Founded in 1911, SNC-Lavalin Group Inc., a Montreal-based company, provides EPC and EPCM services in a variety of industry sectors, including mining and metallurgy, oil and gas, environment and water, infrastructure and clean power. In many cases, SNC-Lavalin combines these services with financing and operations and maintenance. Wikipedia.
News Article | February 27, 2017
Survalent, a leading provider of advanced distribution management systems (ADMS), today announced the addition of three executives, Serge Savchenko as chief revenue officer, Ian MacCuaig as vice president of customer success, and Marianne Kupina as vice president of marketing. “As we scale the company on the strength of ADMS adoption worldwide, we focused on assembling the best industry talent to spearhead our efforts,” commented Steve Mueller, president and chief executive officer at Survalent. “Serge, Ian and Marianne bring an incredible level of experience and expertise that will help drive the next phase of growth at Survalent. You can expect to see significant advancements in our business development, strategic partnering, customer on-boarding and market visibility.” Serge Savchenko As chief revenue officer, Serge Savchenko will lead a cross-functional team to drive the company’s top line growth initiatives globally, streamline the go-to-market strategy and secure key partnerships. Mr. Savchenko has more than 30 years of know-how in attaining appreciable revenue growth for technology companies. He was most recently vice president of worldwide sales for OpenText’s Portfolio Business Unit, where he built and managed a highly efficient and productive sales organization for the company’s enterprise software solutions. During his tenure, he drove top-line revenue growth while maintaining profitability, secured exceptional operational performance, and maintained industry-leading customer satisfaction levels. Prior to joining OpenText in 2007, Mr. Savchenko held progressive sales leadership positions at a number of high-tech firms, which included Dell, Wyse Technology and Datamirror. He holds a BS in computer science from York University. Ian MacCuaig Ian MacCuaig leads the newly formed customer success team with a primary focus on ensuring that every Survalent customer is generating value from the company’s software solutions and services. A 30-year industry veteran, Mr. MacCuaig has held leadership roles in customer services, project management and project delivery at numerous high profile firms including GE Digital Energy, SNC-Lavalin, and CAE Electronics. He has a successful track record in managing large, complex projects and has worked with some of the world’s largest electric utilities including Hydro-Quebec, ENERGEX, Powerlink Queensland, AVANGRID, National Grid, Pacific Gas and Electric, and Taiwan Power. He graduated from Concordia University with an honours bachelor of computer science and is a certified Project Management Professional (PMP) and a Certified Information System Security Professional (CISSP). Marianne Kupina As vice president of marketing, Marianne Kupina will be responsible for the global strategy and execution of all aspects of the marketing function. In this role, she will focus on growing the Survalent brand and developing programs to engage the company’s existing customer base and boost customer acquisition. Ms. Kupina joins Survalent with over 25 years of progressive B2B technology marketing experience. Previously, she was the head of marketing at Esri Canada where she developed and executed go-to-market strategies and multi-channel programs that helped drive sales growth. Prior to Esri Canada, Ms. Kupina held senior marketing roles at Constellation Energy, Syndesis and Algorithmics. She holds an honours bachelor of business administration degree with a major in marketing from Wilfrid Laurier University. About Survalent Survalent is the most trusted provider of advanced distribution management systems (ADMS) for electric, transit, gas and water/wastewater utilities across the globe. Over 500 utilities in 30 countries rely on the SurvalentONE platform to effectively operate, monitor, analyze, restore, and optimize operations. By supporting critical utility operations with a fully integrated solution, our customers have significantly improved operational efficiencies, customer satisfaction and network reliability. Our unwavering commitment to excellence and to our customers has been the key to our success for over 50 years. To learn more, visit us at survalent.com. Follow us on Twitter and LinkedIn.
