TAIPEI, Taiwan, Sept. 29, 2026 (GLOBE NEWSWIRE) — J-Star Holding Co., Ltd. (Nasdaq: YMAT) (“J-Star” or the “Company”), a global manufacturer of carbon fiber and composite material products, today announced that Jonathan Chiang, Chairman and Chief Executive Officer, will relocate full-time to the United States to lead the Company’s U.S. operations and support the next phase of its growth strategy.

Mr. Chiang will focus on strengthening J-Star’s presence in the U.S. market, working directly with customers, manufacturing partners, and other strategic stakeholders as the Company continues to reposition its business toward higher-value carbon fiber and composite material applications. Mr. Chiang brings nearly four-decades of experience in the chemicals and advanced materials industries, including hands-on U.S. manufacturing experience.

Since announcing its exit from China operations in January 2026, J-Star has focused on advancing its core carbon fiber and composite materials expertise, originally developed in high-performance cycling components, into higher-value applications, including healthcare products, structural automotive parts, and its own branded consumer products. The Company views this progression as a continuation of a strategy it has pursued for more than a decade: applying its manufacturing know-how to increasingly specialized markets.

As part of this ongoing evolution, the Company continues to evaluate opportunities to expand its U.S. manufacturing footprint, including in high-growth aerospace and defense-adjacent markets, building on its prior experience manufacturing precision composite components. The Company will provide further updates if and when any specific plans in these areas are finalized.

“The United States is where I see the greatest opportunity for our next phase of growth,” said Jonathan Chiang, Chairman and CEO of J-Star.” We have spent more than a decade building on our expertise in carbon fiber and composite manufacturing and applying it into higher-value markets. By relocating here full-time, I will be able to work more closely with our customers, partners, and teams as we pursue these opportunities.”

Separately, the Company noted that its previously filed shelf registration statement on Form F-3 was declared effective by the U.S. Securities and Exchange Commission on September 23, 2026.

About J-Star Holding Co., Ltd.

J-Star Holding Co., Ltd. is a global manufacturer of carbon fiber and composite material products, with a legacy in high-performance cycling components and a growing portfolio of applications across healthcare, automotive, and other advanced materials markets. For more information, visit j-starholding.com.

Forward-Looking Statements

This press release contains “forward-looking statements” within the meaning of the safe harbor provisions of the U.S. Private Securities Litigation Reform Act of 1995, including statements regarding the Company’s capital markets strategy, its U.S. expansion plans, and its evaluation of opportunities in aerospace and defense-adjacent markets. These statements are based on current expectations and assumptions and are subject to risks and uncertainties that could cause actual results to differ materially, including those described in the Company’s filings with the U.S. Securities and Exchange Commission, including its Annual Report on Form 20-F and its registration statement on Form F-3, as amended. The Company undertakes no obligation to update any forward-looking statements, except as required by law.

Contact

Matt Chesler, CFA
FNK IR
646-809-2183
investor@j-starholding.com

Pittsburgh, PA, Sept. 29, 2026 (GLOBE NEWSWIRE) — Alpha Compute Corp. (Nasdaq: ALP) (“Alpha Compute” or the “Company”), a vertically integrated technology pioneer in Sovereign Intelligence, Confidential Compute and GPU-as-a-service (GPUaaS), today announced an update on the Alpha Energy 02 transaction, first announced on September 22, 2026 with a total purchase price is USD $5.5 million.

Last week, Alpha Compute’s oil, gas, and minerals leadership visited the property to review additional due diligence documents, met with the sellers/managers, and toured the pad sites. Information on the operations, financials,  on-site verification of well resources, and equipment inventory were obtained and completed. 

Evaluation of log files from one natural gas test well into the Marcellus shale indicates substantial recoverable gas resources across multiple formations linked to the acquired land and mineral rights. Supplemented by potential unconstrained production-type curves from adjacent analog wells of two producing shallow gas wells, these reserves correspond to an estimated 200 MW of power generation capacity dedicated to Alpha Compute data center planned for Q1 2028. Beyond providing on-site, behind-the-meter power for planned data center developments, the transaction encompasses over 75 active oil wells with an estimated 2.9 million barrels of remaining oil-in-place.

Update On Assets

The acquisition delivers a stacked-resource position on more than 300 acres of surface, mineral and gas rights spanning both the Marcellus and Utica shale formations. The assets include:

  • One natural gas test-well with proven natural gas reserves;
  • More than 75 existing, producing oil and shallow gas wells with complete pump jack inventories;
  • Operational maintenance facilities, heavy equipment and associated gathering infrastructure; and
  • Full surface control, enabling co-location of power generation and compute on the same parcel.

Oil in Place and Illustrative Asset Value

Historical documentation and test-well logs obtained in due diligence from an assessment estimates approximately 10,000 barrels per acre of light Pennsylvania-grade sweet crude oil across the subsurface parcels, implying roughly 3.0 million barrels of original oil in place across the acquired acreage. Preliminary evaluations indicate that only an estimated 4% of that volume has been extracted to date, leaving approximately 2.9 million barrels of oil in place.

For context, at prevailing West Texas Intermediate prices of roughly $90 per barrel in late September 2026, the remaining in-place volume carries an illustrative gross, undiscounted value on the order of $260 million. 

Based on standard primary-recovery rates of 5% to 15% for shallow Appalachian crude, estimated recoverable reserves range from 145,000 to 435,000 barrels. At current market rates, this projects to roughly $13 million to $39.1 million in gross top-line revenue, prior to royalties, taxes, and operational expenses. Backed by more than two decades of documented financial history, the current wells remain active and cash-flow positive today. A planned workover capital expenditure of approximately $3.5 million is projected to restore field output to these higher historical rates. 

Marcellus and Utica Gas Potential

One test-well is the near-term catalyst. Horizontal wells completed in the Pennsylvania Marcellus and Utica typically recover on the order of 10 to 20 billion cubic feet (Bcf) of natural gas each over their producing lives, implying combined estimated ultimate recovery of approximately 20 to 40 Bcf for the one well, depending on lateral length, completion design and reservoir quality. Bringing the well online is expected to cost approximately $10 million to $12 million per well.

At an illustrative realized price of $2.00 to $2.50 per MMBtu, reflecting Henry Hub pricing of roughly $3.00 less Appalachian basis differentials, the one well alone represent approximately $40 million to $100 million of gross lifetime gas revenue if sold to market. Across the full 300-acre block, the stacked Marcellus and Utica formations are estimated to hold roughly 50 to 70 Bcf of recoverable gas, supporting additional drilling locations beyond the one existing well.

