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Letter Outlines Significant Concerns with House Committee’s Unreleased Report

United Network for Organ Sharing

Today, United Network for Organ Sharing (UNOS) Board President Matthew Cooper, M.D. and Board Vice President Jerry McCauley, M.D. sent a letter to the Chair of the House Committee on Oversight and Reform, sharing their concerns about a report that the committee chose not to release. After receiving an embargoed copy of the report, media outlets began inquiring about the contents. Based on their questions, the report appeared to draw inaccurate conclusions about the nation’s organ donation and transplant system based on a fundamental misunderstanding of donation data and the organ procurement process. The UNOS letter outlines concerns about the impact such a report could have on patients and expressed disappointment in the lack of basic knowledge outside critics involved in the report’s development appear to have about organ donation and recovery. The letter also thanked members of the committee for halting the report’s release. Below are excerpts from the letter: “It is our understanding that the report concludes that some of the nonprofits responsible for facilitating organ donations, organ procurement organizations (OPOs), are missing the “vast majority” of opportunities for donation. Based on the statistics shared with us by the press, it appears as though the report assumes that every person who has died in a hospital is a “potential donor,” even if they were not medically cleared to be an organ donor. In fact, less than 1% of all deaths in the U.S. occur in ways clinically compatible with organ donation; people who die of cancer, sepsis, certain infectious diseases, or organ failure are ruled out for donation by the OPO using medical criteria established by transplant physicians for the safety of the potential recipient.” “The effect of recommending that organ procurement organizations should seek donation authorization for every in-hospital death would have OPOs approaching grieving families about organ donation – even when the OPO had already determined that that donation was not a clinical possibility. Giving false hope to families at such a difficult time wouldn’t just be inefficient, it would be cruel.” “This is not the first time that the organ donation and transplant system has been the subject of criticisms based on inaccurate data. A small group of critics has been circulating a series of op-eds, self-funded “research,” and out-of-context references to paint the world’s highest-performing organ donation and transplant system as ineffective.” The letter closes with Cooper and McCauley sharing the ongoing successes of the nation’s donation and transplantation system and referring to the thoughtful recommendations offered in the recently released National Academies of Science, Engineering, and Medicine (NASEM) report as a blueprint for continuing to improve the system, address challenges, and best serve patients. Read the full letter here. ### About UNOS United Network for Organ Sharing (UNOS) is the mission-driven non-profit serving as the nation’s transplant system under contract with the federal government. We lead the network of transplant hospitals, organ procurement organizations, and thousands of volunteers who are dedicated to honoring the gifts of life entrusted to us and to making lifesaving transplants possible for patients in need. Working together, we leverage data and advances in science and technology to continuously strengthen the system, increase the number of organs recovered and the number of transplants performed, and ensure patients across the nation have equitable access to transplant. Contact Details Anne Paschke +1 804-782-4730 Company Website

April 29, 2022 10:13 AM Eastern Daylight Time

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New public relations firm, Bread & Law, launches to help CMOs and CCOs thrive amid a ‘new normal’

Bread & Law

Andrew Graham, a veteran public relations agency executive and the 2021 president of the New York chapter of the Public Relations Society of America, today announced the formation of Bread & Law, a new public relations firm set up to help leading companies and their decision-makers thrive amid a media and business environment increasingly fraught with conflict and tension. Reporting directly to chief marketing officers and chief communication officers, the firm’s core focus is on understanding and using the best practices to effectively serve clients under any circumstance. The firm is industry-agnostic and launches with clients in the finance and technology fields. “Business leaders are facing an avalanche of disinformation and propaganda, which are working in tandem to exhaust both the creators and consumers of news. This is why competition for earned attention is so fierce and why there are so many pressures put on modern CMOs and CCOs,” said Graham. “I believe good-faith efforts to communicate openly and honestly with all stakeholders can defeat the amplified toxicity out there, and the purpose of my new firm is to work with leading companies to do just that.” Beyond that core purpose, the firm will also act as an incubator to test proof-of-concept for new ideas and processes meant to redefine the PR industry’s norms. The first business unit it is incubating in this way is Espresso, a service for thought leadership campaigns with guaranteed results and fixed pricing. “To cut through all the noise, thought leadership material needs to obey actual news values, and to maintain a viable price point, it needs to lean on technology and proprietary data,” Graham said. “That’s the basic process defined in Espresso. It cuts unpredictability and cost uncertainty completely out of the thought leadership process. Based on the available research and data, ours is the best practice for the creation and dissemination of thought leadership material.” About the Agency Bread & Law (est. 2022) is a new public relations firm designed to help companies thrive either despite or because of the erosion of trust in institutions and expertise. Our approach is unique. We work with clients to strategically embrace conflict because it's the dominant news value today. We think and act with realness because so many others in our field don't. And we have absolute expertise in the methods that work in today’s competitive media and business environment because knowing process is what turns good ideas and intentions into outcomes. We consult directly with heads of communication and marketing, doing whatever is necessary to help them realize their agendas, and we’re building a portfolio of lean agencies that complement that core focus. Follow us on Linkedin or reach out at Contact Details Bread & Law Andrew Graham

