Recent Form 8-K Filing Indicates that Tisch and Bielli Led Board Has Learned Nothing about Disclosure and Transparency from the Company’s Recent Proxy Fight

Urges Tejon Ranch’s Board of Directors to Disclose Full Details Surrounding Brett Brown’s Departure  

Calls on Tejon’s Independent Directors to Follow the Recommendations of Leading Proxy Advisory Firms in Adopting PFS Trusts Shareholder Proposal that Received 49.3% of the Vote

PALO ALTO, Calif., July 16, 2025 /PRNewswire/ — Glenbrook Capital Management (“Glenbrook” or “we”), a long-time shareholder of Tejon Ranch Co. (NYSE: TRC) (“Tejon” or the “Company”) with more than 300,000 shares of Tejon, made the following statement regarding the unexplained departure on July 11, 2025 of CFO Brett A. Brown. Grover Wickersham, Chairman of Glenbrook stated:

“There has been no press release or public disclosure other than the statement in a Form 8-K late last Friday that Mr. Brown ‘separated from employment.’ This raises more questions than answers, leaving us disappointed by the Tisch-led board’s apparent continuing disregard for public shareholders. The Form 8-K Friday minimally announced Brett Brown’s abrupt departure as Chief Financial Officer and Treasurer, providing no reason or context for the sudden exit of its second most senior executive.

Mr. Brown was Tejon’s sole senior executive with an SEC compliance background and his contributions to Tejon should not be overlooked. At Glenbrook, we were impressed by Mr. Brown’s origination of a very favorable Farm Credit loan on behalf of Tejon, his participation at investor conferences and his improvements to Tejon’s financial disclosure, such as better illuminating G & A expenses. The shareholders deserve to know why Mr. Brown ‘separated from employment.’

Shareholders are left to wonder if there is fire where there is smoke. If Mr. Brown’s exit was related to disagreements over Tejon company policies, operations, or accounting practices – such as failing to take an impairment charge for the obscenely mismanaged Centennial project, then shareholders have the right to know. We believe e SEC disclosure requirements provide that such issues be disclosed fully and promptly.

Tejon’s trademark lack of transparency on such an important development only serves to erode the Company’s dwindling supply of shareholder trust.  For this reason, we again urge the independent directors to retain independent counsel to advise them on changing course.  Tejon’s public shareholders control the majority of Tejon’s outstanding shares. Transparency is essential to building shareholder trust, especially in light of the calls for increased disclosure during the recent proxy contest.

Implementing PFS Trust’s shareholder proposal, which we called on the Board to implement in May, would allow Tejon shareholders owning a combined 10% of outstanding shares to call a special meeting of shareholders. That proposal, combined with adequate disclosure around Mr. Brown’s departure, would go a long way to salvage what little shareholder trust remains. This underscores the vital importance of Tejon shareholders having the ability to hold the Board and management accountable.   

We once again call on the independent directors to implement the PFS Trust shareholder proposal, which was overwhelmingly supported by Tejon’s public shareholders, and to immediately and transparently disclose further details of Mr. Brown’s departure and clearly communicate plans to cover the crucial function that he served.”

Media Contact:
ASC Advisors
Taylor Ingraham
Partner, ASC Advisors
tingraham@ascadvisors.com
203-992-1230

Investor Contact:
Richard Rudgley
President, Glenbrook Capital Management
richard@glenbrookcapital.net

Grover Wickersham
Chairman, Glenbrook Capital Management
415-601-1111 

Disclaimer and Cautionary Statement Regarding Forward-Looking Statements
This press release does not constitute an offer to sell or solicitation of an offer to buy any of the securities described herein in any state to any person.

The information herein contains “forward-looking statements.” Specific forward-looking statements can be identified by the fact that they do not relate strictly to historical or current facts and include, without limitation, words such as “may,” “will,” “expects,” “believes,” “anticipates,” “plans,” “estimates,” “projects,” “potential,” “targets,” “forecasts,” “seeks,” “could,” “should” or the negative of such terms or other variations on such terms or comparable terminology. Similarly, statements that describe our objectives, plans or goals are forward-looking. Forward-looking statements are subject to various risks and uncertainties and assumptions. There can be no assurance that any idea or assumption herein is, or will be proven, correct or that any of the objectives, plans or goals stated herein will ultimately be undertaken or achieved. If one or more of such risks or uncertainties materialize, or if Glenbrook underlying assumptions prove to be incorrect, the actual results may vary materially from outcomes indicated by these statements. Accordingly, forward-looking statements should not be regarded as a representation by Glenbrook that the future plans, estimates or expectations contemplated will ever be achieved.

