Actress Annette Bening rallied outside the Supreme Court on Wednesday as justices heard oral arguments in a case surrounding Tennessee’s law banning sex change drugs and procedures for minors who believe they are transgender. The American Beauty star pressed for confused minors to have access to sex-mutilating drugs and surgeries, and called upon her experience with her own daughter, Stephen Ira Beatty, who identifies as a man. “I have four beautiful children, and I’m allowed to brag about my children ’cause they’re mine. And my eldest is a remarkable trans man, an extraordinary human being,” she said to a crowd of people outside the nation’s highest court. “As a well-meaning parent, I didn’t always know how to support my teenager — my vulnerable teenager who was just trying to live his truth. But you know what? I learned.” “I learned that what these kids and families need is judicious counseling, sound medical advice, and an atmosphere of calm and love and acceptance,” she continued. “Our trans kid and all trans folks need to be seen and heard. There is nothing to be frightened of.” Bening went on to assert that people who identify as transgender “are everywhere” and that it is “our responsibility to support and love them.” “I think the greatest gift of my life is to have kids, and to have a transgender child has made me so much more interesting, so much more wise,” she said with a touch of humor to her voice, as the crowd cheered and laughed. “And for the Supreme Court justices, I encourage them to talk to their kids, their grandkids, their nieces and nephews, because I’ll bet if they really sit down and ask them, do you know trans kids around you? Do you have any non-binary friends? They’re going to say yes. And they’re going to say that this is part of the beautiful rainbow of human beings everywhere,” she concluded. Bening has previously spoken in favor of sex changes for minors, claiming that parents who allow such procedures simply want “what is best” for their child. She also previously said her transgender child is “such an inspiration” to her, and wished everyone would have a trans person in their family in order to truly “get it.” RELATED: Mothers Pushing Transgenderism on Children Seek ‘Mama Bear Crusade’ The Biden administration ultimately asked the Supreme Court to reverse a ruling from the Ohio-based 6th U.S. Circuit Court of Appeals upholding Tennessee’s law protecting minors from sex-mutilating drugs and surgeries. “This is a relatively new diagnosis with ever-shifting approaches to care over the last decade or two. Under these circumstances, it is difficult for anyone to be sure about predicting the long-term consequences of abandoning age limits of any sort for these treatments,” Chief Judge Jeffrey Sutton, who was joined by Judge Amul Thapar, wrote for the 6th Circuit. As almost half of the United States has passed laws barring minors from obtaining transgender drugs and surgeries, the resulting Supreme Court ruling will likely have wide-ranging impacts for the future of so-called “gender-affirming care,” as well as parental rights. READ MORE: Transgender Curbs Protect Children, Not Sexism, Lawyer Tell SCOTUS The side effects for sex change drugs and procedures can be severe , including irreversible mutilation and infertility. Some of these so-called treatments include double mastectomies (the removal of healthy breasts), female and male genital mutilation and removal, facial feminization and masculinization, hormone treatments, and puberty blockers that can cause chemical sterilization. Puberty blockers can also have long-term impact on bone growth, bone density, and growth spurts, according to Mayo Clinic. Transgender activists frequently claim that such sex-mutilating drugs and procedures for confused minors reduce suicides and improve mental health — dubious claims which increasingly appear untrue as more studies and data come to light. Other research has indicated that a majority of children who are confused about their sex grow out of that feeling by the time they become adults. Opponents of sex changes for minors argue that it is impossible for young people to comprehend and legally consent to the potential lasting impacts of these drugs and surgeries. European countries that pushed sex change drugs and surgeries for minors before the United States are notably reversing course over concerns about long-term impacts. In the United States, the top-down push for minors to obtain sex-mutilating drugs and surgeries under the misleading moniker “gender-affirming care” is clear, promulgated by President Joe Biden’s White House , academia , large hospitals , and major medical organizations . READ MORE: Biden Administration Promotes Transgender Sex-Change Surgery, Puberty Blockers for Minors At the root, these actors, along with the proliferation of gender ideology on social media, ultimately promote the false idea that human beings can be a different sex than what they were born as. Even further, the gender ideology complex claims these individuals should take sex-change drugs and get sex-change procedures to align their outward appearance with how they feel on the inside. While the push toward transgenderism is heavily ideological, a report released in December 2020 found that the U.S. sex reassignment surgery market size was valued at $267 million in 