NEW ORLEANS, June 3, 2025 /PRNewswire/ — As Congress considers changes to the federal energy tax credits as part of the budget reconciliation process, leadership at PosiGen is calling on Senators to modify the House bill that would have devastating consequences on domestic energy production and energy costs. Specifically, PosiGen urges the Senate to provide a reasonable pathway that does not undermine business investment and threatens nearly 300,000 jobs, and also preserves the ability for working class households to access the tax credits to save on their utility bills through solar leasing.

We’ve helped tens of thousands of working class families save on their energy costs with rooftop solar leasing—without requiring high credit scores, high incomes, or upfront costs,” said Tom Neyhart, Founder of PosiGen. “Immediately eliminating the energy credits in the way that the House bill does would punish businesses, increase energy costs, and shut out the very families who need this support the most.

PosiGen serves over 40,000 homeowners across 15 states, including Louisiana, Mississippi, West Virginia, Maine, and Pennsylvania—many in communities with some of the highest energy burdens in the country, according to the American Council for an Energy-Efficient Economy (ACEEE). At a time when energy demand is spiking across the country, we need all energy sources – including rooftop solar – so that we don’t face blackouts and spiking energy costs. 

This is about energy dominance and affordability, not politics,” said Peter Shaper, CEO of PosiGen. “These credits have supported a resurgence in American energy manufacturing, created hundreds of thousands of American jobs, and helped millions of households keep the lights on. Ending them abruptly would pull the rug on businesses and undo years of progress.

According to the Solar Energy Industries Association (SEIA), the U.S. solar industry supports more than 263,000 jobs, over 100,000 of which are tied to rooftop solar. Also at risk are over 300 new manufacturing facilities and nearly $300 billion in investments. Elimination of these credits would also have an inflationary effect by increasing energy costs by $51 billion for American families and businesses.”Solar is incredibly popular across the country and provides families one of the most powerful tools we have to take control of their energy costs and increase their resilience to power outages. ,” said Kyle Wallace, PosiGen’s VP of Policy and Chair of SEIA’s Residential Solar & Storage Division. “We cannot afford to go backwards. Congress must ensure that we don’t make the critical mistake of creating energy chaos that will hurt our economy and send American manufacturing back to China.

A Call to Action

PosiGen leaders are encouraging homeowners, advocates, and clean energy supporters to contact their congressional representatives and urge them to protect the energy tax credits and support American jobs, manufacturing, and energy.

Media Availability

PosiGen executives are available for media interviews this week:

  • Tom Neyhart, Founder, PosiGen, PBC
  • Peter Shaper, CEO, PosiGen, PBC
  • Kyle Wallace, VP of Policy & Chair, SEIA Residential Solar & Storage Division

To schedule an interview, contact:
Jhané Wilcox
Sr. Director of Growth Marketing, PosiGen, PBC
jwilcox@posigen.com | 504.313.4239

About PosiGen, PBC

PosiGen, with a mission to make solar energy affordable for homeowners of all income levels, is the leading solar and energy efficiency provider focused on providing access to clean energy to underserved communities. Since its founding in 2011, PosiGen has offered innovative “no credit check” financing that makes its services accessible for all families regardless of socioeconomic status, helping them reduce their utility bills and achieve greater financial autonomy. PosiGen has more than 600 employees and has served nearly 30,000 customers in more than a dozen states. Through the expanding PosiGen Partner Program, a network of values-aligned solar service providers, the company supports hundreds of other solar jobs across the country. Learn more about PosiGen’s Solar For All mission at www.posigen.com

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SOURCE PosiGen, PBC.

MIAMI, June 3, 2025 /PRNewswire/ — The Nobel Sustainability Trust Foundation (NST) has announced that Doha, Qatar, will host the prestigious 2026 Sustainability Awards, highlighting the Middle East’s growing role in advancing global environmental solutions. The announcement was made on May 19 during a special event at the historic Biltmore Hotel in Coral Gables, where NST also confirmed Miami as the host city for the 2025 awards. The gathering drew leading South Florida figures and international sustainability advocates, underscoring Miami’s rising profile in the global climate dialogue.

The December 4, 2025 awards ceremony at Vizcaya Museum and Gardens will honor international pioneers in Leadership in implementation, Biodiversity, and Smart & Sustainable city solutions. In a special moment during last week’s announcement, Miami-Dade County Mayor Daniella Levine Cava exercised her annual prerogative to grant use of the historic Vizcaya estate.

The evening took on added significance with the presentation of an official letter from Qatar’s Minister of Municipality, H.E. Abdullah bin Hamad bin Abdullah Al Attiya, confirming Doha as the 2026 host city. “From Miami’s shores to Qatar’s deserts, we see the universal need for sustainable solutions,” said Peter Nobel, NST Chairman and member of the Nobel family. “This rotation between continents underscores our commitment to global impact.”