Alpha Compute does not intend to simply sell this gas. Consumed on site through simple-cycle generation at approximately 7.5 MMBtu per megawatt-hour, initial combined production of 20 to 40 million cubic feet per day from the one well could support roughly 100 to 200 MW of generation capacity at first production, with the combined 20 to 40 Bcf of recoverable gas sufficient to sustain approximately 30 to 60 MW of continuous load for a decade. This converts a commodity exposed to Appalachian basis discounts into low-cost, dispatchable power for AI compute.

“We paid $5.5 million for an operating business that produces oil and cash flow today, and that sits on roughly 2.9 million barrels of oil in place and one gas well ready to complete,” said Enzo Villani, Executive Chairman and President of Alpha Compute Corp. “Our updated geological work, modern appraisals and third-party reserve engineering are underway, and we expect them to support a substantial revaluation of these assets on our balance sheet. In the meantime, the site pays for itself.”

“This acquisition gives Alpha Compute something few AI infrastructure companies have: the fuel, the land and the compute on a single asset,” said Brittany Kaiser, CEO of Alpha Compute Corp. “With one well already drilled. Completing them is the fastest path in Pennsylvania to behind-the-meter power for our next data center, and we will do it under Pennsylvania DEP oversight, in partnership with the county and with the local community at the forefront of our plans.”

Next Steps

  • Complete updated geological assessments, modern appraisals and independent reserve engineering to map recoverable oil and gas volumes;
  • Advance DEP permitting and contracting for the hydraulic fracturing and completion of the one gas well;
  • Finalize the design of on-site generation and the planned data center, replicating the community-first framework developed for Alpha Compute’s Northern Pennsylvania site; and
  • Enter binding covenants with local and county governments aligned with municipal development goals.

Facility Design and Environmental Compliance

Development will comply fully with local county ordinances and land-use regulations, regional grid policies and interconnection standards, and Pennsylvania Department of Environmental Protection (DEP) regulations, including applicable operator registration, bonding and well-plugging requirements.

Community Partnership and Economic Impact

  • Job Creation: Projected creation of skilled permanent and construction positions;
  • Infrastructure Investment: Modernization of site utilities and sustainable integration with local energy grid capacity;
  • Environmental Stewardship: Post-closing environmental compliance, plugging assurances and responsible well management under DEP oversight.

Summary of Illustrative Estimates

Metric Basis Illustrative Estimate
Original oil in place (historical Halliburton assessment) ~10,000 bbl/acre × ~300 acres ~3.0 million barrels
Oil extracted to date (preliminary) ~4% of estimated in-place volume ~120,000 barrels
Remaining oil in place In-place, not recovered volume ~2.9 million barrels
Illustrative gross value of remaining oil in place WTI ~$90/bbl (late Sept. 2026); Penn Grade crude priced near WTI ~$260 million (undiscounted, in-place)
Illustrative recoverable oil (primary recovery) 5-15% of remaining in-place volume ~145,000–435,000 barrels (~$13M–$39.1M gross at ~$90/bbl)
One test-drilled, uncompleted gas wells – estimated ultimate recovery Typical PA Marcellus/Utica horizontal well: ~10–20 Bcf each ~20–40 Bcf combined
Illustrative gross gas revenue, One wells (life of well) Realized ~$2.00–$2.50/MMBtu (Henry Hub ~$3.00 less Appalachian basis) ~$40M–$100M (undiscounted)
Estimated completion cost to bring the one well online Industry range for Appalachian horizontal completions ~$10M–$12M per well
Behind-the-meter generation potential, One test well Initial ~20–40 MMcf/d combined; ~7.5 MMBtu per MWh simple-cycle ~100–200 MW initially; ~30–60 MW sustained over 10 years
Plus access to major gas lines on property.
Recoverable gas across the ~300-acre block (both formations) ~0.08–0.12 Bcf/acre per formation, Marcellus + Utica ~50–70 Bcf

All figures above are illustrative, order-of-magnitude estimates prepared by the Company from historical third-party documentation, publicly available basin-level type curves and prevailing commodity prices as of late September 2026. They are not estimates of proved, probable or possible reserves as defined by the U.S. Securities and Exchange Commission, have not been prepared or reviewed by an independent petroleum engineer, are undiscounted, and are stated before royalties, operating costs, capital costs and taxes. Actual results will depend on completed reserve engineering, well performance, commodity prices, permitting and financing. See “Forward-Looking Statements.”

About Alpha Compute Corp.

Alpha Compute Corp. (Nasdaq: ALP) is a vertically integrated AI infrastructure company specializing in GPU-as-a-service and AI Confidential Compute. Alpha Compute’s mission is to support clients, subsidiaries, and partners across critical sectors including: finance, defense, intelligence, and media with the essential framework for any organization requiring secure, confidential computing environments. 

Alpha Compute Corp is domiciled in the British Virgin Islands with offices in New York, Los Angeles, Miami, Amsterdam and Toronto. Alpha Compute is a founding partner of the Right2Compute Coalition.

Forward-Looking Statements

This press release contains forward-looking statements within the meaning of applicable securities laws. All statements other than statements of historical fact, including those preceded by, followed by, or incorporating words such as “believes,” “expects,” “anticipates,” “intends,” “estimates,” “plans,” “may,” “will,” “potential,” “continues,” or similar expressions are forward-looking statements.

Forward-looking statements in this release include, without limitation: estimates of oil and gas in place, recoverable volumes, estimated ultimate recovery, completion costs, commodity prices, realized prices, gross revenue and generation capacity; the anticipated revaluation of the acquired assets; the completion and performance of the one drilled gas wells; title, acreage and net revenue interest; the development, permitting, financing, construction and commercial operation of on-site generation and the planned data center; and potential economic, environmental and community impacts.

These statements involve known and unknown risks and uncertainties that may cause actual results to differ materially from those expressed or implied, including: the results of updated geological assessments, appraisals and independent reserve engineering; well performance and recovery factors; volatility in oil and natural gas prices and Appalachian basis differentials; permitting, environmental and well-plugging risks; the timing and progress of the Company’s strategic initiatives; reliance on third-party vendors and partners; the ability to secure additional financing; uncertainty around the Company’s investments and legacy business; risks related to technology platforms and ecosystems; and general market and economic conditions. A more complete discussion of these risks is set forth under “Item 3 – Key Information – Risk Factors” in the Company’s Annual Report on Form 20-F for the year ended March 31, 2026, as amended.