2019 and is expected to expand at a compound annual growth rate of 14.4 percent from 2020 to 2027.In a tragic turn of events, the CEO of a prominent American insurance company was shot and killed in broad daylight on a busy street. The incident sent shockwaves through the business community and raised concerns about safety and security in public spaces. The suspect, who has since been arrested, was apprehended inside a nearby McDonald's restaurant following a manhunt by law enforcement authorities.ADDISON, Texas, Dec. 05, 2024 (GLOBE NEWSWIRE) -- CECO Environmental Corp. (Nasdaq: CECO) (together with its consolidated subsidiaries and affiliates, “CECO”), a leading environmentally focused, diversified industrial company whose solutions protect people, the environment and industrial equipment, announced today that the waiting period under the Hart-Scott-Rodino Antitrust Improvements Act of 1976, as amended (“HSR”), applicable to CECO’s tender offer for Profire Energy, Inc. (Nasdaq: PFIE) (“PFIE”) expired at 11:59 p.m., Eastern Time, on November 15, 2024. The expiration of the HSR waiting period satisfies one of the conditions to consummate the tender offer. Other conditions remain to be satisfied, including, among others, a minimum tender of shares of common stock of PFIE representing a majority of the total number of outstanding shares of common stock of PFIE. Unless the tender offer is extended, the offer and withdrawal rights will expire at one minute after 11:59 p.m., Eastern Time, on December 31, 2024. ABOUT CECO ENVIRONMENTAL CECO Environmental is a leading environmentally focused, diversified industrial company, serving a broad landscape of industrial air, industrial water, and energy transition markets across the globe through its key business segments: Engineered Systems and Industrial Process Solutions. Providing innovative technology and application expertise, CECO helps companies grow their business with safe, clean, and more efficient solutions that help protect people, the environment and industrial equipment. In regions around the world, CECO works to improve air quality, optimize the energy value chain, and provide custom solutions for applications including power generation, petrochemical processing, general industrial, refining, midstream oil and gas, electric vehicle production, polysilicon fabrication, battery recycling, beverage can, and water/wastewater treatment along with a wide range of other applications. CECO is listed on Nasdaq under the ticker symbol “CECO.” Incorporated in 1966, CECO’s global headquarters is in Addison, Texas. For more information, please visit www.cecoenviro.com . SAFE HARBOR STATEMENT Certain statements in this communication are forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934, both as amended, which are intended to be covered by the safe harbor for “forward-looking statements” provided by the Private Securities Litigation Reform Act of 1995. Any statements contained in this communication, other than statements of historical fact, including statements about management’s beliefs and expectations, are forward-looking statements and should be evaluated as such. These statements are made on the basis of management’s views and assumptions regarding future events and business performance. We use words such as “believe,” “expect,” “anticipate,” “intends,” “estimate,” “forecast,” “project,” “will,” “plan,” “should” and similar expressions to identify forward-looking statements. Forward-looking statements involve risks and uncertainties that may cause actual results to differ materially from any future results, performance or achievements expressed or implied by such statements. Potential risks and uncertainties, among others, that could cause actual results to differ materially are discussed under “Item 1A. Risk Factors” of CECO’s Quarterly Reports on Form 10-Q and in CECO’s Annual Report on Form 10-K for the fiscal year ended December 31, 2023, and include, but are not limited to: the parties’ ability to complete the proposed transactions contemplated by the Merger Agreement in the anticipated timeframe or at all; the effect of the announcement or pendency of the proposed transaction on business relationships, operating results, and business generally; risks that the proposed transactions disrupt current plans and operations and potential difficulties in employee retention as a result of the proposed transactions; risks related to diverting management’s attention from ongoing business operations; the outcome of any legal proceedings that may be instituted related to the proposed transactions; the amount of the costs, fees, expenses and other charges related to the proposed transactions; the risk that competing offers or acquisition proposals will be made; the sensitivity of CECO’s business to economic and financial market conditions generally and economic conditions in CECO’s service areas; dependence on fixed price contracts and the risks associated therewith, including actual costs exceeding estimates and method of accounting for revenue; the effect of growth on CECO’s infrastructure, resources and existing sales; the ability to expand operations in both new and existing markets; the potential for contract delay or cancellation as a result of on-going or worsening supply chain challenges; liabilities arising from faulty