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SOURCE Glenbrook Capital Management

Inspiring young talents to pioneer innovations in green technology, advanced manufacturing, and digital intelligence

SHANGHAI, July 16, 2025 /PRNewswire/ — Shanghai Electric (SEHK: 2727, SSE: 601727) recently officially launched the 2025 Digital Intelligence Technology Tournament (the “Tournament”) to empower the long-term development of young talent fostered by embracing and leveraging AI and digital technologies. These concrete actions are in alignment with the theme of the 2025 World Youth Skills Day, celebrating the vital role of young people as catalysts for change with AI and digital skills adopted.

Aiming to inspire young professionals to push the boundaries of AI and digital innovation while driving the industry’s digital and intelligent transformation, the Tournament—open to all Shanghai Electric employees worldwide since June 27— encourages the submission of digital tools and research papers. These contributions focus on optimizing and advancing existing technologies, fostering industry-wide digital and intelligent transformation, and promoting the growth of digital intelligence.

Shanghai Electric is committed to long-term employee development and talent empowerment. As an indication of this dedication, the company has implemented comprehensive training programs for all staff, spanning management, technical, professional, and skilled roles. In 2024, Shanghai Electric invested a total of 107.84 million yuan (USD 15.03 million) in staff training, covering 98.61 percent of employees, with an average of 3.4 training days per person.

The company has clearly defined competency requirements for each job level and role, including abilities, qualities, knowledge, and skills, aligning with targeted training courses offered through initiatives, such as the “AIK” curriculum and the “E-Academy” online platform.

In 2024, Shanghai Electric was officially recognized as a “Shanghai Training Base for Young and Middle-Aged Engineers.” It also won the title of the “2024 Most Popular Employer Among Chinese University Students” by 51Job and received the “2024 Annual HR Pioneering Practice Award” from GHR.

In addition, developing high-value patents is essential for establishing a globally recognized center for science and technology innovation. In 2024, Shanghai Electric organized seminars focused on high-value patents, providing participants with a deeper understanding and promoting the development of high-quality intellectual property at the company. By the end of 2024, Shanghai Electric held 6,823 valid patents, including a cumulative total of 3,276 patents for invention.

The continuous talent development ecosystem built by Shanghai Electric is spearheading the deep dive into digital intelligence and accelerating transformation across the industry.

Shanghai Electric harnesses digital technologies to enhance the performance of energy equipment and reduce operating costs. By integrating IoT and AI, the company proactively predicts and addresses potential issues in wind power equipment, significantly boosting maintenance efficiency and ensuring more reliable operations.

Additionally, digital intelligence streamlines production and management processes through the seamless integration of AI, IoT, and blockchain technologies across R&D, production, and management, further advancing smart manufacturing upgrades.

To learn more about Shanghai Electric’s initiatives in talent development, please visit https://www.shanghai-electric.com/listed_en/upload/resources/file/2025/05/19//111560.pdf.

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SOURCE Shanghai Electric

With hurricane season ramping up and severe weather events becoming more frequent, businesses across sectors face increasing pressure to proactively prepare for potential disruption.

In our recent webinar entitled, “Disaster Preparedness: Practical Strategies for Business Continuity,” Lauren Corbett-Noon, Consumer and Industrial Goods Segment Leader at Antea Group, moderated a discussion on this topic featuring Noel Russ, Incident Management (AIM) Service Leader, and Marshall Stageberg, Meteorologist.

In this webinar, they shared practical insights on how organizations can strengthen their weather resilience strategies. Below, here are four key takeaways to help your organization prepare, protect, and respond more effectively.

To listen to the full webinar, click the link: Webinar: Disaster Preparedness: Practical Strategies for Business Continuity by Antea Group USA

1. Contingency Planning Requires Ownership

A plan sitting on a shelf isn’t a preparedness strategy—it’s a missed opportunity. Organizations are finding it beneficial to go beyond writing emergency response and business continuity plans. At the minimum, these plans must be:

  • Up to date and reviewed regularly
  • Assigned to a responsible owner within the company
  • Practiced through regular drills with employees and responders
  • Backed by employee training and accessible in both digital and hard copy formats

Not keeping your contact information, site details, or procedures up to date can cause serious delays, lead to regulatory penalties, and make these resources useless during an emergency.

2. Don’t Wait to Vet and Contract Response Partners

When disaster strikes, time is critical. Pre-qualifying and contracting with emergency response vendors in advance enables rapid mobilization and can reduce costs.

It is important to have agreements in place with remediation, restoration, specialized clean up, and security contractors before an event occurs. Doing so allows your organization to:

  • Lock in rates and establish scopes of work
  • Vet contractor safety records and insurance
  • Receive priority response during regional crises
  • Avoid costly delays and inflated post-disaster pricing

3. Use the Right Tools to Monitor and Forecast Weather Risk

Understanding your site-specific risk is the first step to effective forecasting. Geography literacy and knowledge of forecast timescales are critical for interpreting weather data and acting early.