Qatar is emerging as a global leader in sustainability through bold national initiatives and strategic long-term planning. Central to this progress is the Ministry of Municipality, which has driven transformative efforts in building smart cities, enhancing waste management systems, and integrating sustainability into daily urban operations. During the FIFA World Cup, the Ministry demonstrated operational excellence by executing large-scale, environmentally responsible logistics, including efficient waste diversion, smart transport coordination, and sustainable public services. These achievements have set a regional benchmark, reinforcing Qatar’s broader commitment—guided by the Third National Development Strategy (2024–2030)—to generate 20% of its energy from renewables by 2030, preserve ecosystems, and reduce emissions. Public engagement, highlighted by over one million participants in Qatar Sustainability Week, reflects the inclusive approach that has positioned the Ministry as a model for sustainable governance in the Middle East.

South Florida’s leadership turned out in force, including: Florida State Representative Vicki Lopez, Miami-Dade County Commissioners Daniella Cohen Higgins and Roberto Gonzalez, City of Miami Commissioners Christine King, Damien Pardo, and Miguel Angel Gabela, Coral Gables Mayor Vince Lago, Miami-Dade Tax Collector Dariel Fernandez, and State Attorney Katherine Fernandez Rundle. Their collective presence highlighted the region’s bipartisan commitment to sustainability initiatives.

About the Nobel Sustainability Trust Foundation

Founded by members of the Nobel family, the Nobel Sustainability Trust Foundation promotes sustainable development by recognizing outstanding contributions, fostering scientific collaboration, and catalyzing global dialogue. The Foundation seeks to align human progress with planetary well-being, honoring individuals and institutions whose work inspires transformative change.

About the Sustainability Award

The Nobel Sustainability Trust’s Sustainability Award are presented annually across three distinguished categories: ⁠leadership in implementation, outstanding research and development and outstanding Contribution to Sustainability medals.

The academic awardees are selected by two independent, internationally composed juries, under the academic leadership of the Institute for Advanced Study at the Technical University of Munich, ensuring rigorous evaluation and global perspective. Each year, the awards rotate focus among the foundational sectors of energy, water, biodiversity, smart city solutions and leadership in implementation.

MEDIA CONTACT:
Maria Pereira
Balsera Communications
(470) 809-3034
mariap@balserapr.com

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SOURCE Nobel Sustainability Trust Foundation

International Olympic Committee news

The event programme and athlete quotas for the Olympic Games Los Angeles 2028 (LA28) have been approved by the Executive Board (EB) of the International Olympic Committee (IOC). With a total of 351 medal events, 22 more than at Paris 2024 (329), the LA28 programme maintains the core athlete quota of 10,500, with an extra 698 quota places allocated for the five sports proposed by the LA28 Organising Committee (baseball/softball, cricket, flag football, lacrosse and squash).

For the first time in history, all team sports will have at least the same number of women’s teams as men’s teams, with water polo adding two women’s teams, making it now 12 women’s and 12 men’s teams.

Football, with 16 female teams, will feature more women’s teams than men’s (12).

Gender equality was a key consideration when deciding on the athlete quota and the number of events. In the initial sports programme, with 10,500 athletes, the number of female athletes is 5,333 and the number of male athletes 5,167. The additional sports add 322 female athletes and 376 male athletes. In addition, six mixed events were added to the event programme. Out of 351 events, there are 161 women’s events, 165 men’s events and 25 mixed events.

A powerful platform for female athletes

  • Football: for the first time in Olympic history, more women’s teams (16) than men’s (12) will compete.
  • Boxing: an additional women’s weight category ensures full gender parity across events, while maintaining equal numbers of athlete quotas for men and women, as was the case at Paris 2024.
  • Water polo: two additional women’s teams will ensure full gender parity in the athlete quota and number of teams.
  • Expanded mixed events: archery, athletics (4x100m mixed relay), golf, gymnastics, rowing coastal beach sprint and table tennis will all see the inclusion of a new mixed team event.

New medal opportunities and innovation

  • Swimming: the 50m backstroke, butterfly and breaststroke events for both men and women will bring high-speed excitement to the pool at Inglewood Stadium.
  • Rowing: women’s solo (CW1x), men’s solo (CM1x) and mixed double sculls (CX2x) will make their debut in coastal beach sprint.
  • Sport climbing: boulder and lead events will now be contested as separate medal events, creating new stages for athletes to shine.
  • Basketball 3×3: having made its debut at the Tokyo 2020 Olympics with eight teams each for men and women, the event has expanded to include 12 teams per gender.

The full event programme is available here.

Twenty-four out of 31 Olympic International Federations had put forward a request for a change in their event programme from the Olympic Games Paris 2024. In total, 46 new events were requested (16 male / 17 female / 13 mixed), six of which were to potentially replace existing events, making a net total of 40 more events requested. In total, 772 additional quota places were requested for the initial sport and event programme of 10,500 athletes (339 male / 433 female).

The event programme principles

The event programme for LA28 was developed based on the requests submitted by the International Sports Federations to the IOC. The decision from the IOC EB followed the recommendation from the Olympic Programme Commission and the principles approved in 2023, which specified that the Games should be gender equal, globally appealing, cost and complexity conscious, and athlete focused.