Undue reliance should not be placed on these forward-looking statements. The forward-looking statements contained herein are made as of the date of this press release, and the Company undertakes no obligation to update or revise them publicly, except as required by law.

Investor & Media Contact

Alpha Compute Corp.
ir@alphacompute.ai
www.alphacompute.ai

In this bonus episode, host Charlotte Buffoni is joined by Giorgia McGuigan from Peter J Ramsay and Associates in Australia to examine how AI-enabled workflow, reporting and performance management tools can introduce psychosocial risks at work.

A tool intended to save time can leave employees feeling more closely monitored, raise productivity expectations, blur how performance data is used or add to workloads. Giorgia explains why autonomy, role clarity, fatigue and trust matter when organisations introduce systems that influence decisions about people.

The discussion explores what EHS professionals can contribute before and throughout implementation: consult workers, assess how the tool changes work, question whether it addresses a real need and keep people involved in interpreting its outputs. The key test is whether an organisation can explain to a worker how the system affected a decision about them.

Listen Now

Time Stamps

  • 00:00:02 – Introduction: AI at work and psychosocial safety
  • 00:01:21 – When productivity tools change the experience of work
  • 00:01:57 – Autonomy, monitoring and decisions informed by AI
  • 00:03:37 – AI scheduling and the risk of worker fatigue
  • 00:04:49 – Warning signs: Role clarity and rising demands
  • 00:07:08 – What responsible implementation could look like
  • 00:08:01 – Using AI as a support for human judgement
  • 00:10:40 – Consulting workers about changes to their work
  • 00:12:00 – Bringing EHS into design and management of change
  • 00:14:13 – Questioning the need for a tool and reviewing its impact
  • 00:15:13 – Can you explain a decision to the affected worker?
  • 00:15:56 – Closing reflections on the human impact of technology

Guest Quotes

Giorgia McGuigan:
“I think asking would we be comfortable in explaining to the worker how this system has influenced decision about them?”

ROSEVILLE, Minn., Sept. 29, 2026 (GLOBE NEWSWIRE) — Hawkins, Inc. (Nasdaq: HWKN), a leading water treatment and specialty ingredients company, has completed the acquisition of the assets of Eagle Labs, Inc. (“Eagle Labs”). Eagle Labs distributes water treatment products directly to customers in Texas from its operations in the Dallas–Fort Worth region and has in-house manufacturing capabilities.

“The acquisition of Eagle Labs extends our reach into the Dallas–Fort Worth region and continues our growth in the State of Texas by adding two more locations, resulting in seven Water Treatment facilities throughout the state, which we first entered in fiscal 2022. With Texas now the world’s eighth-largest economy and Dallas–Fort Worth the fastest-growing of the top five U.S. metros since 2020, Eagle Labs positions us in one of the most dynamic markets in the country,” said Hawkins Chief Executive Officer Patrick H. Hawkins. “Eagle Labs brings a customer service model and expertise in coagulants and polymers that complement our Water Treatment offering across the state. For more than 30 years, Eagle Labs has built strong relationships within its local communities, and we intend to maintain and expand those connections. In addition, we have opened a new Hawkins facility in the Dallas–Fort Worth area, which, together with Eagle Labs, strengthens our ability to serve the region’s demand.”

Dwight Hodel, founder and CEO of Eagle Labs, Inc., said, “For more than 30 years, Eagle Labs has served North Texas and its surrounding areas with enhanced technical products and services to produce safe drinking water and meet other essential water treatment needs. And now it is time to find the one company to trust with our legacy, and that is the Hawkins team with premier resources and dedication to excellence. Hawkins is trusted to continue a legacy built by my employees, customers, and suppliers over the decades. Hawkins shares all the same values as Eagle Labs and believes in treating people the way you want to be treated. And most importantly, Hawkins shares our unwavering commitment by offering outstanding products and services to meet the needs of our customers, a principle I have always believed in.”

Mr. Hawkins concluded, “I would like to welcome the Eagle Labs team to the Hawkins organization and look forward to our continued growth together.”

About Hawkins, Inc.

Hawkins, Inc. was founded in 1938 and is a leading water treatment and specialty ingredients company that formulates, manufactures, distributes and blends products for its Water Treatment, Food & Health Sciences and Industrial Solutions customers. Headquartered in Roseville, Minnesota, the Company has 69 facilities in 28 states and creates value for its customers through superb customer service and support, quality products and personalized applications. Hawkins, Inc. generated approximately $1.1 billion of revenue in fiscal 2026 and has approximately 1,200 employees. For more information, including registering to receive email alerts, please visit www.hawkinsinc.com/investors.

Contact:   Jack Shufelt        
                Investor Relations, Mergers and Acquisitions and Treasury Director
                612/617-8582                
                ir@hawkinsinc.com
                jack.shufelt@hawkinsinc.com

TORONTO, Sept. 29, 2026 (GLOBE NEWSWIRE) — Middlefield is pleased to announce the launch of the Middlefield Global Multi-Sector Fixed Income Fund, available today in an ETF series (TSX:MGFI) and mutual fund format. The Fund is managed by Alexandre Cousineau, M.Sc, CFA, CAIA, head of fixed income at Middlefield. The fund is launching with a limited time Founders Series, with a management fee of 0.15%.

“Fixed income markets are increasingly global and interconnected, creating opportunities that extend well beyond traditional domestic bond portfolios,” said Dean Orrico, president and CEO of Middlefield. “Alexandre’s extensive global fixed income experience has been instrumental in developing a strategy that broadens the opportunity set for investors across changing market environments.”

Middlefield Global Multi-Sector Fixed Income Fund is designed to provide monthly income and long-term capital preservation by investing in a globally diversified portfolio of fixed income securities. The Fund is actively managed and includes broad diversification across fixed income sectors, geographies and monetary policy environments, as well as flexible risk allocation across duration, yield curve positioning, sector allocation and security selection.

This launch marks another milestone for Middlefield as the firm continues to build out its fixed income platform. Under the leadership of Mr. Cousineau, the Fund will also receive support from Jack Boyd, principal, global fixed income; Gordon McKay, senior portfolio manager; Michael O’Donnell, portfolio manager; Karen Ko, investment strategist; and Sean Irvine, client portfolio manager.