April 29, 2022 08:30 AM Eastern Daylight Time

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Top Tips for Returning to the Office


With pandemic restrictions being lifted around the country, people are returning to a work environment that looks familiar but feels much different. Recently, Dr. Dana Sumpter, a Professor of Organization Theory and Management at Pepperdine Graziadio Business School, participated in a nationwide satellite media tour to discuss tips for employees, especially working moms, returning to the office and what organizations can do to help facilitate the process. A video accompanying this announcement is available at: Employees are facing many challenges as they return to the office, especially working parents and caregivers. The first is how returning to the office can impact scheduling. Going back to the office means creating new routines, which can impact an entire household. There is also the challenge of uncertainty. The continued uncertainty around childcare, schooling, health protocols, and more, can completely disrupt a work routine and make it difficult to integrate back into the office. One suggestion from Dr. Sumpter? Be very clear about your availability. During the pandemic, many employees became accustomed to being “constantly available,” which is unsustainable in an office environment. It’s important to be proactive in regard to what you want your work hours to be and be clear with co-workers about when you need to take some time for yourself. Companies and organizations can also take the lead in helping their employees successfully return to the office. The first thing they can do, is keep their finger on the pulse of how employee re-entry is going, which means listening and paying attention to how their employees are feeling. It’s also important to consider employees’ holistic needs. Employers can demonstrate they care about employees holistically by upping their support policies and structure opportunities for people to connect. One potential way to jumpstart or revitalize your work life? Dr. Sumpter suggests earning a higher degree, such as an MBA or aMasters in Leadership, can be an experience and credential to help employees reach their career goals. For more information, visit About Dr. Dana Sumpter: Dana Sumpter is an Associate Professor of Organization Theory and Management at Pepperdine Graziadio Business School. Her research employs a cross-cultural lens in understanding social behavior at work, studying topics including energy, mindfulness, power, work/family systems, people management, and work relationships. She has published in numerous academic journals, and her recent award-winning international management case focused on a woman’s human resource management expatriate role in Oman. In addition to her teaching and scholarship, Professor Sumpter enjoys consulting, giving presentations and talks, and running professional workshops. She gave a popular TEDx talk in 2018 titled "Don't Underestimate Working Mothers." Previously, she was a Vice President of Human Resources at Citigroup, based in New York and Singapore. Across 10 Asia-Pacific nations, Dr. Sumpter has led live executive training and coached executives on people management skills. She is an avid traveler, who has spent time in more than 30 countries, and counting! Contact Details YourUpdateTV +1 212-736-2727

April 28, 2022 06:00 PM Eastern Daylight Time

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Volatus Aerospace Corp. Announces Record Fourth Quarter and Record 2021 Annual Sales

Volatus Aerospace Corp.