Organizations can use trusted tools to monitor evolving risks. Such organizations include:

By combining long-, mid-, and short-range forecasts with real-time alerts, businesses can activate protocols based on weather triggers tied to their contingency plans.

4. Protect Your People, Equipment, and Facilities

When extreme weather threatens, the top priorities should be safety, operational continuity, and minimizing asset damage. Key strategies include:

  • Employee protection: Know when to shelter in place vs. evacuate, and make sure all personnel understand the plan
  • Equipment relocation: Move vehicles, tanks, and mobile assets prior to the arrival of an impending storm to avoid unnecessary losses
  • Facility hardening: Take proactive steps such as clearing drainage, elevating equipment, sealing vulnerable areas, and upgrading HVAC systems, including filters, for wildfire smoke

Simple measures like staging assets in advance or having backup generators can yield significant cost savings and reduce downtime.

Frequently Asked Questions 

Q: What are the impacts of some of the budget cuts to NOAA?

A: While core weather forecasting services from National Oceanic and Atmospheric Administration (NOAA) and the National Weather Service remain unaffected, budget cuts have limited the availability of specialized forecasts and event planning support from local offices due to staffing shortages. Recent hiring approvals are expected to help restore some of these capabilities over time.

Q: If you had to pick two plans to concentrate on, which would you choose?

A: The two most essential plans to focus on are an Emergency Response Plan, which addresses all potential facility risks, and a Business Continuity Plan, which addresses operations so they can recover quickly after a disruption. Both of these plans help identify critical functions, evaluate internal and external threats, and often encompass elements of other preparedness plans.

Q: What is involved with having an emergency response plan drill?

A: An emergency response drill is a valuable opportunity to test communication, coordination, and plan effectiveness by involving key responders such as contractors, Emergency Medical Technician (EMTs), and local authorities. Drills help identify gaps, allow others to review and challenge the plan, and support continuous improvement through post-drill evaluations.

Looking Ahead

Preparedness is not a one-time activity; it’s an ongoing process of planning, training, monitoring, and refining. By taking steps now, organizations can significantly reduce both the human, operational, and financial impacts of extreme weather events.

If you have questions, our team is here to help! Reach out if you want help assessing your weather-related risks or building out your response strategy today!

HANGZHOU, China, July 16, 2025 /PRNewswire/ — ZEEKR Intelligent Technology Holding Limited (“Zeekr Group” or the “Company”) (NYSE: ZK), the world’s leading premium new energy vehicle group, today announced that it will report its unaudited financial results for the second quarter ended June 30, 2025, before the U.S. markets open on Thursday, August 14, 2025.

About Zeekr Group

Zeekr Group, headquartered in Zhejiang, China, is the world’s leading premium new energy vehicle group from Geely Holding Group. With two brands, Lynk & Co and Zeekr, Zeekr Group aims to create a fully integrated user ecosystem with innovation as a standard. Utilizing its state-of-the-art facilities and world-class expertise, Zeekr Group is developing its own software systems, e-powertrain and electric vehicle supply chain. Zeekr Group’s values are equality, diversity, and sustainability. Its ambition is to become a true global new energy mobility solution provider.

For more information, please visit https://ir.zeekrgroup.com.

Safe Harbor Statement

This press release contains forward-looking statements. These statements are made under the “safe harbor” provisions of the U.S. Private Securities Litigation Reform Act of 1995. Statements that are not historical facts, including statements about the Company’s beliefs and expectations, are forward-looking statements. Forward-looking statements involve inherent risks and uncertainties, and a number of factors could cause actual results to differ materially from those contained in any forward-looking statement. In some cases, forward-looking statements can be identified by words or phrases such as “may,” “will,” “expect,” “anticipate,” “future,” “target,” “aim,” “estimate,” “intend,” “plan,” “believe,” “potential,” “continue,” “is/are likely to,” or other similar expressions. Further information regarding these and other risks, uncertainties or factors is included in the Company’s filings with the SEC. All information provided in this press release is as of the date of this press release, and the Company does not undertake any duty to update such information, except as required under applicable law.

Investor Relations Contact

In China:

ZEEKR Intelligent Technology Holding Limited
Investor Relations
Email: ir@zeekrlife.com

Piacente Financial Communications
Tel: +86-10-6508-0677
Email: Zeekr@thepiacentegroup.com

In the United States:

Piacente Financial Communications
Brandi Piacente
Tel: +1-212-481-2050
Email: Zeekr@thepiacentegroup.com

Media Contact

Email: Globalcomms@zeekrgroup.com

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SOURCE ZEEKR Intelligent Technology Holding Limited

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