LA28 sports programme

With the inclusion of boxing, approved by the IOC Session in March 2025, the LA28 sports programme is composed of 31 sports, with an additional five sports proposed by the Organising Committee and approved by the IOC in 2023.

###

The International Olympic Committee is a not-for-profit, civil, non-governmental, international organisation made up of volunteers which is committed to building a better world through sport. It redistributes more than 90 per cent of its income to the wider sporting movement, which means that every day the equivalent of USD 4.7 million goes to help athletes and sports organisations at all levels around the world.

###

For more information, please contact the IOC Media Relations Team:
Tel: +41 21 621 6000, email: pressoffice@olympic.org, or visit our web site at www.ioc.org.

Broadcast quality footage

The IOC Newsroom: https://newsroom.olympics.com/

Videos

YouTube: www.youtube.com/iocmedia

Photos

For an extensive selection of photos available shortly after each event, please follow us on Flickr.

To request archive photos and footage, please contact our Content Licensing Unit at: images@olympic.org.

Social media

For up-to-the-minute information on the IOC and regular updates, please follow us on X and YouTube.

International Olympic Committee news

The event programme and athlete quotas for the Olympic Games Los Angeles 2028 (LA28) have been approved by the Executive Board (EB) of the International Olympic Committee (IOC). With a total of 351 medal events, 22 more than at Paris 2024 (329), the LA28 programme maintains the core athlete quota of 10,500, with an extra 698 quota places allocated for the five sports proposed by the LA28 Organising Committee (baseball/softball, cricket, flag football, lacrosse and squash).

For the first time in history, all team sports will have at least the same number of women’s teams as men’s teams, with water polo adding two women’s teams, making it now 12 women’s and 12 men’s teams.

Football, with 16 female teams, will feature more women’s teams than men’s (12).

Gender equality was a key consideration when deciding on the athlete quota and the number of events. In the initial sports programme, with 10,500 athletes, the number of female athletes is 5,333 and the number of male athletes 5,167. The additional sports add 322 female athletes and 376 male athletes. In addition, six mixed events were added to the event programme. Out of 351 events, there are 161 women’s events, 165 men’s events and 25 mixed events.

A powerful platform for female athletes

  • Football: for the first time in Olympic history, more women’s teams (16) than men’s (12) will compete.
  • Boxing: an additional women’s weight category ensures full gender parity across events, while maintaining equal numbers of athlete quotas for men and women, as was the case at Paris 2024.
  • Water polo: two additional women’s teams will ensure full gender parity in the athlete quota and number of teams.
  • Expanded mixed events: archery, athletics (4x100m mixed relay), golf, gymnastics, rowing coastal beach sprint and table tennis will all see the inclusion of a new mixed team event.

New medal opportunities and innovation

  • Swimming: the 50m backstroke, butterfly and breaststroke events for both men and women will bring high-speed excitement to the pool at Inglewood Stadium.
  • Rowing: women’s solo (CW1x), men’s solo (CM1x) and mixed double sculls (CX2x) will make their debut in coastal beach sprint.
  • Sport climbing: boulder and lead events will now be contested as separate medal events, creating new stages for athletes to shine.
  • Basketball 3×3: having made its debut at the Tokyo 2020 Olympics with eight teams each for men and women, the event has expanded to include 12 teams per gender.

The full event programme is available here.

Twenty-four out of 31 Olympic International Federations had put forward a request for a change in their event programme from the Olympic Games Paris 2024. In total, 46 new events were requested (16 male / 17 female / 13 mixed), six of which were to potentially replace existing events, making a net total of 40 more events requested. In total, 772 additional quota places were requested for the initial sport and event programme of 10,500 athletes (339 male / 433 female).

The event programme principles

The event programme for LA28 was developed based on the requests submitted by the International Sports Federations to the IOC. The decision from the IOC EB followed the recommendation from the Olympic Programme Commission and the principles approved in 2023, which specified that the Games should be gender equal, globally appealing, cost and complexity conscious, and athlete focused.

LA28 sports programme

With the inclusion of boxing, approved by the IOC Session in March 2025, the LA28 sports programme is composed of 31 sports, with an additional five sports proposed by the Organising Committee and approved by the IOC in 2023.

###

The International Olympic Committee is a not-for-profit, civil, non-governmental, international organisation made up of volunteers which is committed to building a better world through sport. It redistributes more than 90 per cent of its income to the wider sporting movement, which means that every day the equivalent of USD 4.7 million goes to help athletes and sports organisations at all levels around the world.

###

For more information, please contact the IOC Media Relations Team:
Tel: +41 21 621 6000, email: pressoffice@olympic.org, or visit our web site at www.ioc.org.

Broadcast quality footage

The IOC Newsroom: https://newsroom.olympics.com/

Videos

YouTube: www.youtube.com/iocmedia

Photos

For an extensive selection of photos available shortly after each event, please follow us on Flickr.

To request archive photos and footage, please contact our Content Licensing Unit at: images@olympic.org.

Social media

For up-to-the-minute information on the IOC and regular updates, please follow us on X and YouTube.

