp up is achieved.
Table 8 – LOM Production and Cash Flow Summary
Parameter
Value (UFS Base Case)
Life of Mine (LOM)
24 years
Total Tonnes Mined
95.8 Mt
Average Annual Steady-State Production
4.0 Mt salt
Cumulative Post-Tax Cash Flow
$3.93 B
Average Annual Post-Tax Cash Flow in Operation
$188 M
Sensitivity Analysis
The Project economics are most sensitive to salt price, capital costs, and operating costs assumptions. Sensitivity testing indicates that the Updated Feasibility Study maintains robust economics across a wide range of assumptions.
Table 9 – Economic and Sensitivity Analysis
Sensitivity Variance
Sensitivity Value
Post-Tax NPV₈
Post-Tax IRR
(%)
(By Row)
($M)
(%)
2025 Salt Price Sensitivity ($/t FOB Port)
(10%)
$73.50
$474M
16.9%
0%
$81.67
$920M
21.3%
10%
$89.84
$1,483M
25.0%
CAPEX Sensitivity
($)
(10%)
$530M
$963M
22.9%
0%
$589M
$920M
21.3%
10%
$649M
$891M
20.2%
OPEX Sensitivity
($/t)
(10%)
$19.80/t
$973M
22.0%
0%
$22.00/t
$920M
21.3%
10%
$24.20/t
$881M
20.9%
Even under downside scenarios, the Project demonstrates positive economics and resilience, highlighting its strategic competitive positioning in the North American road salt market.
Market Opportunity
North America consumes over 25 million tonnes of road salt annually, a significant portion of which is imported, with Eastern Canada and the U.S. Northeast representing the highest concentration of demand. Regional supply challenges, combined with increasing winter severity and aging supply bases, create a strategic opportunity for Great Atlantic to deliver reliable, high-purity supply into these critical markets.
Permitting and Regulatory Approvals
The Great Atlantic Salt Project is advancing within a well-defined permitting framework under the Government of Newfoundland and Labrador.
Environmental Assessment (EA): Conditionally released from the provincial EA process in 2024, establishing government approval to advance the Project.
Early Works Development Plan: Approved in 2025, enabling shovel-ready commencement of site preparation, civil works, and other enabling infrastructure.
Capital Development Plan: To be submitted following completion of detailed engineering, covering underground mine development, processing, and port facilities.
Commercial Production Approval: The final stage permit, aligned with commissioning of mine and port facilities.
The permitting pathway for Great Atlantic is clear, with major approvals in place and a structured process established for capital development and eventual production.
Next Steps
Atlas Salt will advance the Project through:
NI 43-101 Technical Report Filing: Submission of the Updated Feasibility Study Technical Report within 45 days.
Financing Discussions: Continued engagement with project lenders, strategic offtake partners, and equity participants to advance funding solutions.
Detailed Engineering and Procurement: Progression of engineering design and procurement packages in alignment with the UFS.
Stakeholder and Community Engagement: Ongoing consultations with local communities, Indigenous groups, and stakeholders to ensure alignment and transparency.
This news release describes an updated Mineral Resource estimate, a feasibility study and cash flow, based upon geological, engineering, technical and cost inputs developed by SLR Consulting (Canada) Ltd. A National Instrument 43-101 Technical Report (NI 43-101) will be filed on SEDAR within 45 days. The technical information in this news release has been prepared in accordance with the Canadian regulatory requirements set out in NI 43-101 and reviewed and approved by Pierre Landry, P.Geo., David M. Robson, P.Eng., MBA, Lance Engelbrecht, P.Eng., Derek J. Riehm, M.A.Sc., P.Eng., and Graham G. Clow, P.Eng. each of whom is a “qualified person” under National Instrument 43-101 – Standards of Disclosure for Mineral Projects (“NI 43-101”).
About Atlas Salt
Atlas Salt is developing Canada’s next salt mine and is committed to responsible and sustainable mining practices. With a focus on innovation and efficiency, the company is poised to make significant contributions to the North American salt market while upholding its values of environmental stewardship and community engagement.