News Article | May 15, 2017
Ethics indicates that individuals need to rely on their own personal judgement to discern right and wrong The Ethics Institute, South Africa (TEI) in partnership with the Institute of Business Ethics (IBE) in the United Kingdom, launched its latest publication, entitled The Ethics and Compliance Handbook, today at its seventh Annual Conference . The need for such a publication arose from a global discussion about whether ethics and compliance were the same thing and could be combined in one function in an organisation, or whether they were different and should be separated, and which of the two would be more effective. The authors of the handbook, Liezl Groenewald from TEI and Guendalina Dondé from the IBE, believe that while ethics and compliance may be two sides of the same coin, there are differences. These differences may end up defining the choices organisations make regarding their ethics and compliance functions. They say that while ethics implies that people will behave in accordance with a system of common values that are agreed and shared, compliance means that people must do what they are told to do, either by law or by their superiors. “Ethics indicates that individuals need to rely on their own personal judgement to discern right and wrong, often questioning why they are encouraged to behave in a certain way. Such considerations are far less prominent in the definition of compliance” according to the authors. According to the authors, organisations need to move beyond a culture characterised by an approach of “everything that is not explicitly forbidden by laws or regulations, is allowed” (compliance). Employees should be encouraged and assisted to use their own judgement and to raise questions and concerns when they are unsure about something. The latter is the role of an ethics practitioner, whereas compliance with the law falls in the remit of a compliance practitioner. While ethical aspects seem to gain prominence over compliance issues in many US corporations, some multinationals with subsidiaries or offices in South Africa tend to merge ethics and compliance within the same function. Ethics and compliance practitioners represent a relatively young, but rapidly maturing profession that has become increasingly important in many organisations, as companies all over the world have realised that addressing ethics risks, in addition to compliance risks, is crucial to promote long-term sustainability. Professor Deon Rossouw, CEO of TEI said: “Both unethical and illegal conduct can cause organisations great harm, and jeopardise their sustainability. Consequently, responsible organisations have been implementing measures to protect themselves against illegal and unethical conduct. However, addressing ethics issues often requires a very different approach from addressing compliance issues.” Philippa Foster Back CBE, Director of the Institute of Business Ethics said: “The international perspective this handbook gives on ethics and compliance and the management of the two functions is a timely insight. Many organisations have come to recognise that to build a positive corporate culture it is important to establish the right mindset. That mindset, which should be based on an ethical framework of corporate values to guide decisions and behaviours, will be encouraged by the creation of a separate ethics function and will lead to better compliance as a result.” The publication was funded by SNC Lavalin. The Ethics Institute is a non-profit, public benefit organisation, incorporated in September 1999.Our vision of "Building an ethically responsible society" is achieved by forming partnerships with the public and private sectors, and the professions. We serve as a resource through our thought leadership, research, training, support, assessment and certification activities. Visit our website www.tei.org.za to find out more. The Institute of Business Ethics was established by business people in 1986 to encourage and support high standards of business behaviour based on ethical values. We raise public awareness of the importance of doing business ethically. We help organisations strengthen their ethics culture through the sharing of knowledge and good practice. We assist in the development, implementation and embedding of effective and relevant corporate ethics and responsibility policies and programmes. The IBE is a registered charity, funded by corporate and individual subscriptions. Subscriber support, both financial and intellectual, helps us research, publish, provide training and tools to assist in the development of ethical business practice. www.ibe.org.uk @IBEUK Founded in 1911, SNC-Lavalin is one of the leading engineering and construction groups in the world and a major player in the ownership of infrastructure. From offices in over 50 countries, SNC-Lavalin's employees are proud to build what matters. Our teams provide engineering, procurement construction, completions and commissioning services together with a range of sustaining capital services to clients in our four industry sectors, oil and gas, mining and metallurgy, infrastructure and power. SNC-Lavalin can also combine these services with its financing and operations and maintenance capabilities to provide complete end-to-end project solutions. A copy of the report can be downloaded here
News Article | May 23, 2017
(1) All monetary values are stated in Canadian Dollars unless otherwise noted. (2) The PEA is preliminary in nature and includes inferred mineral resources that are too speculative geologically to have economic considerations applied to them that would enable them to be categorized as mineral reserves. There is no certainty that PEA results will be realized. Mineral resources are not mineral reserves and do not have demonstrated economic viability. Rogue Resources Inc. (TSX VENTURE: RRS) ("Rogue" or the "Company") is pleased to report the results of an optimized Preliminary Economic Assessment ("PEA") on its 100% owned Silicon Ridge Project (the "Project"), located approximately 42 km north of Baie-Saint Paul, Québec, and 4 km northeast of Sitec's operating silica quarry. The PEA, prepared by SNC-Lavalin ("SNC"), integrates optimization work completed over the past six months and plans for direct-shipping material from the contract operator's crushing and screening. The updated PEA uses a new DSO pit constrained Measured resource of 2.5 million tonnes ("Mt") grading 98.62% SiO , Indicated resource of 5.3 Mt grading 98.62% SiO and an Inferred mineral resource of 2.1 Mt grading 98.66% SiO and was initially modeled with a 20-year mine life and 200,000 tonnes mined per year. The technical report supporting the PEA (the "PEA Technical Report") will be filed on SEDAR within 45 days. "This Optimized PEA calculates the excellent potential of the Silicon Ridge project as a near term, ultra-low capex production asset," said Sean Samson, President and CEO of Rogue. "Shifting to DSO is expected to create a compelling return and with minimal dilution, the project has attractive potential economics. We are excited by these results and continue to move forward, advancing the permitting and importantly, working towards partnering with buyers. Rogue continues to execute our Plan, methodically de-risking and moving towards a Development Decision" The mineral resource estimate, upon which the PEA is based, includes a pit constrained measured resource of 2.5 Mt grading 98.62% SiO , indicated resource of 5.3 Mt grading 98.62% SiO and an inferred resource of 2.1 Mt grading 98.66% SiO . The resource estimate includes resources from three zones referred to as the South West, Centre North and North East zones. A significant portion of the estimate is derived from the South West Zone. All zones are open along strike and down dip and have potential for expansion. Between the Q3 2016 PEA and this updated PEA, Rogue has refined the in-pit resource, including