Fund Fund Series Available
Middlefield Global Multi-Sector Fixed Income Fund Series A (MID 101)
Series F (MID 151)
Series I (MID 157)
Series O (MID 156)
ETF Series (TSX:MGFI)


About Alexandre Cousineau

Alexandre Cousineau joined Middlefield in 2026 as head of fixed income. He has over 15 years of experience in active global fixed income portfolio management, credit trading and risk management. He most recently served as a vice president and portfolio manager at Fiera Capital, where he managed multi-billion-dollar mandates across investment-grade, high yield, securitization and emerging market debt.

Mr. Cousineau is a CFA and CAIA Charterholder with a bachelor’s degree in actuarial mathematics and a master’s degree in financial engineering.

About Middlefield

Founded in 1979, Middlefield is an income-focused asset manager with offices in Toronto, Canada and London, England. Our investment team has developed a disciplined investment process over many years that seeks to identify attractive opportunities while evaluating the risks that impact returns. Our specialized suite of innovative investment solutions for both individual and institutional investors include Exchange-Traded Funds trading in Canada, the UK, Italy and Germany as well as Canadian Mutual Funds, Split Share Corporations, Closed-End Funds and Flow-through LPs. Our core business currently includes seven income mandates: Real Estate, Healthcare, Innovation, Infrastructure, Energy, Diversified Income and Fixed Income, all of which incorporate our focus on diversification across market sectors and companies which can generate growing levels of cash flows. For more information about Middlefield’s income-generating investment solutions, please visit www.middlefield.com.

This press release contains forward-looking information. The forward-looking information contained in this press release is based on historical information concerning distributions and dividends paid on the securities of issuers historically included in the portfolio of the Fund. Actual future results, including the amount of distributions paid by the Fund, may differ from the monthly distribution amount. Specifically, the income from which distributions are paid may vary significantly due to: changes in portfolio composition; changes in distributions and dividends paid by issuers of securities included in the Fund’s portfolio from time to time; there being no assurance that those issuers will pay distributions or dividends on their securities; the declaration of distributions and dividends by issuers of securities included in the portfolio will generally depend upon various factors, including the financial condition of each issuer and general economic and stock market conditions; the level of borrowing by the Fund; and the uncertainty of realizing capital gains. The risks, uncertainties and other factors that could influence actual results are described under “Risk Factors” in the Fund’s prospectus and other documents filed by the Fund with the Canadian securities regulatory authorities. The forward-looking information contained in this press release constitutes the Fund’s current estimate, as of the date of this press release, with respect to the matters covered hereby. Investors and others should not assume that any forward-looking statement contained in this press release represents the Fund’s estimate as of any date other than the date of this press release.

For further information, please visit our website www.middlefield.com or contact our Sales and Marketing Department at 1.888.890.1868

LOWELL, Mass., Sept. 29, 2026 (GLOBE NEWSWIRE) — MACOM Technology Solutions Inc. (“MACOM”), a leading supplier of semiconductor solutions, will exhibit at the upcoming European Microwave Week (EuMW) from October 6 – 8, 2026, in London, England. MACOM’s demonstrations in its Booth #B45 will highlight its latest RF, microwave, millimeter wave and photonic technologies, along with its high reliability and foundry capabilities. MACOM technical experts will also participate in conference presentations.

Featured Demonstrations at EuMW 2026:

K- and Ka-Band Signal Chains with VVA Temperature Compensation
Featuring MACOM’s thermal compensation attenuator technology, this demonstration showcases K- and Ka-Band uplink and downlink signal chains designed to maintain consistent gain performance across temperature fluctuations, making this an ideal solution for satellite communications.

2 to 20 GHz Wideband GaN Power Amplifier
MACOM’s wideband 10 W GaN-on-SiC power amplifier, suitable for electronic warfare, communications, radar and test instrumentation applications requiring high output power and broad frequency coverage.

AlGaAs Hot Via Technology
MACOM’s innovative Hot Via process technology will be on display and enables direct surface mount attachment while reducing assembly complexity and supporting high performance operation at millimeter-wave frequencies.

Fast-Recovery X-Band GaN LNA
This demonstration highlights the fast recovery performance of MACOM’s GaN-on-Si technology, showing significantly improved recovery times compared to traditional GaAs LNAs for radar, electronic warfare and communications applications.

Advanced Foundry Services
MACOM will showcase its extensive GaAs and GaN foundry capabilities, including wafer fabrication, custom packaging and testing services, with a focus on the manufacturing capabilities of MACOM’s European Semiconductor Center.

RF-over-Fiber (RFoF) and Free Space Optical (FSO) Communications
This demonstration highlights MACOM’s RF-over-Fiber portfolio, including lasers, photodiodes, TOSAs and ROSAs supporting applications across L-, S-, C-, X- and Ku-Band frequencies, as well as FSO communication systems.

Space and Hi-Rel Solutions
A display of optical and RF technologies designed for demanding space, satellite and defense applications, including optical power amplifiers, lasers, laser drivers, photodiodes, transimpedance amplifiers and RFoF subsystems.

MACOM Presentations at EuMW 2026:

Topic: EuMIC06-2: Generalized Two-Port Feedback Analysis​
Date:  October 5
Location:  Room 10
Author:  Thomas Winslow


Visit MACOM at Booth B45:

Exhibit Hours:     Tuesday, October 6: 09:30 to 18:00
    Wednesday, October 7: 09:30 to 17:30
    Thursday, October 8: 09:30 to 16:30

To schedule a meeting with MACOM during EuMW 2026, please visit https://www.macom.com/meet.

About MACOM
MACOM designs and manufactures semiconductor products for telecommunications, industrial and defense and data center applications. Headquartered in Lowell, Massachusetts, MACOM has design centers and sales offices throughout North America, Europe and Asia. MACOM is certified to the ISO9001 international quality standard and ISO14001 environmental management standard. To learn more, visit https://www.macom.com/.

Company Contact:
MACOM Technology Solutions Inc.
Stephen Ferranti
Senior Vice President, Corporate Development and Investor Relations
P: 978-656-2977
E: stephen.ferranti@macom.com

Revenue increased 172.7% to €15.0 million (approximately $17.2 million); operating income turned positive, representing a €1.7 million year-over-year improvement

VALENCIA, Spain, Sept. 29, 2026 (GLOBE NEWSWIRE) — Turbo Energy, S.A. (Nasdaq: TURB) (“Turbo Energy” or the “Company”), a technology-driven integrator of energy storage and intelligent energy-management solutions, today reported its unaudited consolidated financial results for the six months ended June 30, 2026.