MALMÖ, Sweden, June 3, 2025 /PRNewswire/ — 

Company: Replenish Nutrients
Listings: CSE Canada , Frankfurt and US OTC
Tickers: ERTH / VVIVF / WIMN
Market cap at time of publication: $12M CAD
Stock price at time of publication: $0.085 CAD
Business: Regenerative agriculture
Website: https://replenishnutrients.com/

ESGFIRE’s Comment:

ESGFIRE portfolio company Replenish Nutrients’ first-quarter (Jan–Mar) 2025 results show clear signs of operating leverage and margin improvement.  Gross profit margins jumped (to ~19% vs 12% a year ago) even though revenues were seasonally lower .  Management reports that demand remains robust and Q2 blended fertilizer sales have already topped last year’s levels, signaling that the year-start softness was due to normal crop-cycle timing rather than weakening demand .

Key financial highlights are:

  • Revenue: C$0.4 M vs C$1.3 M (Q1’24) .  The drop reflects expected seasonal cycling of crop nutrient needs, but demand is strong and customer volumes are rebounding.
  • Gross Profit & Margin: C$0.1 M vs C$0.2 M (Q1’24); gross margin ~19% vs 12% a year ago .  This ~7-point margin gain reflects higher selling prices and lower input costs per tonne.
  • Net Loss: –C$1.2 M vs –C$1.6 M (Q1’24) .  The loss narrowed by C$0.4 M, largely due to the improved gross margin and tighter cost control.
  • Operating Cash Flow: +C$0.1 M vs –C$0.2 M (Q1’24) .  Replenish turned positive cash flow from operations for the first quarter, reflecting the leaner cost structure and better margins.
  • Facility and Sales Commitments: The Beiseker granulation plant has completed interior upgrades and is in final commissioning.  Full capacity (~2,000 tonnes/month) is on track by mid-2025 , and management already has firm orders for the first ~6,000 tonnes of output , ensuring a clear revenue ramp.
  • Sustainability (ESG) Strength:  Replenish’s fertilizer is 100% Canadian-made with almost 100% Canadian inputs .  This fully domestic supply chain (supporting local agriculture and workers) adds ESG appeal and protects margins against global trade disruptions.

Building on Prior Strategy

These results validate the company’s recent strategic moves.  After FY2024, Replenish raised about C$5.6 million (debt/equity) to complete the Beiseker plant and extend its distribution network .  That capital infusion is now paying off: as we noted in our earlier FY2024 commentary, the company was already seeing gross-profit gains in late 2024 .  The Q1 outcome shows this trend continuing – the plant upgrades and broader market reach are driving better unit economics and a stronger customer pipeline.

Outlook for FY2025

We expect these early signs to translate into robust full-year results.  Spring planting is underway, and management reports that early Q2 sales exceed last year’s pace .  Once Beiseker hits full output, annual run-rate volume could exceed 20,000–24,000 tonnes, which at current margins would substantially boost revenue and profits.  Moreover, the company’s disciplined cost base suggests further margin expansion as scale grows.  In our view, Q1’s combination of improving gross margins, positive cash flow, and committed sales order book confirms that Replenish Nutrients is on track to meet its 2025 growth targets.  We remain optimistic in our outlook given that the Q1 results underscore the company’s strengthened financial profile and the long-term upside of its regenerative fertilizer platform. 2025 is set to be a big turn around year for Replenish Nutrients .

About ESGFIRE

ESGFIRE is an investment company and research firm that focuses on ESG companies with either an environmentally friendly service or product. ESGFIRE has a performance record of over 1000 % returns since 2018.

Legal Disclaimer

This post is based upon reliable sources, namely regulated press releases from the company, as referred to above. Nevertheless, this post may contain interpretations, estimates, or opinions of the authors, or other non-factual information. If that is the case, this is continuously stated above. Furthermore, any projections, forecasts, or similar are explicitly stated as such.

The author holds shares and/or other securities of these companies and the relevant
companies may or may not have paid the author for content posted on this website. This
may impact the content on the website. Because of the above, ESGFire urges the visitors to always analyze all the posts critically in an objective manner, e.g., concerning the reliability of the relevant source and of what constitutes the authors’ personal interpretations. The visitor is hereby reminded that the post does, as set forth in the Post, contain interpretations, estimates, or opinions of the authors. This post was written by Filip Erhardt, at ESGFIRE, published June 3rd 2025 by Filip Erhardt.

CONTACT:

Contact details
Website: 
www.esgfire.com
Group CEO: Filip Erhardt
Email: 
Filip@esgfire.com
Telephone:+46701609605

This information was brought to you by Cision http://news.cision.com

https://news.cision.com/earthrenew/r/replenish-nutrients-q1-comment-by-esgfire-2025–strengthening-profitability-and-growth,c4158731

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SOURCE Earthrenew

MALMÖ, Sweden, June 3, 2025 /PRNewswire/ — 

Company: Replenish Nutrients
Listings: CSE Canada , Frankfurt and US OTC
Tickers: ERTH / VVIVF / WIMN
Market cap at time of publication: $12M CAD
Stock price at time of publication: $0.085 CAD
Business: Regenerative agriculture
Website: https://replenishnutrients.com/

ESGFIRE’s Comment:

ESGFIRE portfolio company Replenish Nutrients’ first-quarter (Jan–Mar) 2025 results show clear signs of operating leverage and margin improvement.  Gross profit margins jumped (to ~19% vs 12% a year ago) even though revenues were seasonally lower .  Management reports that demand remains robust and Q2 blended fertilizer sales have already topped last year’s levels, signaling that the year-start softness was due to normal crop-cycle timing rather than weakening demand .