improved definition of the internal waste zones, reduction of the overburden cover on the South West Zone and reduced capital expenditure requirement by over 70% reflecting the transition from full processing on site, to focusing on a DSO model. Reduction of the overburden covering the South West pit that was inferred by the ground penetrating radar survey and verified by the identification of quartzite outcrops resulted in the removal of 222 m3 of overburden from the estimate on the South West Zone (see press release dated January 5, 2017). This reduction represents a potential savings of approximately $1.3 million over the life of the project. The shift to a DSO model, resulted in the elimination of the onsite processing facility and power line and reduced the estimated CAPEX costs from $13.1 million to $3.5 million. This represents a reduced amount of pre-development work required and simplifies the process for generating salable products. It should be noted that if customers are developed for higher value materials that off-site processing options will be considered by the Company as markets are developed. In its analysis, released on April 25 and July 13, 2016, Dorfner ANZAPLAN identified a number of potential end uses for the product from the Silicon Ridge deposit (see summary of the April 2016 metallurgical report, available on www.rogueresources.ca). Rogue has targeted two broad groups of markets: "Commodity" and "Specialized". The Commodity group will be direct-shipped from Silicon Ridge as lump product, after selective quarrying (led by the on-site Rogue team), primary crushing and screening by the Contract Operator of the quarry to a size as required to meet the specification for ferrosilicon and metallurgical grade silicon producers (averages between 20mm to 120mm). Samples of this material prepared by Dorfner ANZAPLAN, after a primary crush and screen, has already been tested by both ferrosilicon and silicon metal producers. The Specialized group will require secondary processing (now not included as part of the direct-ship model planned for Silicon Ridge), which the Company will look to arrange offsite with a partner. This material will target: quartz countertops, specialty glasses, specialty coatings, engineered stone, silicon carbide, fused silica and sodium/ potassium silicate. It is anticipated that the Commodity group will be higher volume and lower priced than the Specialized group, which will represent less volume but garners a higher price for the material. This PEA draws on pricing for only the Commodity group, using a volume mix and target prices for both ferrosilicon and metallurgical grade silicon producers. Sales into the Specialized markets would represent upside to the Base Case and sales of material currently counted as waste. The Company is in discussions with end use buyers from across both the Commodity and Specialized groups, partner processors with whom Rogue could further process the material with a secondary crush and screen of its material and distributors with relationships across various Specialized markets. Rogue is pleased to announce a conference call with management to discuss the Optimized PEA and progress on the 2017 Plan. Rogue CEO Sean Samson and VP, Technical Paul Davis will give a corporate update followed by a brief question and answer period. Interested investors should forward questions to email@example.com. The call is scheduled to take place on Thursday, May 25th at 12pm Eastern (9am Pacific, 6pm in Western Europe) and dial-in numbers to access the conference call as well as a corporate presentation will be provided on our webpage, www.rogueresources.ca, by 3pm Eastern on Wednesday, May 24th. A playback of the call will be available online. Rogue is a mining company focused on generating positive cash flow. Not tied to any metal, it looks at rock value and good grade deposits that can withstand all stages of the metal price cycle. The current focus is Quebec's Silicon Ridge Project. For more information visit www.rogueresources.ca. Founded in 1911, SNC-Lavalin is one of the leading engineering and construction groups in the world and a major player in the ownership of infrastructure. SNC-Lavalin provides engineering, procurement construction, completions and commissioning services together with a range of sustaining capital services to clients in four industry sectors, oil and gas, mining and metallurgy, infrastructure and power. For more information visit www.snclavalin.com The technical information within this news release was approved by Henri Sangam, from SNC-Lavalin, and Philip Vicker P.Geo, all individuals that are Qualified Persons under NI 43-101 guidelines and independent of Rogue Resources within the meaning of NI 43-101 -- Standards of Disclosure for Mineral Projects of the Canadian Securities Administrators. The Silicon Ridge Project is under the direct supervision of Paul Davis, P.Geo., VP, Technical and Director of the Company and a QP as defined by National Instrument 43-101. The QP has approved the scientific and technical content of this release. On Behalf of Rogue Resources Inc. Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this news release. Cautionary Note Regarding Forward-Looking Statements: Certain disclosures in this release may constitute forward-looking statements. In making the forward-looking statements in this release, the Company has applied certain factors and assumptions that are based on the Company's current beliefs as well as assumptions made by and information currently available to the Company, and that actual results are consistent with management's expectations. These statements include, among others, statements with respect to project economics and payback, development activities and decisions and the timing thereof, resource estimates and potential mineralization, the PEA, including estimates of capital costs, anticipated internal rates of return, mine production, processing recoveries, mine life, estimated payback periods and net present values, plans to decide if the project and resources to be quarried. Although the Company considers these assumptions to be reasonable based on information currently available to it, they may prove to be incorrect, and the forward-looking statements in this release are subject to numerous risks, uncertainties and other factors that may cause future results to differ materially from those expressed or implied in such forward-looking statements. Such risk factors include, among others, those matters identified in its continuous disclosure filings, including its most recently filed MD&A, changes in regulatory environments, environmental compliance, operating and capital cost escalation, ability to raise project financing and silica pricing. Additional factors include delays in obtaining or inability to obtain required regulatory approvals, permits or financing, risk of unexpected variation in mineral resources, grade or recovery rates, processing plant failure, equipment or processes to operate as anticipated, of accidents, labour disputes, the risk that estimated costs will be higher than anticipated, the risk that the proposed mine plan and recoveries will not be achieved, equipment breakdowns, bad weather timing and success of development activities, mineral resources are not as estimated, title matters, third party consents, operating hazards, product prices, political and economic factors, competitive factors and general economic conditions. Should any of such assumptions prove to be incorrect or such risks become actual events, than the value of the Company's securities may decline. Readers are cautioned not to place undue reliance on forward-looking statements. The Company does not intend, and expressly disclaims any intention or obligation to, update or revise any forward-looking statements whether as a result of new information, future events or otherwise, except as required by law.