Volatus Aerospace Corp. (TSXV: VOL) (OTCQB: VLTTF) ("Volatus" or "the Company"), a leading drone solutions provider, is pleased to announce record sales for Q4 2021 and financial year 2021. The financial year 2021 was a tremendous year of expansion and growth for the Company. The revenue witnessed a growth of 161x, and gross margins grew by 271%. Key Financial Highlights for 2021: Total reported revenue increased by $9,852,723 in 2021. The company reported total annual audited revenue of $9,913,953 in 2021 (proforma revenue in 2021 was $16,723,432). The growth was driven by expansion across Canada and the United States, new strategic partnerships and acquisitions completed in 2021. The blended gross margin of the Company was 26% in 2021 compared to 7% in 2020. The Company reported a total gross margin of $2,528,710. The increase in gross margin is due to scale in product and service activities. The Company recorded a comprehensive loss of $3,678,734, including non-cash items like impairment of goodwill of $1,399,029 recognized due to the reverse acquisition of Partner Jet Corp. in 2021. On December 31, 2021, the Company's cash balance was $8,806,836 compared to $189,973 in 2020. The cash balance increased due to two successful funding activities in 2021. Key Financial Highlights for Q4 2021: The revenue for the fourth quarter increased by $2,870,462 compared to Q4 2020. The growth was due to acquisitions and scale in operational activities across Canada, the US, and parts of Latin America. The gross margin increased by $672,931 compared to Q4 2020. The increase was due to accelerated sales activities in the product and service segment. The total comprehensive loss in Q4 2021 was $2,744,770, including non-cash items like impairment of goodwill of $1,399,029 recognized due to the reverse acquisition of Partner Jet Corp. in 2021; otherwise, it would be $1,345,741. Operational Highlights: The Company achieved significant milestones in 2021. Vertical Integration enables the Company to serve the drone industry in various forms: selling drone technologies, providing drones-as-a-service, drone training, customized solutions, and integrations. This strategy has enabled the Company to capture a larger market share and provide complete solutions to our customers with strong repeat business potential. Volatus has created a network of drone pilots. This enables the Company to keep costs low and increase the speed of executing the missions with minimum overhead costs. With 1,200+ drone pilots spread across the Americas, the Company can serve significant market segments in various geographical locations. The Company has entered numerous strategic partnerships with drone technology companies across the globe that provide unique capabilities in different sectors. The partnerships vary from being an exclusive global distributor to a manufacturing partner. These partnerships enhance the capabilities for service inspections, surveillance, and cargo operations. Volatus entered into a joint venture agreement with Orijinative Holding Ltd. to provide RPAS (remotely piloted aircraft system) services to Canadian First Nations communities and formed Indigenous Aerospace. The Company intends to create sustainable growth, gainful employment, and a national appreciation of how Indigenous-owned and operated businesses and employees can contribute to the economy through this partnership. In Q4 2021, Volatus invited technology companies from Israel, Canada, and the US to participate in an open technological discussion and enabled the creation of its UAV technology hub at its Simcoe Centre of Excellence. This initiative enabled the Company to lay the groundwork for creating drone technology bundled solutions. In October of 2021, Volatus successfully demonstrated the delivery of a defibrillator using drone technology. This test was conducted to improve the emergency response time by the County of Simcoe Paramedics. The delivery demonstrated the ability of drones to save lives and the capabilities of Volatus and its technology. The company also launched its Industrial and Defence sales team. In November 2021, the company announced its exclusive global distribution of Avidrone sophisticated fleet of autonomous cargo drones. On December 22, 2021, Volatus completed the reverse takeover of Partner Jet Corp. This transaction provided Volatus with operating licenses and certificates to carry out commercial operations in manned aviation and established the base to evolve in unmanned aircraft operations. The audited consolidated financial statements for the year ended December 31, 2021, and associated management discussion and analysis, are made available under the Company's profile on SEDAR at CONFERENCE CALL AND PRESENTATION In conjunction with this release, Volatus will host a conference call tomorrow at 11 AM ET that will be a webcast live. Glen Lynch, Chief Executive Officer and Abhinav Singhvi, Chief Financial Officer and Investor Relations, will host the call. Investors are invited to register for the webinar tomorrow, April 29, 2022, at 11:00 AM Eastern Time (US and Canada) After registering, you will receive a confirmation email containing information about joining the webinar. Investors with Internet access may listen to the webcast live via the Investor Relations page of the Volatus Aerospace Corp. website. Please allow 15 minutes before the call to download and install any necessary audio software. Audio Replay Options An audio replay of the event will be archived on the Investor Relations page of the company's website. About Volatus Aerospace: Volatus Aerospace Corp. is a leading provider of integrated drone solutions throughout Canada, the United States, and Latin America. Operating a vast pilot network, Volatus serves commercial and defense markets with imaging and inspection, security and surveillance, equipment sales and support, training, and design, manufacturing, and R&D. Through its subsidiary Volatus Aviation, Volatus carries on the business of aircraft management, charter sales, and cargo services using piloted, remotely piloted, and autonomous aircraft. Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in policies of the TSX Venture Exchange) accept responsibility for the adequacy or accuracy of this release. Forward-Looking Statement This news release contains statements that constitute “forward-looking information” within the meaning of applicable securities laws, including statements regarding the plans, intentions, beliefs and current expectations of the Corporation with respect to future business activities and operating performance. Often, but not always, forward-looking information can be identified by the use of words such as “plans”, “expects”, “is expected”, “budget”, “scheduled”, “estimates”, “forecasts”, “intends”, “anticipates”, or “believes” or variations (including negative variations) of such words and phrases, or statements formed in the future tense or indicating that certain actions, events or results “may”, “could”, “would”, “might” or “will” (or other variations of the foregoing) be taken, occur, be achieved, or come to pass. Forward-looking information includes information regarding (i) the business plans and expectations of the Corporation; and (ii) expectations for other economic, business, and/or competitive factors. Forward-looking information is based on currently available competitive, financial and economic data and operating plans, strategies or beliefs as of the date of this news release, but involve known and unknown risks, uncertainties, assumptions and other factors that may cause the actual results, performance or achievements of the Corporation to be materially different from any future results, performance or achievements expressed or implied by the forward-looking information. Such factors may be based on information currently available to the Corporation, including information obtained from third-party industry analysts and other third-party sources, and are based on management’s current expectations or beliefs. Any and all forward-looking information contained in this news release is expressly qualified by this cautionary statement. Investors are cautioned that forward-looking information is not based on historical facts but instead reflects expectations, estimates or projections concerning future results or events based on the opinions, assumptions and estimates of management considered reasonable at the date the statements are made. Forward-looking information reflects the Corporation’s current beliefs and is based on information currently available to it and on assumptions it believes to be not unreasonable in light of all of the circumstances. In some instances, material factors or assumptions are discussed in this news release in connection with statements containing forward-looking information. Such material factors and assumptions include, but are not limited to: the impact of the COVID-19 pandemic on the Corporation; meeting the continued listing requirements of the TSXV; and anticipated and unanticipated costs and other factors referenced in this news release and the Circular, including, but not limited to, those set forth in the Circular under the caption “Risk Factors”. Although the Corporation has attempted to identify important factors that could cause actual actions, events or results to differ materially from those described in forward-looking information, there may be other factors that cause actions, events or results to differ from those anticipated, estimated or intended. The forward-looking information contained herein is made as of the date of this news release and, other than as required by law, the Corporation disclaims any obligation to update any forward-looking information, whether as a result of new information, future events or results or otherwise. There can be no assurance that forward-looking information will prove to be accurate, as actual results and future events could differ materially from those anticipated in such statements. Accordingly, readers should not place undue reliance on forward-looking information. Source: Volatus Aerospace Corp. TSXV: VOL Contact Details Rob Walker +1 514-447-7986 Company Website

