Boro need to wrap Patrick Roberts in cotton wool ahead of their battle to stay in the Championship.

The highly talented Manchester City loanee has a massive role to play in Boros bid to guarantee their ongoing place in this division.

Roberts took little time to settle on his arrival on Teesside and was soon oozing quality and making things happen.

His ability to run with the ball and his close control inside the box will be a key factor in Boros ability to score goals in the final nine games.

All the more reason why Boro need to tread carefully with Roberts away from competitive action, because they will need him on the pitch as much as possible.

But then this applies to the bulk of the clubs attack-minded players.

Jonathan Woodgate has displayed a positive approach to his team plans from day one and will relish the opportunity to have his most creative players on the pitch at the same time.

The three men who lined up behind Rudy Gestede in the last match against Charlton at The Valley will also be vital to the cause.

Woodgate operated with Marcus Tavernier, Lewis Wing and Hayden Coulson behind Gestede. All three have a natural instinct to push forward and create opportunities in the final third of the pitch.

The trio may be relatively young in football terms, but they appear to play without any nerves. This will also prove to be an important factor in the nine-match mini season.

Once the Championship games get under-way again, the current fun football on the training pitch will quickly disappear for those teams near the foot of the table.

The reality of the dog-eat-dog battle for survival will hit home with a bang. Some players will struggle to cope, after having slightly switched off since mid-March.

In this respect Boro are fortunate to have such level-headed kids at their disposal.

When Woodgate pitched them in at the beginning of the season, he stressed that they played without any fear.

This has proved to be correct. It gives the Boro squad an additional ace up their sleeves.

Another crucial ingredient will be the ability of the out-of-contract players to go out and play with clear heads.

There has been a great deal written nationally about the danger of out-of-contract players being worried that they might pick up injuries in the nine games.

Naturally a serious injury picked up in these games would affect their prospects of getting a move to another decent club and at the same time put the futures of themselves and their families at risk.

On the other side of the coin, a positive approach for the out-of-contract players is likely to be more rewarding than a negative one.

These players need to be brave. They must remember that they are effectively putting themselves in the shop window over the last nine games.

Some of them could end up staying at Boro, of course, especially as there is so much uncertainty within the game away from the Premier League.

How many clubs might not have the financial muscle to continue next season, especially if the season must begin behind closed doors?

The existence of some EFL clubs is uncertain. Out-of-contract players everywhere may have to accept that all salaries on offer are going to drop away from the top flight.

The bonus for Boro is that there is a togetherness in the dressing room. There are no reported cliques. Its all for one, and one for all.

In this respect Boro will surely approach these nine games with a strong mental attitude and produce the level of effort needed to keep the club in the Championship.

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Patrick Roberts & 3 other Middlesbrough players who will be vital in relegation run-in - Teesside Live

General News of Thursday, 11 June 2020

Source: http://www.ghanaweb.com

File photo

The Executive Director of Basic Needs-Ghana, Peter Badimak Yaro, has said that not all mentally ill patients are clueless.

According to him, although there is the perception that people who are mentally unstable do not know what they are about, he indicated that some are actually very smart.

Speaking in an interview with Citi FM and monitored by GhanaWeb, he said, they behave abnormal but they are not stupid. Some of them are highly intelligent and very productive.

He explained, So we have to come to terms with the fact that not all ill-health condition makes the person become bedridden or have to lie down looking helpless. But some of them become too active or aggressive and should get the necessary help.

On the issue of treatment, he said many Ghanaians resort to spiritual institutions like Churches to solve or heal affected persons.

He advocated that it is not the right move adding that, We still live in a country where many people don't feel mental health issues should be treated in medical facilities and is rather a spiritual problem.

Peter Badimak Yaro also encouraged the public to support such individuals through maximum attention and care to help them be stabilized.

We cannot pretend to say we have erased stigma. There should be a shift in attitude and support.

Meanwhile, the Chief Executive Officer of the Mental Health Authority, Dr. Akwasi Osei has revealed that a support fund set up by the authority for the society to contribute to the wellbeing of mentally challenged people in the country has been neglected for seven years.

Mental health stigmatisation has been rampant in the African and Ghanaian context with little to no attention or investment made towards curbing the disease.

Send your news stories to and via WhatsApp on +233 55 2699 625.

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Some mentally ill patients are highly intelligent and very productive Peter Yaro - GhanaWeb

I like the fact there is now a recognised Flexible Working Day, for where would my life now be without flexible work?

Its near unfathomable to me working any other way now.

And I want more men to come and join me and reap the benefits as well, as too many are stuck working to a schedule that, following COVID-19, we have seen an opportunity to overhaul.

When I started my first professional job as a graduate in my early twenties, I thought there was only one way to work: five days a week. I had this reductive attitude for over ten years in my career. I didnt realise how much my upbringing, my school, and my father shaped my attitudes to work. I came from a stable, supportive and loving family, and my dad worked extremely long hours, and traveled overseas and interstate frequently. He was a true captain of industry. I went to a fancy, all-male, overwhelmingly-white private school on Sydneys lower north shore. It wasnt until I was about to have my first child, a baby girl, that I started to release how ingrained the male breadwinner model of manhood was in my psyche. I was never a live-to-work kind of guy, but even still, my own expectations when I became a dad was Id be working full time.