News Article | May 25, 2017
MONTREAL, QC--(Marketwired - May 25, 2017) - Falco Resources Ltd. ("Falco" or the "Company") (TSX VENTURE: FPC) is pleased to announce that it has appointed Ms. Chantal Sorel, Managing Director, Capital, at SNC-Lavalin to the Board of Directors of the Company. Ms. Hélène Cartier, who was appointed as Vice President Environment and Sustainable Development of the Company on March 15, 2017, has resigned as a member of the Board of Directors. Ms. Sorel is Managing Director, Capital, at SNC-Lavalin. She is responsible for the investment and asset management business capability of SNC-Lavalin, which invests capital in projects and manages the company's multi-billion dollar portfolio of infrastructure investments. Previously, Ms. Sorel was Senior Vice-President, Business Development, of SNC-Lavalin's Infrastructure sector. Until late 2014, she held the position of Vice-President and Project Manager in charge of the McGill University Health Centre (MUHC) Glen Site project. Chantal Sorel has a degree in architecture from Université de Montréal and a Master's degree in Project Management from Université du Québec à Montréal. She also has a Project Management Professional certification from the Project Management Institute and completed the Director Education Program jointly offered by the Institute of Corporate Directors, the McGill Executive Institute and the Rotman School of Management at the University of Toronto. Luc Lessard, President and CEO of Falco noted: "We are delighted to welcome Chantal to the board of Falco. Chantal brings depth of knowledge and experience in project management, strategy and financing. Chantal will be a valuable addition to the Company as we continue to advance the Horne 5 project." About Falco Resources Ltd. Falco is one of the largest mineral claim holders in the Province of Québec, with extensive land holdings in the Abitibi Greenstone Belt. Falco owns 67,000 hectares of land in the Rouyn-Noranda mining camp, which represents 70% of the entire camp and includes 13 former gold and base metal mine sites. Falco's principal property is the Horne 5 Project located in the former Horne Mine that was operated by Noranda from 1927 to 1976 and produced 11.6 million ounces of gold and 2.5 billion pounds of copper. Osisko Gold Royalties Ltd is the largest shareholder of the Company and currently owns 13.5% of the outstanding shares of the Company.
News Article | May 25, 2017
MONTRÉAL, QC--(Marketwired - 25 mai 2017) - Ressources Falco Ltée (" Falco " ou la " Société ") ( : FPC) est heureuse d'annoncer qu'elle a nommé Mme Chantal Sorel, directrice générale, Capital, chez SNC-Lavalin, au conseil d'administration de la Société. Mme Hélène Cartier, qui a été nommée vice-présidente, environnement et développement durable de la Société le 15 mars 2017, a démissionné de son poste d'administratrice au sein du conseil d'administration. Mme Sorel occupe le poste de directrice générale, Capital chez SNC-Lavalin. Elle est responsable de la capacité d'investissement et la gestion des actifs SNC-Lavalin, qui consiste à investir des capitaux dans des projets et gérer le portefeuille d'investissements d'infrastructure de plusieurs milliards de dollars de l'entreprise. Mme Sorel était auparavant vice-présidente principale, Développement des affaires du secteur Infrastructures de SNC-Lavalin. Jusqu'à la fin de 2014, elle a assumé les fonctions de vice-présidente et gestionnaire de projet responsable du projet du site Glen du Centre universitaire de santé McGill (CUSM). Chantal Sorel possède un baccalauréat en architecture de l'Université de Montréal et une maîtrise en gestion de projet de l'Université du Québec à Montréal. Elle est également titulaire de la certification Project Management Professional du PMI et a terminé le Programme de perfectionnement des administrateurs offert conjointement par l'Institut des administrateurs de sociétés, l'Institut des cadres de McGill et la Rotman School of Management de l'Université de Toronto. Luc Lessard, président et chef de la direction, a commenté : " Nous sommes enchantés d'accueillir Chantal sur le conseil d'administration de Falco. Chantal apporte une connaissance approfondie et de l'expérience en gestion de projet, en stratégie et en financement. L'arrivée de Chantal sera un atout précieux pour la Société dans le cadre de l'avancement du projet Horne 5. " À propos de Ressources Falco Ltée Falco est l'un des plus grands détenteurs de titres miniers dans la province de Québec, avec un vaste portefeuille de propriétés dans la ceinture de roches vertes de l'Abitibi. Falco contrôle 67 000 hectares de terrains dans le camp minier de Rouyn-Noranda, ce qui représente 70 % du camp dans son ensemble et qui comprend 13 anciens sites miniers pour l'or et les métaux de base. La propriété principale de Falco est le projet Horne 5 situé dans l'empreinte de l'ancienne mine Horne, laquelle a été exploitée par Noranda de 1927 à 1976 et a produit 11,6 millions d'onces d'or et 2,5 milliards de livres de cuivre. Redevances Aurifères Osisko Ltée est le plus important actionnaire de la Société et détient actuellement 13,5 % des actions ordinaires en circulation de la Société.