Key financial highlights are:

  • Revenue: C$0.4 M vs C$1.3 M (Q1’24) .  The drop reflects expected seasonal cycling of crop nutrient needs, but demand is strong and customer volumes are rebounding.
  • Gross Profit & Margin: C$0.1 M vs C$0.2 M (Q1’24); gross margin ~19% vs 12% a year ago .  This ~7-point margin gain reflects higher selling prices and lower input costs per tonne.
  • Net Loss: –C$1.2 M vs –C$1.6 M (Q1’24) .  The loss narrowed by C$0.4 M, largely due to the improved gross margin and tighter cost control.
  • Operating Cash Flow: +C$0.1 M vs –C$0.2 M (Q1’24) .  Replenish turned positive cash flow from operations for the first quarter, reflecting the leaner cost structure and better margins.
  • Facility and Sales Commitments: The Beiseker granulation plant has completed interior upgrades and is in final commissioning.  Full capacity (~2,000 tonnes/month) is on track by mid-2025 , and management already has firm orders for the first ~6,000 tonnes of output , ensuring a clear revenue ramp.
  • Sustainability (ESG) Strength:  Replenish’s fertilizer is 100% Canadian-made with almost 100% Canadian inputs .  This fully domestic supply chain (supporting local agriculture and workers) adds ESG appeal and protects margins against global trade disruptions.

Building on Prior Strategy

These results validate the company’s recent strategic moves.  After FY2024, Replenish raised about C$5.6 million (debt/equity) to complete the Beiseker plant and extend its distribution network .  That capital infusion is now paying off: as we noted in our earlier FY2024 commentary, the company was already seeing gross-profit gains in late 2024 .  The Q1 outcome shows this trend continuing – the plant upgrades and broader market reach are driving better unit economics and a stronger customer pipeline.

Outlook for FY2025

We expect these early signs to translate into robust full-year results.  Spring planting is underway, and management reports that early Q2 sales exceed last year’s pace .  Once Beiseker hits full output, annual run-rate volume could exceed 20,000–24,000 tonnes, which at current margins would substantially boost revenue and profits.  Moreover, the company’s disciplined cost base suggests further margin expansion as scale grows.  In our view, Q1’s combination of improving gross margins, positive cash flow, and committed sales order book confirms that Replenish Nutrients is on track to meet its 2025 growth targets.  We remain optimistic in our outlook given that the Q1 results underscore the company’s strengthened financial profile and the long-term upside of its regenerative fertilizer platform. 2025 is set to be a big turn around year for Replenish Nutrients .

About ESGFIRE

ESGFIRE is an investment company and research firm that focuses on ESG companies with either an environmentally friendly service or product. ESGFIRE has a performance record of over 1000 % returns since 2018.

Legal Disclaimer

This post is based upon reliable sources, namely regulated press releases from the company, as referred to above. Nevertheless, this post may contain interpretations, estimates, or opinions of the authors, or other non-factual information. If that is the case, this is continuously stated above. Furthermore, any projections, forecasts, or similar are explicitly stated as such.

The author holds shares and/or other securities of these companies and the relevant
companies may or may not have paid the author for content posted on this website. This
may impact the content on the website. Because of the above, ESGFire urges the visitors to always analyze all the posts critically in an objective manner, e.g., concerning the reliability of the relevant source and of what constitutes the authors’ personal interpretations. The visitor is hereby reminded that the post does, as set forth in the Post, contain interpretations, estimates, or opinions of the authors. This post was written by Filip Erhardt, at ESGFIRE, published June 3rd 2025 by Filip Erhardt.

CONTACT:

Contact details
Website: 
www.esgfire.com
Group CEO: Filip Erhardt
Email: 
Filip@esgfire.com
Telephone:+46701609605

This information was brought to you by Cision http://news.cision.com

https://news.cision.com/earthrenew/r/replenish-nutrients-q1-comment-by-esgfire-2025–strengthening-profitability-and-growth,c4158731

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SOURCE Earthrenew

USMNT star joins community to dedicate second of three mini-pitches aimed at fostering youth participation

PHILADELPHIA, June 3, 2025 /PRNewswire/ — Allstate, in partnership with the U.S. Soccer Foundation, unveiled a new mini-pitch on Saturday, May 31, at Bell Avenue Elementary School in Yeadon, Pennsylvania. The initiative, part of a multi-year collaboration with U.S. Men’s National Team midfielder Tyler Adams, aims to increase access to safe, engaging play spaces for youth in underserved communities.

More than 75 children, ages 9 to 12, participated in a youth clinic led by grassroots partner Black Star, a national community platform focused on accelerating the growth and visibility of Black soccer players, coaches and fans.