April 28, 2022 05:15 PM Eastern Daylight Time

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Texas Car Accident Data Reflects Worrisome Trend

Justinian & Associates

Vehicle accidents and fatalities in Texas have continued on a worrisome trend upward in 2022 according to recent data compiled by Justinian & Associates, an Austin personal injury lawyer firm. The trend is not only reflecting an increase in the number of overall accidents and deaths, it’s contributing to a growing economic loss for the state, up significantly from the $43-billion loss from vehicle accidents alone reported just over a year ago. “The worrisome trend of increased Texas car accidents and fatalities, particularly here in the general Austin area and surrounding communities of Round Rock and Pflugerville, is something that can’t be ignored,” said Dustin Fox, lead attorney for Justinian & Associates. “While not all car accidents result in fatalities,” said Fox, “they can result in catastrophic injuries and huge losses for those involved who don’t know what to do after a car accident occurs. This knowledge gap is one of the reasons why we’ve prepared a list of top things to do immediately after an accident occurs, to help Austin area residents limit potential losses and medical bills.” Fox has six primary tips for drivers who have been in an Austin car accident. “First, know that you have the right to know the other driver's information. Other parties involved are required to share specific information with you, and it's important that you get that information as soon as possible after the accident. Second, be cautious about what you say or share with the other driver or passengers involved. Any comments can be used against you later in court. For this reason, it’s best not to discuss the accident with the other driver at the scene.” The third tip has to do with paying medical bills, a topic many accident victims worry about. “Some personal injury lawyers will work with medical providers under a Letter of Protection after the accident,” says Fox. “If you've been injured in a car accident in Austin, this will delay the need for you to pay medical bills you might incur until after a settlement. A good personal injury lawyer will negotiate with medical providers on a client’s behalf.” Texas Department of Transportation data shows that 2021 was the deadliest year on record for Austin’s roads, with more than 106 deaths reported by year-end. This number reflects the danger of driving in Texas statewide, where, on average, more than 11 people died each day in traffic-related accidents in 2021. The record deaths-from-accidents data led one state official to lament the worrisome trend: “We have a real crisis in our state,” said Bob Kaufman, chief communications officer with the Texas Department of Transportation. The three most common causes of vehicle accident deaths in Texas shed some light on where Austin area drivers need to exercise more caution and restraint: Driving while intoxicated, not wearing a seatbelt, and speeding. “Oftentimes, the cases we see and try are situations that could have been avoided if drivers exercised more caution before getting on the road,” said Fox “That’s the general message we want to convey — be careful on the road because, while an Austin personal injury lawyer is there to help you navigate the challenges of the legal system, the best approach is to avoid having to deal with the hassles and potentially catastrophic consequences of a car accident in the first place.” Listen to a podcast interview with Dustin Fox on Six Things To Do after a car accident. Justinian & Associates is an Austin personal injury law firm with offices in Round Rock and San Antonio, Texas. -###- Contact Details Threlkeld Communications, Inc. Bill Threlkeld Company Website