News Article | May 24, 2017
Catherine Hughes is currently a Non-executive Director of Precision Drilling Corporation and SNC-Lavalin Group Inc. and served as a Non-executive Director of Statoil ASA from 2013 to 2015. She was Executive Vice President - International of Nexen Inc. from 2012 to 2013. Roberto Setubal is Co-Chairman of the Board of Directors of Itaú Unibanco Holding S.A., having previously served as Chief Executive Officer, and is Vice President of the Board of Directors of Itaúsa-Investimentos Itaú S.A. He served on the Boards of Itauseg Participação S.A. and Banco Itaú BBA.S.A. until 2013 and 2015 respectively. There is no information to disclose pursuant to Listing Rule 9.6.13 (2) to Listing Rule 9.6.13 (6) inclusive. ENQUIRIES Shell Media Relations International, UK, European Press: +44-20-7934-5550 Shell Investor Relations Europe: + 31-70-377-4540 United States: +1-832-337-2034 LEI number of Royal Dutch Shell plc: 21380068P1DRHMJ8KU70 Classification: Additional regulated information required to be disclosed under the laws of a Member State.
News Article | April 17, 2017
De moyennes et grandes entreprises, telles que le Groupe ALDO, Bill Gosling Outsourcing, Hootsuite et la Financière Sun Life, continuent de choisir Workday pour rehausser la valeur de leurs activités avec Workday TORONTO, ON--(Marketwired - Apr 13, 2017) - Workday, Inc. ( : WDAY), un des chefs de file en applications Cloud pour les ressources humaines et la gestion financière, a annoncé aujourd'hui qu'elle poursuit sa lancée relativement à ses activités auprès de moyennes et grandes entreprises clientes à l'échelle du Canada. Des organisations, telles qu'AGF Management Limited, le Groupe ALDO, BDO, Bill Gosling Outsourcing, Hootsuite, SNC-Lavalin, SOTI, la Financière Sun Life et d'autres grandes marques dominantes, ont choisi Workday pour stimuler la croissance de leurs activités. « Des entreprises de toutes tailles et provenant de tous les secteurs d'activité migrent vers l'infonuagique qui leur offre la souplesse nécessaire pour s'adapter aux changements dynamiques du marché et évoluer avec eux, affirme Chano Fernandez, premier vice-président, Activités mondiales, chez Workday. Grâce à Workday, les organisations disposent d'un système qui offre le type d'information financière et liée au personnel nécessaire pour fonctionner dans un monde des affaires complexe, concurrentiel, où tout va très vite. » Le nombre croissant des clients de Workday au Canada comprend maintenant : Grâce à Workday, nos clients sont en mesure : Réactions « Il est de plus en plus important que nous fassions preuve de souplesse en affaires alors que nous continuons à préparer l'avenir. Workday nous aide à offrir une information financière et en matière de ressources humaines qui non seulement assure une cohérence au sein de l'entreprise, mais qui permet également de prendre plus rapidement des décisions éclairées, affirme Joseph Fanutti, chef de la direction financière, Bill Gosling Outsourcing. Le système unifié de Workday a eu un impact important sur notre fonctionnement, à tel point qu'il contribue à l'évolution de notre stratégie en termes de croissance, de développement et de nouvelles occasions, et ce, tant pour nos clients que pour nos employés. » « Chez Sun Life, nous cherchons à responsabiliser nos employés de manière à ce qu'ils puissent s'épanouir dans leur carrière et se concentrer sur ce qui compte le plus, soit aider nos clients à atteindre la sécurité financière à toutes les étapes de leur vie et à vivre plus sainement, explique Carrie Blair, vice-présidente générale, première directrice des ressources humaines et de communications, Financière Sun Life. Grâce au système de ressources humaines de Workday, nous pouvons mobiliser nos employés dans le monde entier dans le cadre de nos programmes et de nos initiatives, offrir des données en temps réel pour faciliter des prises de décision plus rapides et développer les talents les plus remarquables de manière à réaliser notre ambition de devenir l'une des meilleures compagnie d'assurance et l'un des meilleurs gestionnaires d'actifs au monde. » A propos de Workday Workday est un chef de fil en matière de solutions Cloud pour la gestion des ressources humaines et la gestion financière. Fondée en 2005, la société Workday propose des applications de gestion du capital humain, de gestion financière et d'analyse conçues pour les plus grandes organisations, établissements d'enseignements et organismes gouvernementaux dans le monde. Des entreprises de taille moyenne à celles qui se retrouvent aux classement Fortune 50 ont choisi Workday. Déclarations prospectives Ce communiqué de presse contient des déclarations prospectives, notamment, nos attentes concernant les performances et avantages des offres de Workday. Des termes tels que « croyons », « peut-être », « sera », « anticiper », « s'attendre » et d'autres expressions similaires sont utilisés pour désigner des déclarations prospectives. Ces déclarations comportent des hypothèses, des risques et des incertitudes. Si les risques se vérifient ou si les hypothèses s'avèrent incorrectes, les résultats de Workday pourraient différer considérablement de ceux suggérés par nos déclarations prospectives. Les risques incluent, sans s'y limiter, ceux décrits dans nos déclarations à la commission Securities and Exchange Commission (SEC), dont le formulaire 10-K pour l'année fiscale se terminant le 31 janvier 2017 et les futurs rapports que nous pourrions présenter, le cas échéant, à la SEC, qui pourraient entraîner des résultats différents des projections actuelles. Workday se dégage de toute obligation et intention de mettre à jour les déclarations prospectives après la date de publication. Les services, fonctionnalités ou fonctions non commercialisés qui apparaissent dans ce document, notre site Web, d'autres communiqués de presse ou déclarations officielles Workday et qui ne sont pas encore offerte sur le marché sont sujets à modification à la discrétion de Workday et peuvent être livrés à une date différente de la date prévue ou ne pas être livrés du tout. Les clients qui achètent des services de Workday, Inc. doivent faire leur choix parmi les services, fonctionnalités et fonctions actuellement offertes. © 2017. Workday, Inc. Tous droits réservés. Workday et le logo Workday sont des marques déposées de Workday, Inc.