“As part of our ongoing commitment to youth empowerment, Allstate is proud to support initiatives that create safer spaces and more opportunities for young athletes to thrive,” said Elizabeth Brady, executive vice president and chief marketing, customer and communications officer at Allstate. “This mini-pitch is more than just a place to play, it’s a foundation for building stronger, more connected communities.”

The event featured a block party with local food trucks, a DJ, inflatable soccer games and an appearance by Adams, who participated in the unveiling and engaged with youth and families throughout the day. The Philadelphia-area pitch is the second installation in a three-year partnership between Allstate and Adams, who are donating one mini-pitch annually to underserved communities across the country. The first was unveiled in 2024 at Fisher Academy in Detroit.

Mini-pitches are hard-court surfaces designed for both pickup and organized play and have proven to be powerful tools in helping kids stay active, improving public safety and providing accessible, permanent spaces to grow the game.

“Partnering with Allstate to create this mini-pitch means a lot to me, not just because it’s about soccer, but because it’s about access,” said Adams. “Growing up, I didn’t always have facilities like this. So being able to give kids in communities like Yeadon a safe place to play, grow and dream — that’s what it’s all about.”

“We are thrilled to continue our work with Tyler and Allstate to bring mini-pitches to more communities across the country,” said Ed Foster-Simeon, president and CEO of the U.S. Soccer Foundation. “Tyler is committed to ensuring that more young people have safe places to play the game. We are delighted to help bring this project to fruition and we know that it will have a positive impact on children for years to come.”

Black Star, a national community platform focused on accelerating the growth and visibility of Black soccer players, coaches and fans, helped lead the clinic and community outreach for the event.

“This partnership with Allstate and Tyler is a step forward in ensuring soccer is accessible, inclusive and inspiring for all youth, no matter where they come from,” said Patrick Rose, director, Black Star and cultural marketing at For Soccer. “By activating in communities like Yeadon, we’re investing in long-term development and opportunity for generations to come.”

About Allstate:
The Allstate Corporation (NYSE: ALL) protects people from life’s uncertainties with a wide array of protection for autos, homes, electronic devices and identity theft. Products are available through a broad distribution network including Allstate agents, independent agents, major retailers, online and at the workplace. Allstate is widely known for the slogan “You’re in Good Hands with Allstate.” For more information, visit www.allstate.com.

About The U.S. Soccer Foundation:
As the national leader for sports-based youth development in under-resourced areas, the U.S. Soccer Foundation is on a mission to let soccer do what it does: change absolutely everything. Founded as a legacy of the 1994 FIFA World Cup, the Foundation provides underserved communities with access to innovative play spaces and evidence-based soccer programs that instill hope, foster well-being, and help youth achieve their fullest potential. Headquartered in Washington, D.C., the U.S. Soccer Foundation is a 501(c)(3) organization. For more information visit www.ussoccerfoundation.org or follow us on LinkedIn and Instagram.

About Black Star
Black Star is the leading fan engagement brand driving soccer’s growth in Black American communities at the intersection of soccer, lifestyle, and culture. We provide access to development pathways and cultivate soccer culture through real-world and digital experiences. Our programming and offerings include: player experiences, content, fan events, merchandise, and advocacy initiatives. Black Star is backed by For Soccer, the preeminent soccer marketing, media, and experiences company in North America, bound by shared vision for the growth of the sport. For more information, visit www.Blackstarsoccer.com.

National Media Contacts: 
Allstate Media Team
847.402.5600
mediateam@allstate.com

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SOURCE Allstate

OSLO, Norway, June 3, 2025 /PRNewswire/ — Agilyx ASA (OSE: AGLX) (OTCQX: AGXXF) announces its venture Plastyx Ltd. has reached 75% of its near-term objective to source and execute MOUs for 200,000 metric tons of waste plastic by the end of 2025. As of today, it has executed MOUs for 150,000 tons.

At this rate, Plastyx is likely to double its target and help advanced recycling growth by developing partnerships and material processing capabilities to ensure a reliable supply of high-quality polymers for food-grade and other high-performance packaging applications.

Agilyx ASA is at the forefront of advanced recycling, converting post-use plastics into high-value feedstock and virgin-equivalent products. Through Cyclyx, its joint venture with ExxonMobil (25%) and LyondellBasell (25%), Agilyx supports the collection and processing of post-use plastic waste into custom-formulated, high-quality feedstock solutions for global plastic producers. Through Plastyx, its joint venture with Circular Resources (40%), Agilyx provides critical European-sourced feedstock to the global mechanical and advanced recycling markets. Additionally, Agilyx markets TruStyrenyx, a polystyrene advanced recycling solution that combines its Styrenyx depolymerization technology with Technip Energies’ purification process. By advancing from a linear “make-take-waste” model to a circular economy, Agilyx advances the transition to a low-carbon future.

CONTACT:

Be a part of the solution.