April 28, 2022 08:42 AM Pacific Daylight Time

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Axiom Consulting Partners’ Study of Law Firms Reveals 89% of Clients Are Seeking Specialized Legal Talent

Axiom Consulting Partners

· 63% of law firms rank “highly specialized legal talent and capabilities” as top Staffing & Expertise strategic priority · 70% of respondents rated productized offerings as lowest ‘Service Offerings & Positioning’ priority · 68% of respondents say their clients are likely to look for legal technology development and/or distribution solutions from their legal advisor A new research study looking into law firm capabilities was released today by Axiom Consulting Partners (“Axiom”), an advisory firm integrating strategy, artificial intelligence (AI) and behavioral science to help clients grow and transform their businesses. The report, Staying Relevant: Specialized Talent and Technology Move Front and Center, found that law firms have significant gaps in fulfilling constantly changing client needs. In particular, clients are looking for more specialized talent for their most critical matters, along with legal-centric technology solutions. Firms have made some progress with talent and leveraging data for insights, but most have more work to do in order to meet client needs. “According to leaders from the top U.S. and global law firms that we surveyed, firms are increasingly asked to provide very specialized legal talent and capabilities, adding to the pressures they already face from their highly demanding clients,” said Axiom partner and study leader Mark Masson, who heads the firm’s Professional Services practice. “Amid that, we are seeing that they face a clear challenge to find and retain the right talent required to address these needs.” Axiom’s analysis suggests that there are three ways that firms can address the challenges they face: 1. Develop improved strategies to acquire specialized talent 2. Devote meaningful resources to developing and deploying the specialization that the market requires 3. Optimize teams to maximize the impact of specialist talent 4. Develop a holistic strategy around technology and data-based offerings The research further showed a dichotomy in the industry’s approach to legal technology development and so-called ‘productized’ services, that is, more automated or remotely available offerings, with 70 percent ranking productized services lowest in their priorities while 68 percent admit that clients are likely to look for data-backed solutions. “To succeed, firms will need to combine a thoughtful, consistent investments in talent acquisition and development while also developing more full-view, data-supported technology offerings,” Masson noted. “Better data utilization can also help them improve the staffing model so they can make better use of their existing in-house expertise.” Firms that stay close to clients, show an understanding of their evolving needs, and take the initiative to change their approach to the client experience will succeed and continue to serve clients the right way, at the right time, and for the foreseeable future, suggests Axiom’s research. To access the Axiom Consulting Partners Law Survey report, please visit: Methodology The researchers asked a series of questions focused on the most salient industry trends in client needs, their strategic focus, and the challenges to making change and progress. Particular focus was placed on questions related to Service Offerings and Positioning, Digital Transformation, Pricing and Contracting, and Staffing and Expertise priorities. Chiefs and heads of functional areas from 27 firms of the AmLaw and Global Top 100 responded. The survey was fielded in Q1, 2022. Axiom Consulting Partners help clients accelerate growth and transform their organization and workforce to improve execution. We leverage expertise in behavioral and data science to establish strategic direction and improve organizations alignment and execution. We measure our value by the impact we create, evidenced in our clients’ sustained results. Unique to our solutions, we combine deep analytical capabilities, technology-based tools, and practical experience, helping clients to determine priorities and then focusing our work on developing and sustaining excellence in those areas. Contact Details Meir Kahtan +1 917-864-0800 Company Website

April 28, 2022 10:00 AM Eastern Daylight Time

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Velocity Global adds Lina Szaks to lead Employer of Record Operations