News Article | May 3, 2017
This is a series around POWER, a Motherboard 360/VR documentary about nuclear energy. Follow along here. As Chinese Premier Li Keqiang stood alongside Justin Trudeau at Parliament's centre block in September, a quiet confidence was growing in Canada's nuclear industry. The Prime Minister and the Chinese leader were overseeing a signing ceremony between the China National Nuclear Corporation (CNNC) and Canadian engineering giant, SNC-Lavalin, which owns CANDU technology. The agreement will see two next-generation CANDU nuclear reactors installed about 100 kilometres southwest of Shanghai, and could transform nuclear power. Canada's nuclear industry is on the upswing, partly because of a global push to cut greenhouse gas emissions. The deal with CNNC is part of that. Teams here are developing advanced nuclear technologies that will ideally help wean us off fossil fuels, which is one reason many environmentalists are starting to embrace nuclear. Watch more from Motherboard: Going Nuclear If all goes according to plan, the CANDU reactors slated for the Qinshan nuclear site will be powered by what the industry calls advanced fuels: reprocessed uranium recycled from conventional reactors, and later, the radioactive element thorium, said Justin Hannah, Director of Marketing, Strategy and External Relations for SNC's CANDU division. Only a handful of sites in Europe and Japan are able to reprocess uranium today, and there is no standard on how to reuse it as a fuel, so it's not widely used. Even so, it has the potential to reduce stockpiles of radioactive waste and make countries that use it less dependent on uranium imports. CANDUs could start using thorium, with China's backing, putting the world closer to what proponents call the thorium dream Thorium has its own advantages when compared to uranium: it's about three times more abundant and can provide just as much power, plus it's far less useful for making nuclear weapons, mainly because its fuel cycle doesn't produce plutonium. But thorium is notoriously difficult to mine. Using it as a fuel is also complex, so reactor designs and supply chains aren't readily available. The fact that CANDUs could start using thorium, with China's backing, may put the world closer to what proponents call the thorium dream of safer, cleaner and more abundant nuclear power. China currently has 36 nuclear reactors in operation, another 21 under construction, and wants to double its nuclear power generation by 2021. Most of the existing reactors are conventional pressurized water reactors that run on enriched uranium, but the country is moving aggressively towards advanced reactor designs that can make use of the spent uranium from their current reactors, and the growing stockpiles of thorium that are a byproduct of mining for rare earth elements, a market that China dominates. China has a growing appetite for carbon-free energy, and the government has declared war on pollution from coal-fired power plants, so nuclear makes sense. But Canada's technology could also be of strategic value. "They have the thorium, they have the spent uranium," said Hannah. This country stands to benefit from the agreement with China, too. If we get this joint venture right, "Canada's nuclear industry could be seen as world leaders," said Jerry Hopwood, President of the University Network of Excellence in Nuclear Engineering, a partnership between 12 Canadian universities, government, and Canada's nuclear industry. The new Chinese-Canadian commercial entity is expected to be registered in China by mid-2017, with pre-construction work beginning in 2019 and 2026 targeted for the first AFCR to be operational, said Hannah. Thorium could be in use in the 2030s. As for whether Canada could one day switch to thorium, we've got large, high-quality uranium reserves, so any move to bring a thorium-powered AFCR here will depend on both politics and economics. "There's no strong economic driver for it," argued John Luxat, a nuclear safety expert at McMaster University. "The utilities don't want to switch over, but it's nice to know that we could." After what Hopwood called a lull in Canada's industry in the early 2000s, he believes recent investments and the push for carbon-free power show there's a resurgence in nuclear. The industry got a boost in 2016 from Ontario's support for the refurbishment of the Darlington nuclear plant, and the 2015 plan to extend the life of Bruce Power's nuclear reactors—each project projected to cost about $13 billion. Apart from that, SNC may be building another CANDU reactor in Argentina. Canadian nuclear startups are also chasing new technologies. Terrestrial Energy has plans to build a commercially-viable molten salt reactor (MSR) by the 2020s. Read More: The Plan to Build a Million-Year Nuclear Waste Dump on the Great Lakes Since the concept was first developed at the Oak Ridge National Laboratory in the 1960s, it's been touted as a safer alternative. Terrestrial's small, modular design is targeted at remote communities and providing carbon-free power directly to heavy industrial installations. The nuclear fuel used in an MSR is liquid, so it can't melt down, and it's chemically bound to the molten salt coolant. That means a loss of coolant, like the one that happened at the Fukushima nuclear plant in 2011, isn't possible, said Canon Bryan, Terrestrial's co-founder. Watch more from Motherboard: The Thorium Dream The molten fuel is highly corrosive, so MSRs still need further development to be proven safe. But the company has garnered nearly $30 million in investment, among other undisclosed grants, and Terrestrial's application to the US government for a $1 billion loan guarantee through its US subsidiary is advancing well, said Bryan. While Terrestrial's MSR design could potentially use thorium fuel in the future, the goal of becoming commercially viable as soon as possible means that the company will be sticking with uranium for now, since it's well-understood by the industry. "The conversation is changing," said Jerry Hopwood. "The fact that Canada is serious about dealing with climate change [has] put nuclear in a good position." 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News Article | April 17, 2017