Total revenue for the first half of 2026 increased 172.7% to €15,033,238 (approximately $17.2 million), compared with €5,512,458 in the first half of 2025. The Company achieved positive operating income of €510,542 (approximately $0.58 million) in the first half of 2026, compared with an operating loss of €1,164,274 in the prior-year period, representing a year-over-year improvement of €1,674,816 (approximately $1.91 million). Turbo Energy also reported net income of €65,647 (approximately $75,000) in the first half of 2026, compared with a net loss of €1,397,715 in the first half of 2025.

Revenue growth reflected the continued expansion of the Company’s intelligent energy solutions business, including the execution of its 366 MWh industrial energy-storage project and continued activity across its broader product portfolio.

The results are consistent with the preliminary results announced in July 2026 and mark an important step in Turbo Energy’s transition from a period focused on technology investment and market expansion toward greater operating discipline and improved financial performance.

First Half 2026 Financial Highlights

  • Record revenue: Total revenue increased 172.7% to €15,033,238 (approximately $17.2 million), from €5,512,458 in the first half of 2025.
  • Higher gross profit: Gross profit increased 87.6% to €2,484,022 (approximately $2.8 million), from €1,324,430.
  • Positive operating and net income: Operating income reached €510,542 (approximately $0.58 million), and net income was €65,647 (approximately $75,000), compared with an operating loss of €1,164,274 and a net loss of €1,397,715.
  • Stronger equity position: Shareholders’ equity increased to €5,518,529 (approximately $6.3 million) as of June 30, 2026, from €1,599,640 as of December 31, 2025.

“The first half of 2026 marks an important financial milestone for Turbo Energy,” said Mariano Soria, the Chief Executive Officer of Turbo Energy. “We delivered record revenue and moved from an operating loss to positive operating income. This performance reflects the growing scale of our project execution and the investments we have made in technology and industrial energy-storage capabilities.”

“Our next priority is to build on this progress by improving project mix and margins, converting working capital more efficiently into cash and increasing the contribution of our proprietary energy-management technology and service-based business models. We believe these capabilities can create a more differentiated and higher-value energy-storage platform.”

Operating income reflects higher gross profit and lower operating expenses

Gross profit increased 87.6% to €2,484,022 (approximately $2.8 million), from €1,324,430 in the prior-year period. Cost of revenue increased 199.7% to €12,549,216 (approximately $14.3 million), from €4,188,028, reflecting the substantial increase in sales volume and the greater contribution of large-scale industrial project deliveries. As a result, gross margin was 16.5%, compared with 24.0% in the first half of 2025. Improving project mix and increasing the contribution of proprietary software and service-based revenue remain key priorities for the Company.

Total operating expenses decreased 20.7% to €1,973,480 (approximately $2.3 million), from €2,488,704. The combination of higher gross profit and lower operating expenses resulted in operating income of €510,542 (approximately $0.58 million), compared with an operating loss of €1,164,274 in the first half of 2025.

Total other expense increased to €444,895 (approximately $0.51 million), from €233,441, primarily due to higher interest expense and foreign-exchange losses. After these items, Turbo Energy reported net income of €65,647 (approximately $75,000), compared with a net loss of €1,397,715 in the prior-year period.

Strengthened financial position

Shareholders’ equity increased to €5,518,529 (approximately $6.3 million) as of June 30, 2026, from €1,599,640 as of December 31, 2025. The increase primarily reflected €3.78 million (approximately $4.32 million) in net proceeds from the Company’s registered direct offering and at-the-market issuances during the first half of 2026.

Working capital improved to €6,547,449 (approximately $7.5 million) as of June 30, 2026, from negative working capital of €910,135 as of December 31, 2025. The improvement primarily reflected the restructuring of €4,870,491 (approximately $5.6 million) of bank debt into long-term financing, the proceeds from Turbo Energy’s equity offerings and a reduction in current liabilities.

Toward a higher-value energy-storage platform

Turbo Energy is evolving its offering beyond the supply and integration of energy-storage systems toward a model combining project execution, intelligent energy management and service-based revenue opportunities. Turbo Energy believes this combination can increase the operational and economic value of deployed storage infrastructure while creating a more differentiated and scalable business over time.

Availability of financial information

Turbo Energy’s unaudited condensed interim consolidated financial statements and its Operating and Financial Review and Prospects for the six months ended June 30, 2026, and 2025 are included in a Report on Form 6-K furnished to the U.S. Securities and Exchange Commission.

The Company’s condensed interim consolidated financial statements are presented in euros, its functional currency. Unless otherwise indicated, all U.S. dollar amounts translated from euros in this press release are approximate and were calculated using an exchange rate of $1.1417 per euro, which was the June 30, 2026, exchange rate according to the U.S. Federal Reserve. These translations are provided solely for the convenience of readers and should not be construed as representations that the euro amounts could have been or could be converted into U.S. dollars at that or any other rate.

About Turbo Energy, S.A.

Founded in 2013, Turbo Energy, S.A. (Nasdaq: TURB) is a global technology integrator specializing in AI-driven energy storage and energy management solutions. The Company integrates advanced battery storage, proprietary software and energy management systems into intelligent energy solutions that help residential, commercial and industrial customers optimize energy consumption, reduce costs, improve resilience and maximize the value of their energy assets.

As part of Umbrella Global Energy, Turbo Energy plays a strategic role in driving innovation in intelligent energy storage, electrification and software-defined energy management across Europe, North America and Latin America. For more information, please visit www.turbo-e.com.

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. Forward-looking statements are neither historical facts nor assurances of future performance. Instead, they are based only on current beliefs, expectations and assumptions regarding the future of the business of the Company, future plans and strategies, projections, anticipated events and trends, the economy and other future conditions. 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. Because forward-looking statements relate to the future, they are subject to inherent uncertainties, risks and changes in circumstances that are difficult to predict and many of which are outside of the Company’s control, including the risks described in the Company’s registration statements and annual reports under the heading “Risk Factors” as filed with the Securities and Exchange Commission. Actual results and financial condition may differ materially from those indicated in the forward-looking statements. Therefore, you should not rely on any of these forward-looking statements. Any forward-looking statements contained in this press release speak only as of the date hereof, and Turbo Energy, S.A. specifically disclaims any obligation to update any forward-looking statement, whether as a result of new information, future events or otherwise.