Velocity Global

Szaks joins Velocity Global from ADP Over 15 years of in-depth expertise in global payroll Will be scaling the company’s Employer of Record, Contingent Workforce and Employee Experience organizations Velocity Global, the leading provider of global talent solutions to work with anyone, anywhere, anyhow announced today it welcomed Lina Szaks as senior vice president of Employer of Record. Szaks brings over 15 years of in-depth industry expertise in global payroll to apply to her new role. “We already are in a market-leading position as the largest Employer of Record and just came off a year of triple-digit growth,” said Eric Schroeder, Velocity Global chief operating officer. “Lina has a proven ability to lead large high-performing teams and serve global clients in a complex industry at the highest level. I’m thrilled she joined our leadership team to take the business to new heights during these transformative times.” Prior to joining Velocity Global, Szaks held various senior leadership positions with industry powerhouses ADP and Celergo where she led large teams and oversaw every aspect of the product and service life cycle including technology releases, migrations and creating new services, always with a focus on providing exceptional support to customers. In her new position, she will focus on scaling and further developing Velocity Global’s Employer of Record, Contingent Workforce, and Employee Experience organizations. She leads a growing distributed team to ensure that clients receive best-in-class service. “I personally love contributing to transformation and change and this industry is currently driving a paradigm shift in how we work and live,” said Szaks. “Enabling a reality of work where businesses can both expand internationally and hire the best talent anywhere in the world is an exciting opportunity. I look forward to working with a passionate, talented, and fast growing team that’s always eager to deliver an exceptional customer experience.” Velocity Global is the largest global Employer of Record in 185 countries and all 50 United States. Clients use its solutions to onboard, manage, and pay talent with in-country and in-state compliance, payroll, and benefits without the need for businesses to set up their own legal entities or state registrations. Szaks is based in Illinois as part of Velocity Global’s work anywhere policy with hundreds of team members in approximately 50 countries across the globe. Szaks and her team are actively hiring to further build out and scale her organization across the globe based on customer footprint and needs. The organization is looking for dynamic, agile, tech-focused team members that are passionate about customers and their supported employees. Positions are posted with other Velocity Global opportunities at About Velocity Global Velocity Global accelerates the future of work for anyone, anywhere, anyhow. Its Global Work PlatformTM simplifies the employer and talent experience through its proprietary cloud-based talent management technology, backed by personalized expertise and unmatched global scale. The platform offers a full suite of talent solutions, including global Employer of Record and Contractor Management, to help companies onboard, manage, and pay talent in more than 185 countries and all 50 United States. Thousands of brands rely on Velocity Global to build international teams without the cost or complexity of setting up foreign legal entities or state registrations. Velocity Global was named a "Leader" in Global Employer of Record Services by prominent analyst firm NelsonHall. Founded in 2014, the company has hundreds of employees across six continents. For more information, visit Contact Details Velocity Global Anja Koltes +1 720-650-4348 Company Website

April 28, 2022 07:01 AM Mountain Daylight Time

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Shareholder Activist Wants Independent Chairman at Goldman Sachs

National Legal & Policy Center

Paul Kamenar, Counsel to the National Legal and Policy Center (NLPC), made the following statement today in support of the group’s shareholder proposal to separate the roles of Chairman and CEO, both posts currently held by David Solomon: I am Paul Kamenar, Counsel to the National Legal and Policy Center, the sponsor of the Corporate Integrity Project. Goldman Sachs has been a public company since 1999 but it is still run like a private firm. Separating the roles of Chairman and CEO will enhance accountability to shareholders, and help create clearer lines between the corporate and personal interests of executives. At the World Economic Forum in Davos last year, Mr. Solomon proclaimed that Goldman would not take companies public unless they had at least one “diverse” board member. As NLPC pointed out last year in a public comment to the Securities and Exchange Commission, such board “diversity” requirements violate the Constitution’s equal protection clause as well as statutory provisions prohibiting discrimination. When it comes to public policy issues, I can’t think of a company that is less diverse. Goldman jumps on every cause that is advanced by the “woke” activists. There’s a reason for this. When you have so much money, your fortune is going to come under scrutiny. The best way to insulate yourself and keep anti-business activists off your back is to embrace their causes, even if in the process you undermine the system that produces your wealth. Goldman claims that Biden’s so-called Build Back Better boondoggle will help economic growth, on the theory that any spending is good spending. Well, maybe it’s good for Goldman Sachs. But this kind of irresponsible, debt-fueled spending by politicians, not to mention the unprecedented money printing by the Federal Reserve, have artificially inflated asset values. So those who already have assets benefit the most. The rich get richer. And wage earners get ruinous inflation. And now ordinary people face sky-high gas prices. Why are they going up? Because Goldman Sachs and all the other financial institutions were stampeded into the war on fossil fuels. But now starving oil and gas producers of capital doesn’t look so good. Even before Russia invaded Ukraine, the world was on the verge of an energy crisis brought about by First World activists. The result will be food shortages and social unrest in poor countries. Now the folly of the West’s dependence on Russia for energy is obvious. Will Mr. Solomon ramble on about sustainability and ESG, or will he allow the free market to operate and help our country to re-achieve energy security? At the very least, he should stop taking trips on private jets provided by Goldman shareholders. Come to think of it, shouldn’t he cut out private jet travel completely if he believes what he says about the threat of climate change? Maybe if we had a separate Chairman and CEO, one could alert the other to such hypocrisy and bad judgment, sparing the company public embarrassment. Last year, Goldman signed on to an advertisement criticizing QUOTE, UNQUOTE “discriminatory legislation” that suggested Republican efforts in Georgia and elsewhere to ensure voting integrity were aimed at obstructing ballot access based on race. Yet Goldman has big plans to expand its business in China, which has never had a free election, and which pursues genocidal policies toward the Uyghur minority. So Goldman is hard on Georgia, soft on China. Goldman is very proud of its new partnership in a wealth management venture with the Industrial & Commercial Bank of China. This bank is a state-owned enterprise, with capital provided by the Ministry of Finance of China. So Goldman doesn’t just do business in China, it also partners with the Communist Chinese government, following in the footsteps of John Thornton, former Goldman co-president. Let’s hope that China’s pledge of QUOTE, UNQUOTE “limitless friendship” with Russia is not fulfilled, and that it does not invade Taiwan. Maybe if there were more viewpoints in the Goldman executive suite, someone would question whether this partnership with mass murderers is a good idea. Activism by “woke” CEOs may be reaching its limits, as Disney CEO Robert Chapek is finding out the hard way. Goldman bankrolls the groups that claim gender is a form of oppression, and that kindergarteners must be forced to confront it against their parent’s wishes. Public opinion polls show dissatisfaction with big corporations is at an all-time high. Goldman may consider itself too big and powerful to be affected by public wrath. But I warn you that something is brewing out there. Corporate America has placed itself at odds with the economic and cultural interests of the American people. Maybe it’s time for some diversity of thought at Goldman Sachs. END Founded in 1991, NLPC promotes ethics in public life and government accountability through research, investigation, education, and legal action. Contact Details Paul Kamenar +1 301-257-9435 Company Website