services or products that could result in significant professional or product liability, warranty or other claims; changes in or developments with respect to any litigation or investigation; failure to meet timely completion or performance standards that could result in higher cost and reduced profits or, in some cases, losses on projects; the potential for fluctuations in prices for manufactured components and raw materials, including as a result of tariffs and surcharges, and rising energy costs; inflationary pressures relating to rising raw material costs and the cost of labor; the substantial amount of debt incurred in connection with CECO’s strategic transactions and its ability to repay or refinance it or incur additional debt in the future; the impact of federal, state or local government regulations; CECO’s ability to repurchase shares of its common stock and the amounts and timing of repurchases; CECO’s ability to successfully realize the expected benefits of its restructuring program; economic and political conditions generally; CECO’s ability to optimize its business portfolio by identifying acquisition targets, executing upon any strategic acquisitions or divestitures, integrating acquired businesses and realizing the synergies from strategic transactions; and unpredictability and severity of catastrophic events, including cybersecurity threats, acts of terrorism or outbreak of war or hostilities or public health crises, as well as management’s response to any of the aforementioned factors. Many of these risks are beyond management’s ability to control or predict. Should one or more of these risks or uncertainties materialize, or should any related assumptions prove incorrect, actual results may vary in material aspects from those currently anticipated. Investors are cautioned not to place undue reliance on such forward-looking statements as they speak only to CECO’s views as of the date the statement is made. Furthermore, the forward-looking statements speak only as of the date they are made. Except as required under the federal securities laws or the rules and regulations of the Securities and Exchange Commission (the “SEC”), CECO undertakes no obligation to update or review any forward-looking statements, whether as a result of new information, future events or otherwise. Important Additional Information Will be Filed with the SEC This press release is neither an offer to purchase nor a solicitation of an offer to sell common stock of PFIE or any other securities. This communication is for informational purposes only. The tender offer transaction commenced by a subsidiary of CECO is being made pursuant to a tender offer statement on Schedule TO (including the Offer to Purchase, a related Letter of Transmittal and other offer materials) filed by such affiliates of CECO with the SEC. In addition, PFIE will file a solicitation/recommendation statement on Schedule 14D-9 with the SEC related to the tender offer. The offer to purchase shares of PFIE’ common stock is only being made pursuant to the Offer to Purchase, the Letter of Transmittal and related offer materials filed as a part of the tender offer statement on Schedule TO, in each case as amended from time to time. THE TENDER OFFER MATERIALS (INCLUDING THE OFFER TO PURCHASE, THE RELATED LETTER OF TRANSMITTAL AND OTHER MATERIALS) AND THE SOLICITATION/RECOMMENDATION STATEMENT ON SCHEDULE 14D-9 CONTAIN IMPORTANT INFORMATION. PRIOR TO MAKING ANY DECISION REGARDING THE TENDER OFFER, PFIE STOCKHOLDERS ARE STRONGLY ADVISED TO CAREFULLY READ THESE DOCUMENTS, AS FILED AND AS THEY MAY BE AMENDED FROM TIME TO TIME, WHEN THEY BECOME AVAILABLE. PFIE stockholders will be able to obtain the tender offer statement on Schedule TO (including the Offer to Purchase, a related Letter of Transmittal and other offer materials) and the related solicitation/recommendation statement on Schedule 14D-9 at no charge on the SEC’s website at www.sec.gov. In addition, the tender offer statement on Schedule TO (including the Offer to Purchase, a related Letter of Transmittal and other offer materials) and the related solicitation/recommendation statement on Schedule 14D-9 may be obtained free of charge from D.F. King & Co., Inc. 48 Wall Street, 22nd Floor New York, New York 10005, Telephone Number (866) 342-4881. Company Contact: Peter Johansson Chief Financial and Strategy Officer 888-990-6670 Investor Relations Contact: Steven Hooser and Jean Marie Young Three Part Advisors 214-872-2710 Investor.Relations@OneCECO.com
But perhaps the most exciting aspect of the Huawei Pura 70 Series is its seamless integration with HarmonyOS. As the first flagship smartphone series to come pre-installed with HarmonyOS, the Pura 70 Series offers a level of integration and synergy that is unparalleled in the industry. With HarmonyOS, users can enjoy a unified ecosystem that connects all their Huawei devices seamlessly, allowing for effortless sharing of content, synchronization of settings, and control of devices within the ecosystem.In November, China's total import and export value witnessed a 1.2% year-on-year growth, according to the latest data released by the General Administration of Customs. This positive development comes amidst global economic uncertainties and trade tensions, signaling resilience and stability in China's foreign trade sector.