For more information, please contact:

Turbo Energy | Investor Relations
Email: investors@turbo-e.com
Website: investors.turbo-e.com

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TURBO ENERGY, S.A.
Condensed Interim Consolidated Statements of Operations
(Unaudited)
(Expressed in Euro)

          Six Months Ended June 30,  
    Note     2026     2025  
Revenue     18     € 7,835,027     € 5,026,963  
Revenue – related parties     11,18       7,186,691       410,342  
Other operating income             11,520       75,153  
Total Revenue             15,033,238       5,512,458  
Cost and Expenses                        
Cost of revenues     19       12,549,216       4,188,028  
Selling and administrative     20       1,378,224       1,137,050  
Selling and administrative – related parties     11,20       101,744       356,912  
Salaries and benefits             400,755       870,583  
Salaries and benefits – related parties     11       69,063       124,159  
Bad debt expense     4       23,694       –  
Total Cost and Expenses             14,522,696       6,676,732  
Income (loss) from operations             510,542       (1,164,274 )
Other Income (Expense)                        
Other income             –       208  
Interest income             –       3,457  
Interest expense             (351,691 )     (157,432 )
Interest expense – related party             (26,448 )     (40,627 )
Foreign exchange gain (loss)             (66,756 )     (39,047 )
Total Other Income (Expense)             (444,895 )     (233,441 )
Net Income (Loss) Before Income Tax             65,647       (1,397,715 )
Income tax Expense (Recovery)                        
– Current             –       –  
– Deferred             –       –  
Net Income (Loss)           € 65,647     € (1,397,715 )
Basic Net Income (Loss) per Ordinary Share           € 0.00     € (0.03 )
Diluted Net Income (Loss) per Ordinary Share           € 0.00     € (0.03 )
Weighted Average Number of Ordinary Shares Outstanding – Basic             59,415,835       55,085,700  
Weighted Average Number of Ordinary Shares Outstanding – Diluted             61,143,577       55,085,700  

TURBO ENERGY, S.A.
Condensed Interim Consolidated Statements of Financial Position
(Unaudited)
(Expressed in Euro)


          June 30,     December 31,  
As at   Note     2026     2025  
                   
Assets                  
Current                  
Cash and cash equivalent     2     € 503,586     € 493,129  
Accounts receivable and other receivables     4       3,274,020       1,739,775  
Inventories     5       4,830,099       3,444,184  
Amount due from related parties     11       5,942,031       10,443,887  
Prepaid expense     6       3,712,271       3,643,077  
Investments     7       34,557       34,557  
Total Current Assets             18,296,564       19,798,609  
Non- Current Assets                        
Property and equipment, net     8       204,452       214,966  
Intangible assets, net     9       1,882,964       2,102,151  
Right-of-use assets     16       15,470       21,444  
Deferred tax assets             2,272,573       2,272,573  
Total Assets           € 22,672,023     € 24,409,743  
                         
Liabilities and Shareholders’ Equity                        
Current Liabilities                        
Accounts payable and accrued liabilities     10     € 6,848,799     € 12,647,530  
Accrued interest payable     12       34,310       355,711  
Accrued interest payable – related party     11       26,448       –  
Amount due to related parties     11       3,400,635       2,929,117  
Lease liabilities – current portion     16       10,163       12,203  
Bank loans – current portion     13       1,175,408       4,510,831  
Debt bond – current portion     12       253,352       253,352  
Total Current Liabilities             11,749,115       20,708,744  
Non-Current Liabilities                        
Lease liabilities     16       6,068       10,059  
Bank loans     13       3,433,687       –  
Deferred tax liabilities             30,595       30,595  
Debt bond – noncurrent portion     12       1,934,029       2,060,705  
Total Liabilities             17,153,494       22,810,103  
Shareholders’ Equity                        
Share Capital     14       3,143,855       2,754,285  
Additional paid in capital     14       7,404,278       3,940,606  
Reserve     15       1,411,846       1,411,846  
Accumulated Deficit             (6,441,450 )     (6,507,097 )
Total Shareholders’ Equity             5,518,529       1,599,640  
Total Liabilities and Shareholders’ Equity           € 22,672,023     € 24,409,743  

TURBO ENERGY, S.A.
Condensed Interim Consolidated Statements of Cash Flows
(Unaudited)
(Expressed in Euro)


          Six Months Ended June 30,  
    Note     2026     2025  
Cash Provided by (Used in)                  
Operating Activities                  
Net income (loss) before income tax           € 65,647     € (1,397,715 )
Items not affecting cash:                        
Stock-based compensation     2       67,220       63,682  
Bad debt expense     4       23,694       –  
Depreciation of property and equipment     8       10,514       5,937  
Amortization of intangible assets     9       244,527       48,763  
Amortization of right-of-use assets     16       5,974       38,250  
Accretion of lease liabilities     16       430       2,442  
Gain on lease cancellation     16       –       (137 )
Changes in non-cash working capital items:                        
Inventories     5       (1,385,915 )     (636,450 )
Accounts receivable and other receivables     4       (1,557,939 )     1,934,794  
Deferred tax assets     17       –       3,390  
Due from related parties     11       5,097,469       (151,543 )
Due to related parties     11       (67,154 )     (1,329 )
Prepaid expense     6       (69,194 )     (580,865 )
Accounts payable and accrued liabilities     10       (5,798,731 )     (733,186 )
Accrued interest payable     12       (321,401 )     23,436  
Accrued interest payable – related party     11       26,448       40,627  
Net cash used in operating activities             (3,658,411 )     (1,339,904 )
Investing Activities                        
Purchase of equipment     8       –       (9,008 )
Purchase of intangible assets     9       (25,340 )     (450,962 )
Net cash used in investing activities             (25,340 )     (459,970 )
Financing Activities                        
Net proceed from Issuance of common stock through public offering     13       3,786,022       –  
Proceeds from debt bond     12       –       1,667,638  
Repayment of debt bond     12       (126,676 )     (126,676 )
Repayment of bank loans     13       –       (90,374 )
Net proceeds (repayment) from lines of credit     13       98,264       276,052  
Repayment of lease liabilities     16       (6,461 )     (40,488 )
Payments to related parties     11       (59,083 )     (907,213 )
Proceeds from related parties     11       2,142       370  
Net cash provided by financing activities             3,694,208       779,309  
Net change in cash             10,457       (1,020,565 )
Cash – beginning of period             493,129       2,384,625  
Cash – end of period           € 503,586     € 1,364,060  

Originally published on CVS Health Company Newsroom

Key points

  • Value-based primary care has stalled in many places not because the model is wrong, but because too many have approached it as a contracting exercise, signing the risk deal and documenting patients’ clinical conditions, instead of the harder work of integrating care around the patient.
  • Scaling it takes connecting the whole system around one patient: the health plan, primary care, in-home engagement, retail clinics and the neighborhood pharmacy, all working toward the same goal.
  • At CVS Health, we’re doing the harder work of integration and medical cost improvement, not just the easier work of contracting and documenting, and being honest about what that takes.