Contact us:
investors@agilyx.com 
contact@plastyx.com 

Learn more at:
www.agilyx.com 
www.plastyx.com 

This information was brought to you by Cision http://news.cision.com

https://news.cision.com/agilyx/r/agilyx-joint-venture–plastyx-ltd–reaches-75–of-2025-goal,c4158585

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SOURCE Agilyx

$20,000 donation will support new club set to open in Clarksville, Tenn.

NASHVILLE, Tenn., June 3, 2025 /PRNewswire/ — Leading global tire manufacturer Hankook Tire has donated $20,000 to support the upcoming opening of the Boys and Girls Club of Middle Tennessee’s (BGCMT) newest location in Clarksville, Tenn. At an event held on May 31, officials from Hankook Tire and BGCMT – Clarksville Club came together to officially announce the tiremaker’s support of the club’s initiatives as they look towards the opening of their Clarksville location.

With this sponsorship, Hankook Tire will support BGCMT’s plans to bring its services to the greater Clarksville area. BGCMT announced plans to open a new club in the area in June 2024, following a thorough assessment which identified a strong need for the club’s presence to bring positive enrichment and activities to the city’s youth. As Clarksville’s population continues to grow rapidly – in part due to economic investments from companies such as Hankook – BGCMT will offer dedicated, curriculum-based programs to help Club Members achieve success in priority areas including academics, healthy lifestyles, and good character and leadership.

Clarksville is home to our North America manufacturing operation, and we are dedicated to supporting the community where so many of us live and work,” said Rob Williams, President of Hankook Tire America Corp. “We have seen the great work that the Boys and Girls Club of Middle Tennessee has done in the region, and are certain that the Club’s presence in Clarksville will bring important academic enrichment and community to many of our own employees’ families. We are excited and honored to be able to support that mission.”

Hankook opened its first U.S. manufacturing plant in Clarksville in October 2017. Since then, the tiremaker has become an integral part of the Clarksville community. Its $800 million facility in Clarksville currently employs more than 1,000 employees and produces 5 million tires each year. The Tennessee Plant is currently undergoing two expansions simultaneously to expand production of both its Passenger Car and Light Truck (PCLT) and Truck and Bus Radial (TBR) lines. Upon completion of the expansion plan, the facility will achieve an expected annual production capacity of 10 million PCLT and 1 million TBR tires. This expansion will not only establish the Tennessee Plant as one of the largest in North America, but also bring additional jobs to the region and establish stronger relationships with the Clarksville community.

Hankook presented the check to BGCMT – Clarksville Club during its Summer Festival community event held on May 31. The event brought together local vendors, entertainment and attractions for a family-friendly fundraiser for the Clarksville Club. In addition to the donation, Hankook served as a corporate sponsor for the Summer Festival.

“We are incredibly grateful and excited to have Hankook Tire as a partner. Their generous donation demonstrates a profound belief in our mission and a commitment to the future of Clarksville’s youth,” said Deidre Ward, Boys & Girls Clubs of Middle Tennessee Board Member and Clarksville Committee Chair. “We have a significant need for safe, affordable, and enriching environments for the youth in our community. Hankook’s investment will directly help us establish a club where every child can reach their full potential. We are thrilled to partner with a company that not only provides economic growth to our city but also deeply invests in the well-being and success of our youngest citizens.”

The Boys & Girls Clubs of Middle Tennessee – Clarksville Club is actively working in collaboration with the Clarksville-Montgomery County School System and anticipates operating within the local school facilities.

About Hankook Tire America Corp.
Hankook Tire America Corp. is a growing leader in the U.S. tire market, leveraging investments in technology, manufacturing and marketing to deliver high-quality, reliable products that are safer for consumers and the environment. Headquartered in Nashville, Tenn., Hankook Tire America Corp. markets and distributes a complete line of high-performance and ultra-high-performance passenger tires, light truck and SUV tires as well as medium truck and bus tires in the United States. Hankook Tire America Corp. is a subsidiary of Hankook Tire & Technology Co., Ltd., a Forbes Global 2000 company headquartered in Seoul, Korea.

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SOURCE Hankook Tire America Corp.

When the power went out around noon on April 28, Otis mechanic Julio César was conducting an inspection in a Madrid office building. The generator turned on, and he continued working. He thought it was a local issue.

Then the building’s maintenance manager informed him of the magnitude of the event: All power, and nearly all cellphone service, was out across Spain and Portugal. They didn’t know it at the time, but the outage would last about 10 hours – and up to 16 hours in some areas.

Julio César immediately completed his inspection and went to check the other units on his route to make sure no one was trapped. He prioritized nursing homes and the smaller buildings that he knew did not have backup generators.

“I went to the places first where I knew there might be more vulnerable people,” he said.

Julio César is just one of hundreds of Otis field colleagues in Spain and Portugal who rallied to support people stranded in elevators when the power went out – and later, when power was restored, worked to get elevators back up and running.

Their response was immediate and thorough: In the hours following the historic outage, mechanics worked with public authorities to visit every unit on their routes to ensure there were no entrapments, and rescuing people who were. OTISLINE customer service teams provided immediate support to those who were connected. Then, when power was restored, they set to work getting all elevators back up and running.