April 28, 2022 08:30 AM Eastern Daylight Time

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COVID Related Microchip Shortages and the Lemon Law: Who’s Responsible?

Amar Law Group

The worldwide microchip shortage that caused very limited new car inventories and a massive increase in car prices also has ramifications after you purchase a new vehicle. Imagine buying a new car that turns out to be a “Lemon.” After a breakdown, you take it in to the shop for warranty repairs and are told you’ll have to wait weeks or even months to get your car back because of the worldwide microchip shortage. You call the car company to plead for help and they say that nothing can be done. The component that’s defective on your car needs to be replaced, but it can’t be because there are no microchips available to produce the replacement component. It looks like you bought a “Lemon” that can’t be repaired because of COVID. But if your car truly can’t be repaired, then surely the Lemon Law steps in to get you a Buyback or a New Vehicle…shouldn’t it? Not so fast the car company says. COVID is an exception to the Lemon Law because it is equivalent to a natural disaster that should prevent the Lemon Law from covering your vehicle. Does COVID really prevent Lemon Law help? Some car manufacturers we deal with on behalf of consumers actually argue that about Lemon Law matters in an attempt to avoid responsibility. We respectfully disagree. Before delving further into whether the automotive industry can escape from its Lemon Law obligations, here’s a quick rundown of what the Lemon Law actually is. All 50 States in the U.S. have Lemon Laws to aid consumers of new vehicles that turn out to be defective “Lemons”. Although the standards vary somewhat State to State, the heart of all Lemon Laws is that if a substantial vehicle problem takes too many times or too long to repair under warranty within a certain time and mileage limit after the vehicle is purchased, then the consumer is entitled to get his or her money back or a new vehicle. There is also a Federal Lemon Law called the Magnuson-Moss Warranty Act that provides compensation to consumers of manufacturer warranted products like cars that are not repaired under warranty within a reasonable opportunity. Most of these laws also allow consumers to recover attorneys’ fees for successfully resolved cases. This was done so consumers can get the help of an attorney to make sure the Lemon Law is properly complied with by the vehicle’s manufacturer. Lemon Laws don’t cover everything that could possibly go wrong with a vehicle for any reason. They have exclusions for circumstances such as the age of a vehicle and outside causes of problems like abuse, misuse, or unauthorized modification by an owner. Another set of exclusions in some (not all) Lemon Laws are warranty repairs that suffer delays due to war, invasion, or a natural disaster such as a fire, tornado, or flood. Certain manufacturer representatives argue that COVID should be considered a natural disaster under the Lemon Laws that have such exclusion and even in ones that don’t! After all, it is a once in a lifetime pandemic that’s caused massive economic disruptions and numerous deaths. Merriam-Webster defines a natural disaster as, “a sudden and terrible event in nature (such as a hurricane, tornado, or flood) that usually results in serious damage and many deaths.” COVID may match this definition as far as serious damage and deaths, but it clearly does not meet the definition of being an event in nature such as a hurricane, tornado, or flood. It’s important to note that Lemon Laws are remedial consumer protection statutes which courts have routinely held should be interpreted in favor of consumers to promote their consumer protection purpose. That means that if there is a gray area as to whether COVID should be considered a “natural disaster,” which there obviously is based on its dictionary definition, the interpretation of whether COVID is or is not a natural disaster should favor the consumer, not the manufacturer. However, that is not the only reason why the automotive industry should not be allowed to claim COVID is a natural disaster shielding it from any Lemon Law responsibility. What’s also important to consider are the mistaken decisions car companies made that contributed to the chip shortage mess in the first place… What caused the chip shortage in the automotive industry? The chip shortage crisis can be traced back to March of 2020 when COVID shutdowns forced automakers to shutter manufacturing plants. See What Happened With the Semiconductor Chip Shortage—and How and When the Auto Industry Will Emerge. The car companies also decided to temporarily halt chip orders from suppliers who are mostly in Taiwan and China assuming (incorrectly) that production would be stalled for a long period of time. Id. During the COVID caused lockdowns, demand for TVs, videogame systems, cell phones, computers, and other consumer products increased dramatically. Chip manufacturers supplied