For many clinicians, the moments from the exam room that stay with them are rarely the dramatic ones. They’re the avoidable ones: the patient who lands in the emergency department over a weekend because no one caught the warning signs on Thursday, the medication that was never reconciled, the specialist visit that never got back to the person managing the whole picture. None of those failures are about the skill of any single clinician. They’re about a system that pays for activity instead of outcomes, and that leaves everyone in it working harder than ever while patients still fall through the gaps.

That is the promise of value-based care: paying for health rather than volume and rewarding clinicians for keeping people well. But value-based primary care has stalled in so many places not because the payment model is wrong. It’s that too many have approached it as a contract to manage rather than a system of care to build. Scaling it takes connecting the entire system—primary care, the health plan, in-home care, retail clinics and the neighborhood pharmacy—so that care is organized around one person rather than fragmented across wherever it happens to be delivered. That is what CVS Health is working to build. And it is hard.

Why scaling value-based primary care is hard

We should be clear about the difficulty, because the industry too often isn’t. This is a challenging moment for value-based care—and it is challenging industry-wide. Three forces are converging at once: medical costs have risen as patients returned to care after the pandemic; reimbursement has lagged those costs; and the risk-adjustment models that underpin the sustainability of the model have changed. The result is outsized operational and financial pressure on value-based providers.

There is a more fundamental difficulty—one that never shows up in a contract. Value-based primary care only works when you have a panel of patients you know well, and that takes years to build, not quarters. A clinic isn’t sustainable the day it opens; it becomes sustainable as relationships deepen, gaps in care close, and avoidable costs come down. We learned this at Oak Street Health. Our footprint grew quickly, and we have since moved from a clinic-growth mentality to a disciplined focus on strengthening performance in existing centers—deepening the panels in the clinics we already have rather than chasing new construction. It’s the less glamorous strategy. It’s also the right one.

In this environment, it is important to be precise about each patient’s health needs so that care teams have an accurate picture of the people they serve. That work matters, and it demands rigor in how conditions are identified, documented and addressed. We have invested in AI-enabled tools to help meet that bar. But documentation accuracy is only the starting point. The durable work—the work that actually bends the cost curve—is medical cost management: keeping people out of the hospital, coordinating their specialists, managing their medications, and addressing the social barriers that drive avoidable utilization. That is harder, slower and less visible than administrative precision. It is also the only thing that makes value-based care worth doing.

Doing that at scale takes more than any single clinic or any single contract. In practice, it comes down to four things.

It takes shared accountability, not siloed contracts

Value-based contracts move accountability from the cost of a single service to the total cost of a patient’s care: every admission, every specialist, every prescription, and the social factors that shape all of them. Making that work demands genuine alignment between payors and providers, who too often operate at arm’s length on competing incentives. Oak Street Health is an all-payor model—built to deliver for every health plan and every patient, not any single relationship. When a health plan and a care team commit to the same goal for the same patient, with appropriate consent and safeguards, they can coordinate more closely, close gaps in care faster, and organize care around the person rather than the claim.

And it is working. At Oak Street Health, which is fully accountable for the total cost of care of the patients it serves, the model produces a 40% reduction in hospital admissions per thousand compared with traditional Medicare. These are not feel-good statistics: when patients stay healthier, every payor that partners with Oak Street benefits—and so do the patients themselves. Aetna is one example of that alignment, and the depth of that collaboration demonstrates what genuine payor-provider alignment can achieve. Oak Street’s model is designed to work across payors, with the same focus on improving outcomes and lowering avoidable costs for every patient it serves.

View patient Linda’s story here.

It takes a complete picture of the patient to successfully deliver value-based care

Most of what determines a patient’s health never appears in a medical chart, and almost none of it surfaces in a 15-minute office visit. Nearly a third of Americans have no primary care physician, and one in three lives in a health care desert. Diet, housing, transportation, isolation, fall risk at home—these shape outcomes far more than most diagnoses, and they are invisible from behind a desk. And when we can’t see the full picture, value-based care falls apart.

That is why we go to people’s homes. Through Signify Health, our clinicians conduct in-home health evaluations that can capture more than 300 clinical and social data points: early signs of chronic disease, mental and cognitive health concerns, mobility and safety risks, and barriers like food insecurity or unreliable transportation. Across the country, that adds up to roughly 3.5 million home visits a year—3.5 million chances to catch a risk before it becomes an emergency.

But data alone does not improve anyone’s health. Action does. Signify Health is built to help close that loop: when a visit surfaces an unmet need or a care gap, our clinicians help connect the person to the next step in their care—so a risk spotted in the living room becomes a problem we help prevent rather than an emergency we meet in the hospital.

It takes the pharmacy—value-based care’s most underused asset

Here is a fact that should reshape how we think about value-based care. A typical Medicare patient sees their primary care physician 7 times a year. They interact with their pharmacist far more often—and for many people, the pharmacist is the most trusted and most accessible clinician in their lives. Nearly 85% of Americans live within five miles of a CVS Pharmacy. In value-based care, access is not a coincidence. It is an asset.

With the patient’s consent, the pharmacy can reinforce the care plan: medication management and adherence support the care team can act on, screenings and vaccinations that close gaps in care, and a pharmacist who is a genuine extension of a patient’s primary care relationship rather than a transaction at a counter. When the pharmacy, the primary care clinic, the home visit and the health plan share the same goal for the same patient, the frequency of those pharmacy interactions stops being a missed opportunity and becomes connective tissue for the patient’s care—and a direct lever on value-based outcomes.

It takes coordination that’s built in, not bolted on

Coordinating care is operationally hard: electronic records still don’t talk to each other cleanly, and the workforce is stretched thin. But for patients juggling multiple specialists, medications and follow-ups, coordination is the difference between a care plan that works and one that exists only on paper.

At Oak Street Health, where about 65% of our patients live with two or more chronic conditions, team-based care is the default: our teams coordinate actively with specialists, reinforce treatment plans, and provide transitional care after a hospitalization—the most fragile moment in a patient’s journey—to prevent avoidable readmissions. Signify Health’s care coordinators help members take the next best step, whether that is establishing a relationship with a primary care provider or connecting to their health plan’s care-management resources. And our MinuteClinic primary care model—now available at more than 65% of our clinics—is helping people connect to longitudinal care close to home.