With the global economy facing uncertainties and challenges, central banks around the world are carefully monitoring and adjusting their monetary policies to stimulate growth and ensure financial stability. In this context, it is widely speculated that in the first half of next year, some countries may continue to lower interest rates and reserve ratios to support economic recovery.In the ever-evolving landscape of technology, companies are constantly seeking innovative solutions to streamline their operations and stay ahead of the competition. Three-Dimensional World is proud to introduce its cutting-edge low-code platform, a product that has been completely independently developed and tailored specifically for the company's two major business products. This revolutionary platform promises to revolutionize the way businesses operate by offering a powerful and versatile tool for creating custom applications with minimal coding required.
Nearly five years ago, most office workers in Canada went home to work. Office life as we knew it vanished in a pandemic instant. Remarkably, most of these workers didn’t skip a beat. Most people liked the flexibility and the work got done – comfortably from home. Now many employers want people to come back to the office. Some make it a requirement on set days, others let employees make their own schedules, but most have settled on some kind of hybrid in-person and remote work model. But many employees don’t want to go back, citing long commutes, traffic, crowded or inconvenient public transit, expensive parking and the impact on the environment. Plus, remote workers who moved far away just don’t see the point of coming in at all. However, recent studies, such as one led by Stanford economist Nicholas Bloom, report that fully remote work reduces productivity by 10 to 20 per cent , while hybrid work benefits companies and employees . Without an in-person requirement, employers are concerned about losing out on productivity, communication, creativity and a strong company culture. So, what works and how can employers make people feel good about commuting and coming into the office again? Linda Duxbury, the Chancellor’s professor of management at the Sprott School of Business at Carleton University in Ottawa, says the key is to intentionally design the in-office experience, rather than just requiring people to show up without a clear purpose or plan. “One of the reasons people like coming into the office is to socialize with their colleagues – they enjoy the informality, team activities and discussions,” says Prof. Duxbury. “If employers want happier employees, then they have to manage the in-person days better than many do.” “Right now, it’s a dog’s breakfast. It can’t be just random, with people coming in and then spending all their time on video calls with co-workers who are at home. What works is requiring whole teams to come in on certain days to do activities that can’t be done remotely, maximizing collaboration, team building, coaching, mentoring, training and development.” At Universities Canada, a non-profit organization representing Canadian universities, all 108 full-time employees are required to work in-person for two days a week. Shortly after Gabriel Miller, president and chief executive officer, joined last June, the organization moved into new headquarters in downtown Ottawa, designed after surveying employees about what they wanted in their work environment. “The office has been thoughtfully designed with people in mind,” says Mr. Miller. “When you enter, there’s an open gathering space that connects to a big kitchen, where people can stop by for coffee or to eat lunch with everybody from the most senior employees to university interns.” “The office is full of green plants, which really humanizes the space and helps people feel at home. There’s a variety of work settings so people can choose what best suits their needs and a mix of meeting rooms equipped with seamless technology so it’s easy for people to access information, but also connect to people who aren’t present. What this office says to our people is that in every possible way, we want to support you being together as a team.” To minimize commuting woes, the new office is centrally located and well served by transit and includes lockers for employees who cycle to work. “We need to provide as many sustainable options as we can,” he says. “Being located in a place that our employees can get to with minimal inconvenience, whether by car, bike, bus or on foot is key. So far we’ve only allowed people to work remotely on a temporary basis, but overwhelmingly, we’ve held the line on [a minimum of two in-person days a week]. If you start chipping away at it, one person or project at a time, people would soon begin to doubt our commitment.” When people are together in the office, he stresses it’s important to have opportunities for them to connect and collaborate in ways that wouldn’t be possible to do from home. “I really believe you need to balance remote and in-person work to maintain productivity and relationships,” he says. “If you think back on your career, a lot of what we learned was the result of encounters and relationships that we built organically with the people around us. Especially for young people, in-person interactions are critical for mentorship and career development.” Toronto-based Accenture Canada takes a “one-size-doesn’t-fit-most” approach for its 6,500 employees, according to its chief human resources officer, Suehlan Yu. A 20-year veteran of the firm, she says remote/hybrid work isn’t new to the organization, as Accenture Canada has been doing it globally for decades, collaborating with clients, teams and people working remotely. “Our focus is on levelling the playing field, so that irrespective of where people are, they’re able to participate fully and bring their best to work,” says Ms. Yu. “We really started by listening to our people, and we do that through a robust listening framework that includes surveys, fireside chats and town halls. What the