Consider these figures:

  • Within the first 90 minutes of the outage, Otis teams across the two countries freed passengers in 266 separate entrapments.
  • Calls for trapped passengers increased 400% during the three days from April 28-30.
  • Calls for shut-down elevators increased nearly 500% over the same period.

Spain has the most elevators per resident in the European Union, with almost 1.3 million elevators total, according to the Spanish Elevator Federation. They estimate that 10,000 entrapped passengers were freed on April 28.

Here’s what happens at Otis when the power goes out:

  • Field technicians and supervisors, who know the elevators on their regular routes, immediately begin going to each unit on that route, checking for entrapped passengers.
  • Call centers can run on backup power, receiving calls as long as communications systems are operational. In Spain and Portugal, they opted to run at reduced capacity to save fuel, because they did not know how long the outage would last. Even when communications systems failed and fewer calls reach the call centers, colleagues remained on task serving as as customer care centers, assisting customers, passengers and colleagues in the field however possible, and standing by for power and telecommunications to be restored.
  • When power is restored, the mission shifts from finding and freeing entrapped passengers to getting all elevators operational again. Those units that were opened forcefully by firefighters or other emergency personnel must be inspected, and often repaired. Some need to be inspected and reset after a power outage.

Going above their normal call to help others

Otis mechanics freed people trapped in elevators that were not their responsibility – elevators that are not part of the Otis service portfolio. Xavier, an Otis salesman who used to be a mechanic, freed two women in their 90s in the minutes after the blackout started.

One mechanic walked more than 17 kilometers (10.5 miles) to help as many trapped passengers as possible.

Colleagues who were not scheduled to work went to the offices to see how they could help. Those who were working voluntarily worked another shift when transit issues meant some second-shift workers didn’t make it into the office or call center.

Mechanics accompanied firefighters to perform rescues. Some Otis colleagues took people with mobility issues into their homes.

When the power came back

By April 29, once entrapments were addressed and power was restored, Otis experts turned quickly to making sure all Otis units were back online and working.

This too required a round-the-clock response from field colleagues.

Some mechanics had accumulated more than 25 calls by 9 a.m. Service was again augmented by extending shifts, and tapping people on their scheduled day off who showed up at the call centers, aware of the workload.

It wasn’t until late on April 30 that the crisis was over. Otis had zero calls on hold.

“Through their actions and professionalism, our colleagues in Spain and Portugal exemplified the core values of our company and demonstrated how to put our mission into action,” said Enrique Miñarro Viseras, President of Europe, Middle East, Africa and Latin America. “Thank you for your resilience, teamwork and unwavering focus on our customers and passengers. Your skills were in high demand and your empathy was evident as you navigated complex situations, provided reassurances and supported everyone affected. We are so proud of all you have done.”

Preparing for next time

In Spain and Portugal, the power outage lasted approximately 10 hours and up to 16 hours in some locations.

Nuno Correia, a field supervisor in Portugal with 35 years of Otis experience, said he had never experienced anything like this. “I only remember a two-hour power outage in Lisbon 20 years ago, but never a time when communications were down,” Correia said. After the initial nervousness of trying to restore communications, his technicians prioritized helping the factories they service, which were operating at full capacity at the time of the blackout.

While Otis has crisis preparedness plans in place for events like this, each one provides opportunities to learn and improve for the next time, with a focus on the Otis value of safety, and dedication to Otis’ mission to be a world-class, customer-centric, service-oriented company.

What to do if you’re stuck in an elevator

Importantly, when an elevator stops working, because of a power cut or other reason, passengers are safe inside of the elevator cabin. If communications systems are working, they will have access to an emergency call center. However, if the telecommunications network fails before the signal is activated, passengers must wait in the cabin until an emergency release system is activated, power is restored, or a technician arrives to rescue them.

Some elevators are equipped with an emergency lighting system designed to last at least 1 hour. This emergency lighting is activated automatically as soon as the power supply fails. Depending upon local regulations, elevators may also have an external alarm bell, designed to alert building occupants of an entrapment.

In some countries, Otis businesses are certified to the ISO 22301 standard, which assesses the quality of a company’s processes for providing emergency assistance in the event of a blackout.

In addition, post-blackout, Otis has received numerous calls from customers inquiring about products designed to reduce the risk of entrapments in a power cut, including a battery-powered emergency release system, and elevators capable of running on battery and solar power in the event of a power disruption. These Gen2 Switch elevators are currently available in Spain and Portugal. Customers with them reported gratitude that they mitigated the effects of the power outage on their buildings.

About Otis

Otis is the world’s leading elevator and escalator manufacturing, installation and service company. We move 2.4 billion people a day and maintain approximately 2.4 million customer units worldwide, the industry’s largest Service portfolio. Headquarters in Connecticut, USA, Otis is 72,000 people strong, including 44,000 field professionals, all committed to manufacturing, installing and maintaining products to meet the diverse needs of our customers and passengers in more than 200 countries and territories worldwide. For more information, visit www.otis.com and follow us on LinkedIn, Instagram and Facebook @OtisElevatorCo.

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