MONTREAL, QUEBEC--(Marketwired - April 11, 2017) - Nouveau Monde Graphite Inc. (TSX VENTURE:NOU)(OTCQB:NMGRF)(FRANKFURT:NM9) ("Nouveau Monde") is pleased to announce that it has launched a prefeasibility study (or "PFS") on its wholly owned Tony claim block, part of its Matawinie graphite Property. Met-Chem Canada Inc., a wholly owned subsidiary of the multi-disciplinary global DRA engineering group, has been contracted to produce and coordinate the PFS. Other engineering firms including SNC-Lavalin Group Inc, and Journeaux Assoc., a division of Lab Journeaux Inc., will be involved in certain aspects of the PFS. The PFS will focus on the West Zone deposit where a Mineral Resource Estimate was recently updated to 32.9 Mt grading 4.50 % graphitic carbon (or "Cg") in the indicated category and 0.2 Mt grading 4.84 % Cg in the Inferred Category (see press release dated March 2, 2017). The PFS is scheduled to be completed in September of 2017. "We are eager to increase the confidence around the economic model to develop our graphite property in Quebec, Canada," commented Eric Desaulniers, President and CEO of Nouveau Monde. "Since we completed our PEA we have done extensive work to further define and increase our resource estimate. Equally important, we have added key management with critical real world graphite mine operation experience. One such individual is our CFO Charles-Olivier Tarte. Charles was previously the Natural Graphite Financial Controller for Imerys Graphite & Carbon, overseeing the financial management of the Lac-des-Îles (QC) natural graphite mine, the Terrebonne (QC) second transformation plant & the Westlake (OH) Americas sales office. Charles will lead Nouveau Monde's efforts on the PFS and work closely with our consultants to ensure his knowledge of operating graphite mines in Quebec is reflected in our PFS. I am keen to publish the results of our PFS in September." In addition, Nouveau Monde is pleased to announce the results of a metallurgy optimization program, which provides an updated and simplified process flowsheet. These improvements to the flow sheet will be reflected in the upcoming PFS. Highlights of the optimization program include an overall recovery rate of 97.4 % at a combined concentrate grade of 97.3 % total carbon ("Ct") during locked cycle tests while improving upon previous flake size distribution. It is important to note that locked cycle tests simulate a commercial operation as opposed to previous open circuit tests, performed for the Preliminary Economic Assessment ("PEA"), which provides a gross estimate of concentrate parameters. Flake size distribution is a critical and key advantage of Nouveau Monde as it allows the company to pursue multiple industrial markets for graphite (including steel making) as well as the ever growing lithium ion battery market. Moreover, variability flotation tests confirmed the homogeneity of the mineralization within the West Zone deposit and obtained a low standard deviation of the concentrate grade of 1% Ct. The recovery rate from the 2017 optimization program was obtained from a Master Composite consisting of 125 core subsamples from the West Zone deposit. This Master Composite underwent locked cycled tests to simulate closed circuit operation. Samples were chosen based on a graphite grade histogram of the West Zone in order to provide a representative sample and also took into account the spatial distribution of the sub-samples to represent the entire West Zone. The Master Composite sample returned a head grade of 4.42% Ct. Flake size distribution from the locked cycle tests is detailed in Table 1 below and compared to the previous tests performed in 2016 which were used as input data for the PEA (see press release dated June 22, 2016). It should be noted that a reduced concentrate grade target of 96% Ct was established for the 2017 metallurgical program based on the results of a marketing study. As a result, the optimization program delivered a simplified flowsheet with lower CAPEX and OPEX and reduced flake degradation while still maintaining a combined concentrate grade of 97.3% Ct. Table 1. Mass and Grade Distribution of Graphite Concentrate from the West Zone Variability tests were also performed as part of the 2017 optimization program. They confirmed the homogeneity of the mineralization within the West Zone deposit. The West Zone deposit was divided longitudinally in four equal portions which were then separated vertically using the top 75 m and bottom 75 m of the deposit. A total of 362 core subsamples were chosen to represent these eight (8) portions of the deposit. The resulting eight (8) Variability Composite samples (composed of approximately 45 subsamples each) were subjected to the same flowsheet and conditions to analyse concentrate purity and flake size variations within the deposit. Note that the test conditions did not reflect the final optimized flowsheet and conditions that were chosen for the locked cycle test. Results from the variability tests are