Underneath all of it is technology. AI is making integration real-time rather than aspirational. At Oak Street Health, an AI-enabled risk model helps care teams identify which patients are most likely to face a serious health event so we can reach them before they reach the hospital. The same capability stratifies the risks Signify surfaces in the home and connects fragmented records so a care team sees the whole patient rather than fragments. Used well—with clear safeguards for privacy and real clinical oversight—technology is not a substitute for the relationship between a patient and a care team; it is what gives that team the time, and the information, to do their jobs.

What it takes—and why it’s worth it

Scaling value-based primary care takes shared accountability, a complete picture of each patient, the most frequent touchpoints in the system, and coordination built into every visit. It takes the patience and the honesty to do the real work—improving medical cost and integrating care—rather than treating payment reform as the finish line. We hold ourselves to a simple standard: the work has to translate into measurable outcomes for patients.

No single organization will fix American health care alone. It will take payors, providers, pharmacists and policymakers willing to do the hard work of integration, not just redesign payment models and hope the care experience changes on its own. But when value-based primary care is built on connected access, real insight into each patient, and coordination at its foundation, it can mean fewer avoidable hospital visits, better medication support, more connected follow-up and easier access to care. At CVS Health, that is the work underway: connecting care across the home, clinic, pharmacy and health plan so value-based primary care can become more accessible, more coordinated and more sustainable.

Nokia

by Hardik Gohil

Most people never see the systems that keep daily life moving. They simply expect the light to turn on, the train to leave on time, and help to arrive when it is needed. That unseen force is the “Invisible Pulse” of modern society: the silent, essential heartbeat of mission-critical networking. For the team at Nokia, keeping that pulse strong is more than a responsibility; it is a shared purpose.

Around the world, dedicated professionals run the infrastructures society depends on most. They are utility operators managing the nervous system of a national grid, where control messages are every bit as critical as the power lines themselves. When a cyclone or earthquake strikes, the grid cannot be reenergized without the IP communications network that controls the relays and switches.

They are also the emergency aeromedical crews flying through stormy nights in what are, in effect, airborne intensive care units. For these pilots and clinicians, a reliable data link is not a convenience; it is how critical information reaches the hospital before the patient does. In their world, a connection failure is not just a technical issue, it can put the entire mission at risk. For these organizations, failure is simply not an option.

That reality demands extraordinary foresight. When planning these control networks, these organizations must think a decade ahead, anticipating the capacity, reliability, and resilience they will need in 2035 and beyond. While “five nines” availability remains the telecom benchmark, mission-critical networks are built to go “beyond the five nines,” with resilience designed to keep systems operating and support recovery even amid natural disasters.

And this is where the story becomes personal.

For me, this commitment to the Invisible Pulse is one of the things that makes this work so meaningful. It sits at the intersection of engineering excellence and human impact. Our team does not build connectivity solutions in isolation; we immerse ourselves in our customers’ realities, whether in public safety, defense, transportation, or energy.

I find real purpose in knowing that our IP networking helps a pilot focus on flying, helps clinicians prepare before a patient arrives, and helps communities recover after floods and storms. That is what drives us: the ambition to be so reliable, so resilient, and so seamless that the control network fades into the background, even as it keeps everything else running. We are proud to be the Invisible Pulse behind the world’s most essential systems, always on, always resilient, always there.

But the best way to understand it is to hear directly from the people who keep society’s critical functions running every day:

Improves Handling and Freight Economics, Lowers Materials Cost and Makes Weight Competitive

BOCA RATON, Fla., Sept. 29, 2026 (GLOBE NEWSWIRE) — Xeriant, Inc. (OTCQB: XERI), a company dedicated to the discovery, development, and commercialization of transformative technologies, today provided an update on the ongoing production of NexBoard™ at its contract manufacturer.

The proprietary manufacturing process was set up in stages to meet specific goals, including establishing parameters related to input materials compatibility, understanding equipment capabilities and cycle times for future scaling, and managing specific product features, consistency and quality. One of the top priorities in the production run was to optimize lightweighting of the panel, making it competitive with other wall panels in the market with the same thickness, a goal which was achieved with nearly a 25 percent reduction in weight while maintaining the same dimensions.

“Lightweighting was among the most important goals we wanted to achieve as we scale up production. We were able to reduce the panel’s weight by almost 25 percent without sacrificing strength, which is an amazing result. Lower weight improves handling and installation and at the same time lowers the cost of freight and materials,” said Keith Duffy, CEO of Xeriant.

Production continues at the Company’s contract manufacturing partner as they accomplish each of the product objectives. The panels are being used to support sample fulfillment for leading homebuilders and commercial construction firms who are evaluating NexBoard as a universal construction panel.

Under the DUREVER™ brand, NexBoard is an eco-friendly composite construction panel made from recycled plastic and fiber waste and incorporating Xeriant’s proprietary Durazite™ fire-retardant technology. Independent third-party testing has previously confirmed a Class A rating under ASTM E84 and a pass on the NFPA 286 corner room burn test, along with strong results in impact resistance, tensile strength, water absorption, and mold resistance.

About Xeriant, Inc.

Xeriant, Inc. is dedicated to the discovery, development, and commercialization of transformative technologies, with a focus on advanced materials that can be successfully integrated and deployed across multiple industrial sectors. The Company’s advanced materials line is marketed under the DUREVER™ brand and includes NexBoard™, an eco-friendly composite construction panel made from recycled plastic and fiber waste, and NexPatch™, its companion fire-resistant joint compound.

For more information, visit www.xeriant.com.

SAFE HARBOR / FORWARD-LOOKING STATEMENTS

In connection with the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, Xeriant, Inc. hereby provides cautionary statements identifying important factors that could cause actual results to differ materially from those projected in forward-looking statements. Any statements that are not historical facts and that express or involve discussions about expectations, beliefs, plans, objectives, assumptions or future events or performance may be forward-looking and may involve estimates and uncertainties that could cause actual results to differ materially from those expressed. These statements include, but are not limited to, expectations concerning completion of the current production campaign, product performance following lightweighting, sample fulfillment, customer evaluations, and commercialization progress.

We caution that the factors described herein could cause actual results to differ materially from those expressed in any forward-looking statements, and investors should not place undue reliance on such statements. Any forward-looking statement speaks only as of the date it is made, and the company undertakes no obligation to update any forward-looking statement to reflect events or circumstances after that date.

This press release does not constitute an offer of any securities for sale.

Xeriant, Inc.
Investor Relations Department
(561) 491-9595
IR@xeriant.com
www.xeriant.com

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