My first conversations with my wife, Julia, about how to share caring responsibilities started from the assumption that shed do less paid work than me, even though we earned about the same amount, were at the same career stage and respected each others ambitions equally. We both assumed she would do more caring than me. We had to deliberately pull ourselves up and challenge our thinking.

Going to a flexible, four-day week schedule was honestly one of the best turning points in my life. This, more than anything, helped us split our caring duties evenly, and ensured we could share the mental load of managing a home with two toddlers running on as much combined energy as the sun. It hasnt hurt our careers and weve kept the family budget from spinning out of control as well. Yes, some weeks are more stressful than others, and some weeks you feel guilty about how you manage the juggle, but overwhelmingly it is a powerfully positive approach.

Id love to see more men, especially senior leaders within companies, embrace Jacinda Arderns recent support for a four day week. The number of fathers working part-time before COVID-19 was tiny. About 4 to 5% of fathers worked part-time to care for children, compared with about 40% of mothers. Too many men feel trapped in a male breadwinner culture that tells them the best way to be a dad is to work long hours. They deserve to have a choice as to how to be a dad. Employers also need to do more. According to the Workplace Gender Equality Agency, in late 2018, only about one in four organisations had flexible working policies, and less than two in 100 employers set targets for mens engagement in flexible work. Surely we can make a silver lining from COVID-19 and dramatically increase both these rates?

Working flexibly has made my life more rewarding. I have had one day during the week to be with my two children and take care of them during this time, and they are the most special moments in my life. We goof around and play games in the warm sun, grab coffees and treats from our local cafes, explore little bush tracks near our house, and watch the winter waves crash on the creamy sands of the northern beaches while we draw pictures with sticks and build castles. To have this time to refocus my mind on what is important in life, to distance myself (even just a little) from work, and to reaffirm my close relationship with my children, is truly priceless. Im a better person for it and it helps with my levels of anxiety and stress generally.

Its also made me way more efficient and ruthless with my time. Im better at hitting the ground running when I start paid work for the day, prioritizing what is important and getting it done with less faffing around. Sure, there are days I hit the doldrums like anyone, and days when I kick myself for not being more productive, but ultimately there is a light year of difference between me working as a young graduate and me working in 2020. I feel I can almost create time from nothing these days. You see guys, it will help your career, not hinder it.

It was almost one hundred years ago that we got our current, rigid work week, courtesy of Henry Ford and his research into how far to push factor workers in making his T-models. We havent driven T-model fords for a long time, so why persist with a work schedule that doesnt match the way we live? COVID-19 has opened up a path to change to a better, more family-friendly way of working. We all deserve more time back in our crazy, busy lives.

Rob Sturrock is a working father of two, advocate and author of Man Raises Boy: A revolutionary approach for fathers who want to raise kind, confident and happy sons out now with Allen & Unwin.

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A four-day work week changed my life and is the best thing I've done for my career - Women's Agenda

12 Jun 2020 | 05:44am IST

Ibonio DSouza

Dont we admire and adore those rare few we come across who have an open-minded and flexible outlook on life? We admire them because people who are open-minded and flexible feel confident and can never get bent out of shape. Indeed, this positive and creative outlook is so essential for welfare of humanity that without it we place our planet and ourselves in great peril.

Oppressive regimes inflict terror and deny human rights because they believe that their way is the only way. Claiming to be the representatives of God on earth, some religious leaders act in the most ungodly fashion. What about our society? Are we able to see things from different perspectives? Can we solve problems in new ways? Can we understand and appreciate the view points of others? If so, why there are so many divorces? How can husbands and wives arrive at a consensus when their thinking, attitude, and perspective are so rigid? Saying I am right and you are wrong is nothing more than an expression of intolerance, narrow-mindedness and rejection.

Being open-minded to new or different ideas allows us to adjust to a changing environment. Much of the stress we experience in life is due to the inability to accept changes. But accept it we must, for it is both inevitable and the very nature of life. When a Mozart symphony suddenly takes a twist in a new direction, we do not get upset because we were not prepared for it. On the contrary, we are delighted by the surprise. Life is not different. It s a symphony. Those who are flexible relish its many twists and turns, ups and downs, ambiguities and uncertainties.

With open-mindedness we learn from past mistakes and willingness to take risks. Sometimes, prominent persons are criticised for changing their minds. They lack consistency and have no strength of conviction, it is argued. But what are minds for, if not for changing? Changing ones mind is not a sign of weakness, but of flexibility and growth. Flexibility promotes mental and physical health because it frees us from stress.

How to cultivate open-mindedness and flexibility? When you are inclined to dismiss someones view point, remember you too may change your opinion in the near future. Therefore, remain open. The more ideas you have to draw upon, the flexible, creative and solution oriented you will become.