available in Table 2. Table 2. Flake Size Distribution and Results of Variability Samples from the West Zone1 Éric Desaulniers, President and CEO of Nouveau Monde stated "The excellent flake size distribution and purity of our graphite concentrate should reflect very positively on the pricing of our product and allow us to pursue multiple markets, diversifying our product portfolio and customer base. Furthermore, these competitive characteristics make it ideal for value-added product manufacturing which can command higher premiums for graphite. The impressive recovery rates from our recent locked cycle tests as well as the remarkable homogeneity of the mineralization speak highly about the quality of our deposit." In 2015, Nouveau Monde discovered a graphite deposit on its Tony claim block, part of its fully owned Matawinie graphite Property. This discovery resulted in the publishing of a Preliminary Economic Assessment, completed according to NI 43-101 guidelines, in June of 2016. This study demonstrated strong economics with a planned production of 50,000 tpy of high purity flake graphite over a period of 25.7 years which is expected to provide a solid operational margin and relatively low capital expenditures (see press release dated June 22, 2016). The Mineral Resource Estimate has since been updated, the current resource stands at 32.9 Mt grading 4.50% Cg for the Indicated Category and 0.2 Mt grading 4.84 % Cg in the Inferred Category (see Press Release dated March 2, 2017). The project is located in the Saint-Michel-des-Saints area, some 120 km north of Montreal, Quebec, Canada. It has direct access to all needed infrastructure, labour as well as green and affordable hydroelectricity. Nouveau Monde is developing its project with the highest corporate social responsibility standards while targeting a low environmental footprint (targeting a net zero carbon emission operation). The technical information presented in this news release was prepared by Oliver Peters, MSc, P.Eng, MBA, Consulting Metallurgist for SGS and Principal Metallurgist of Metpro Management Inc., an independent Qualified Person as defined by NI 43-101. Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release. Except for historical information contained herein, this news release contains forward-looking statements that involve risks and uncertainties. Actual results may differ materially from those anticipated by such statements. Nouveau Monde will not update these forward-looking statements to reflect events or circumstances after the date hereof. More detailed information about potential factors that could affect financial results is included in the documents filed from time to time with the Canadian securities regulatory authorities by Nouveau Monde.
News Article | April 18, 2017
VANCOUVER, BC / ACCESSWIRE / April 18, 2017 / Cornerstone Metals Inc. (TSXV: CCC) ("Cornerstone" or the "Company") announces the appointment of Michael Mracek, P.Eng., to its Advisory Board, effective immediately. Mr. Mracek is a professional mining engineer registered in the provinces of Ontario and British Columbia. A graduate of the University of Saskatchewan in 1970, he spent his summers working underground at Eldorado, United Keno Hill, and Placer's Craigmont sublevel caving operation. He moved to Thompson, Manitoba in 1970, where he spent 10 years with Inco, learning his craft from the bottom up. In the 1980's, he moved on to Dickenson, Amok Cluff Mining, and Terra Mines, becoming a Chief Engineer, Mine Superintendent, and finally, Mine Manager. In 1990, he moved to Timmins, where he spent 5 years for Royal Oak as General Manager at several mines including: Pamour, Hope Brook, and Colomac. Commencing in 1996, spent 11 years overseas where he worked in Ghana, Armenia, and Tanzania for Ashanti Goldfields, Sterlite Gold, and Barrick Gold in various capacities, including VP and General Manager. He returned to Canada as Chief Operating Officer for Tournigan Gold before returning to Ghana as VP and General Manager of Golden Star's Wassa operation. Since 2011, he has provided consulting services through Mracek Consulting, working for major consulting firms, including SRK and SNC-Lavalin, advising on various studies, including feasibility studies. The Company is pleased to have Mr. Mracek join the group. Over the past 6 months, the Company has taken significant steps to strengthen its Boards of Directors and Advisors with the addition of experienced, highly regarded professionals in their respective fields of expertise. Collectively, the Company now has the advantage of a deep and broad skill set ranging from financing, to mineral exploration, to mine development, construction and operations, including mining and processing - a unique attribute compared to many of its peers. Cornerstone's objective is to advance exploration/development stage copper and precious metals properties to production in the Americas. The Company's Management and Board Core Competence is in exploration, permitting, development, construction, and operation of mining projects. Cornerstone owns 100% (subject to 1.5% NSR) of the West Jerome property, near Jerome, Arizona, on the west side of Freeport McMoRan patented lands. The property, in a Volcanogenic Massive Sulfide camp, is a high-grade, massive sulfide target located 2.4 km south of the past-producing United Verde (32 million tons grading 4.4% copper, 1.5 oz/t silver and 0.04 oz/t gold). The West Jerome property has attractive untested drill targets. On Behalf Of Cornerstone Metals Inc. For further information, please contact: Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.