This news release contains “forward-looking information” and “forward-looking statements” (collectively, “forward-looking information”) within the meaning of applicable Canadian securities laws, including the policies of the TSX Venture Exchange. All statements in this release, other than statements of historical fact, are forward-looking information. Forward-looking information is often identified by words such as “anticipates,” “believes,” “expects,” “intends,” “plans,” “estimates,” “may,” “could,” “would,” “will,” “potential,” “opportunity,” “strategy,” “target,” or similar expressions and variations, and include, without limitation, statements with respect to: the results, assumptions, and conclusions of the Updated Feasibility Study for the Great Atlantic Salt Project, including projected NPV, IRR, payback, capital and operating costs, production rates, mine life, cash flows, and economics; the anticipated timing and results of permitting, approvals, engineering, financing, procurement, and construction activities; expectations regarding market demand for road salt in North America, pricing assumptions, and strategic positioning of the Project; the ability to secure project financing and offtake arrangements on acceptable terms; the expected benefits of technical enhancements, mining methods, and logistics improvements; plans for stakeholder, Indigenous, and community engagement; and future exploration, development, and production activities
Forward-looking information is based on the Company’s current expectations, estimates, assumptions, and beliefs as of the date of this release, which include, but are not limited to: assumptions regarding commodity prices and demand for road salt; exchange rates; the accuracy of mineral reserve and resource estimates; the ability to obtain permits, regulatory approvals, and financing on acceptable terms; anticipated capital and operating costs; availability of labour, equipment, and services; compliance with environmental, health, and safety laws; and general business, economic, and market conditions.
Forward-looking information involves known and unknown risks, uncertainties, and other factors that may cause actual results or events to differ materially from those expressed or implied by such forward-looking information. These risks and uncertainties include, but are not limited to: risks relating to the accuracy of mineral reserve and resource estimates; risks inherent in the feasibility study process and that the Project economics may not be realized; operating and technical risks associated with underground mining and salt production; risks related to permitting, environmental regulation, and community relations; the ability to raise sufficient financing on acceptable terms; volatility in commodity prices, input costs, and exchange rates; risks related to construction schedules and cost overruns; risks related to third-party contractors and service providers; political, regulatory, and legal risks; and general business and market conditions. Additional information regarding the Company, including risk factors that may affect its business and operations, is available within the Company’s continuous disclosure documents within the Company’s profile on SEDAR+ at www.sedarplus.ca .
Readers are cautioned not to place undue reliance on forward-looking information. The forward-looking information contained in this news release is made as of the date hereof, and Atlas Salt disclaims any obligation to update or revise such information, whether as a result of new information, future events, or otherwise, except as required by applicable securities laws.
Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in TSX Venture Exchange policies) accepts responsibility for the adequacy or accuracy of this release.
U.S. Securities Law Disclaimer
This news release does not constitute an offer to sell or a solicitation of an offer to buy any securities in the United States. The securities of Atlas Salt have not been and will not be registered under the United States Securities Act of 1933, as amended (the “U.S. Securities Act”), or any state securities laws, and may not be offered or sold within the United States or to, or for the account or benefit of, U.S. persons unless registered under the U.S. Securities Act and applicable state securities laws or pursuant to an exemption therefrom.
Non-IFRS Financial Measures
This news release contains references to certain financial measures such as “EBITDA,” “Operating Cashflow,” “Free Cashflow,” and “Return on Capital Employed (ROCE)” which are not recognized measures under International Financial Reporting Standards (“IFRS”). These non-IFRS measures do not have standardized meanings prescribed under IFRS and therefore may not be comparable to similar measures presented by other issuers.
EBITDA / Operating Cashflow – In this release, EBITDA is closely approximated by Operating Cashflow, which is defined as net revenues less cash operating costs before interest, taxes, depreciation, and amortization. Management believes this measure is useful in evaluating the Project’s ability to generate cash from operations.
Free Cashflow – Defined as post-tax cashflow after deducting initial and sustaining capital expenditures. Management uses this measure to assess the cash potentially available for reinvestment, debt repayment, or distribution to shareholders.
Management believes that these measures provide meaningful information to investors and analysts in assessing the economic potential and financial performance of the Great Atlantic Salt Project. However, they should not be considered in isolation, as a substitute for, or superior to, measures prepared in accordance with IFRS.