more microchips to the electronics industry instead of the automotive industry to meet this demand. Id. When auto industry vehicle production started back up faster than anticipated in the summer of 2020, carmakers found the microchips needed were no longer available because they were already committed to the consumer electronics industry. Id. Making matters worse, cars use a lot of older, lower-tech microchips that cost only a few dollars each and have lower profit margins. Chipmakers have little incentive to increase production of these chips, especially because they may get phased out over time. Id. So why would a microchip shortage cause delays in car repairs, we’re talking about cars, not computers or phones aren’t we? The reason that the microchip shortage has caused havoc with car repairs is that modern day vehicles rely on such microchips for everything from door locks and infotainment to brakes and advanced driver assist systems. Id. Most diagnostic modules on a vehicle have microchips as well. According to Jami L. LaReau of The Detroit Free Press and USA Today, one car part could use 500 to 1,500 chips depending on the complexity of the part. See Everything You Need to Know About the Chip Shortage that's Plaguing Automakers. As cited by Motor Trend, Volkswagen of America CEO Scott Keogh admitted at a Reuters Automotive Summit that, "historically, we've made decisions as if chips were nearly infinite so each and every module required a chip, every window lift, every modulator." Because of that, any defective component on a vehicle that has microchips can have egregiously lengthy repair delays when it must be replaced. You might be thinking, “COVID is a once in a lifetime pandemic, why should car companies be penalized under the Lemon Law for warranty repair delays caused by the chip shortage?” Well, the fact that microchips are so crucial for today’s vehicles requires having a large back up supply of them. Instead, most car companies were only ordering barely more than the minimum number of chips required to produce vehicles as they’re manufactured, while basically ignoring the need to order extra chips to cover potential future repair issues or to mitigate any supply disruptions. The chip shortage crisis was not inevitable. For example, Toyota had the wherewithal to have an additional supply of microchips due to lessons learned from past supply disruptions caused by natural disasters in Japan. See What Happened With the Semiconductor Chip Shortage... Other automakers should have done the exact same thing. The automotive industry, not consumers, should suffer the consequences of making the wrong call According to Alisa Pridle of Motor Trend, some researchers project the global supply of microchips for cars won't catch up with demand until 2025. Id. So we’re not only talking about a few more months of chip shortage caused repair delays. These delays will last for several years! There was clearly both a mistaken assumption about the effect of COVID on vehicle sales and a lack of foresight by manufacturers to stock microchips which caused this shortage. Is it fair for consumers of defective “Lemon” vehicles not to have Lemon Law coverage until 2025 because of that? Would you feel it was fair if your vehicle was the one that couldn’t be timely repaired until 2025? At the end of the day, the issue is whether an innocent consumer or vehicle manufacturer should bear the burden of manufacturers’ decisions to cancel or delay microchip orders and to not have adequate stockpiles of chips to complete repairs. The burden on the budget of the average consumer to pay for a defective vehicle that can’t be used is obviously much greater than the burden on manufacturers to reacquire a “Lemon.” Buying back or replacing a Lemon vehicle that can’t be timely repaired because of the microchip shortage is the right thing to do especially because it’s not the individual consumer’s fault that auto manufacturers decided to cancel or delay their chip orders. The automotive industry had a legitimate reason for what it did with cancelling and delaying microchip orders due to COVID, but that incorrect choice was still the manufacturers’, not the consumer’s, and manufacturers should bear the financial consequence of that decision (and the decision not to have additional microchips stockpiled) being incorrect. Part of that consequence is accepting responsibility for Lemon vehicles that cannot be repaired within a reasonable opportunity, rather than trying to avoid responsibility with questionable COVID Lemon Law loopholes arguments. After all, me, you, and all other regular people have to face the consequences of our incorrect choices in life. So should motor vehicle companies. Shalev Amar is the owner of the consumer protection law firms Amar Law Group and Katz & Amar. The Firms’ phone number is (866) 904-2627. The Firms’ websites are: Contact Details Shalev Amar, Esq. +1 866-904-2627

April 27, 2022 04:00 PM Eastern Daylight Time

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