majority of our people say is that flexibility – when, where and how they work – is the top enabler for the successful future of work.” Ms. Yu says there’s no policy that requires everyone to be in the office on set days. Instead, leaders and teams work together to determine the unique mix of virtual and in-person work that’s best for them, guided by client needs, individual roles and responsibilities. “In-person connection is part of everyone’s role, but we don’t believe in being on-site for the sake of being on-site,” says Ms. Yu. “We like to make that purposeful for our people.” Offices at Accenture are designed with a focus on “we spaces” – collaborative areas with technology allowing remote employees to fully participate in meetings and team activities. There’s also a focus on friendly and accommodating workspaces to suit individual and diverse needs, as well as meditation rooms, mothers’ lactation rooms and wellness rooms equipped with yoga balls and table tennis. To encourage in-person socialization, the firm hosts a quarterly event that they call “stacked events” – a full-day at the office packed with engagement activities, panel discussions and learning sessions, ending with a social event. “People get to meet leaders, network with peers and maybe find their next staffing opportunity,” says Ms. Yu. “We also have Gen AI and industry and function learning days, lunch and learns, and employee resource group events constantly happening and encouraging people to come into the office. Everything’s available virtually as well, so people can be involved wherever they are at that time.” One caveat remote workers might consider is that many jobs that can be done at home may also be easily done by AI. That might inspire some to put in more office time. “There’s a recent article in Harvard Business Review that says AI is coming for remote tasks first,” says Prof. Duxbury. “That’s because much of the type of work that can be done at home is the kind of thing that has sequential structure, doesn’t require a lot of creativity, discussion with other people, negotiation or to be front-facing. So perfect for AI too.”Home prices in Colorado’s mountain resort towns keep climbing. So when was the last time the market was truly ‘affordable?’
Ikea has posted its slowest sales expansion since it opened its first India store six years ago with a 5% increase to ₹1,852 crore in FY24 while its net loss widened amid large-scale investments to solidify its footprint in the country. The world's largest furniture retailer saw its India business slowing as consumers tightened their wallets on discretionary spends across lifestyle categories. ET Year-end Special Reads What kept India's stock market investors on toes in 2024? India's car race: How far EVs went in 2024 Investing in 2025: Six wealth management trends to watch out for Its net loss widened 15% to ₹1,303 crore in FY24. So far, the retailer known for its ready-to-assemble products has incurred a cumulative loss of ₹5,550 crore in India as it spent to buy and build distribution centres, a city outlet and three big box stores-each large enough to fit about four football fields. "Ikea in India maintained a solid sales growth despite no price increase and lowering the prices on certain products in FY24," a company spokesperson said. "Our losses largely reflect the investment we are making towards our omni-channel growth. We remain committed to our plan of opening more stores and serving 200 million people by 2025 through our high quality, affordable range." Last fiscal, Ikea cut costs after raw material prices softened, helping the company lower prices of several products by about 20% both in India as well as globally. Earlier this year, the flat-pack furniture giant said it is still trying to get a foothold in the Indian market and that it will take at least 8-10 stores to benefit from economies of scale. 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"Chapter one was the sourcing and foundation and then getting the first door up and running. And then the intention is to get the company in top big cities. We are measuring out and laying out plans to see how we can do it for 1.4 billion people. And if I am certain about anything, it is that the economic outlook for India is looking good," he said. Ikea started sourcing from India in the 1980s and has more than five dozen suppliers in the country, most of them in textiles. Over a decade ago, the erstwhile Foreign Investment Promotion Board (FIPB) had approved Ikea's ₹10,500-crore investment proposal to open 25 stores in the country by 2025. It has since opened three large-format stores in Hyderabad, Mumbai and Bengaluru and one smaller city store in Mumbai. It aims to open bigger stores in Gurugrma and Noida in the National Capital Region soon. The Swedish retailer, which opened its first India store in 2018 in Hyderabad, has been a runaway success in the country, outpacing local rivals Urban Ladder and Pepperfry in its first year of operations with that single outlet. During the year, Ikea's paid-up share capital was increased by ₹600 crore to ₹4.615 crore. "When we think about India, we think about size," Brodin told ET in February. "In terms of investment priorities, India ranks one, two and three. We have consciously decided we cannot financially afford to be in the startup phase in too many places. But India is the top priority for us now." Nominations for ET MSME Awards are now open. The last day to apply is December 31, 2024. Click here to submit your entry for any one or more of the 22 categories and stand a chance to win a prestigious award. (You can now subscribe to our Economic Times WhatsApp channel )On the other hand, Tottenham Hotspur offers Jonathan David the chance to be a central figure in their rebuilding project under Nuno Espirito Santo. The opportunity to lead the line for a Premier League club with ambition and potential for success is certainly an enticing proposition for the Canadian forward.Amazon to Launch Quick Delivery Service in India, Promising 15-Minute Delivery