Explore different options. When trying to reach a goal why not try a new way of getting there? Step out of the box and choose a different path or option that could lead to a new outcome. Expand beyond traditions to embrace new experiences and ideas outside of your psychological and cultural comfort zones. Instead of reacting to our challenges, we must take time to look at our options more objectively and respond creatively.

The flexibility of mind is a conscious choice, a powerful skill and a valuable approach to the ever changing, always evolving world we live in. We can be firm in our convictions, passionate about our beliefs, and clear about our intentions, and at the same time be flexible enough to make significant changes and be open to new ideas along the way.

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Herald: Being Open minded and flexible - Oherald

by Elizabeth Hofheinz, M.P.H., M.Ed.

Think of the last time you dragged yourself to the office after a rough nights sleep. Wait that was in a pre-COVID-19 world. Instead, you might be dragging yourself to your dining table to work. Now more than ever, it takes energy to work. It takes lots of energy to work at your peak. And in this new climate, your peak may look pretty different.

Despite new and shifting working conditions, the fact remains that the litany of energy-draining things in life do show up at the workplace. And the stakes are extra high if your workplace is an OR.

A role model for proactivity, Johnson & Johnson is not waiting until employees energy reserves run out.

Melinda Thiel is Vice President of Health Systems Value Transformation at Johnson & Johnson Medical Devices Companies. She commented to OSN, Johnson & Johnson is doing its utmost to foster a culture of mental, physical and emotional health in the workplace. We are helping customers to think about investing in their culture in novel ways.

Indeed, Johnson & Johnson offers a suite of resources under its Healthy Workforce umbrella, with one component of the program the Human Performance Institute having a 30-year track record.

Theil said, The genesis of our Healthy Workforce offerings emanated from the work we did in partnering with customers to help bring our expertise and capabilities to those health systems. We have numerous competencies as a healthcare company and have come to appreciate that our customers value and trust our knowledge, so this program is an intersection of customer priorities and J&Js competencies.

Raphaela ODay, Ph.D., is a behavior scientist and Senior Performance Coach and Innovation Catalyst for Johnson & Johnson Human Performance Institute. She commented to OSN, Our overarching aim is to help employees assess their lives in a holistic manner. Its about helping people be their best selves, not just in the context of a work environment, but when they are off the clock as well.

This program creates space for people to explore any discrepancies between who they are at their best and what may be getting in the way of that at different times. What we often observe as individuals explore this concept is that they sacrifice self-care in order to meet the demands and challenges of their environment. In order to get more done they often give up time spent on taking care of themselves. The problem with this approach is that they are eroding the very foundation that supports their ability to get things done in the most effective and efficient way themselves. During times of crisis, this seems to be even more prevalent, because people often feel that self-care is self-centered and they may even have a sense of guilt around it. This is a challenge because it may contribute to a downward spiral.

So what does this program look like?

Dr. ODay notes, The Institute focuses on the science of human performance. Essentially, how one can maximize their energy and foster resilience. Much of the Institutes work is built off of the established research that sprung from the sports world, militarys Special Forces and Fortune 500 CEOs. We have successfully translated this knowledge into resources for healthcare organizations.

At the Human Performance Institute, we offer trainings of varying lengths, as well as a Train-the-Trainer program. In our performance program, we combine behavior science, performance psychology, exercise physiology and nutrition science to holistically train individuals to manage their energy and support their wellbeing.

We also offer a resilience program where participants learn about managing uncertainty, preventing burnout, applying strategic recovery, and building a growth mindset. We have found that both the performance and the resilience programs are pertinent to healthcare and even more relevant given the current pandemic. Although we have always recognized that much of the discussion is about helping build skills and behaviors that close the gap between demand and our capacity to meet that demand, we recognize that the gap is likely more pronounced now more than ever. When speaking with different audiences, we take into consideration that some content areas such as recovery and how we perceive and feel about the current situation has important impact on what we focus our coaching on. It really is about meeting people where they are with evidence-based strategies to support them in the context of their current experience.

So how does this work?

Thiel told OSN, We work with chief wellness officers, CEOs and CMOs who are staunchly committed to investing in their employees. It is evident that there is no one size fits all program. When we work with a company, sometimes we bring in the entire leadership team and take them through the HPI program. Then they bring those resources and skills back to the workplace so that the leadership team can champion it within the system. An ideal example is when, say, the head of orthopedics and the head of nursing attend a training together and then form a united front when it comes to advocating for wellness.

Other companies may prefer to offer the program on-site and bring everyone in for a one-day experience. Another option is a virtual module; the goal is to be flexible so that we can assure that the information is transmitted as widely as possible.

And what are the chiefs saying?

Thiel: We have spoken with a number of orthopedic chairs, who are telling us, I want to foster an environment where people can be comfortable talking about their daily struggles. We want it to be routine for a surgeon to grab a colleague and say, Hey, I need to talk to someone about this case.

Not reinventing the wheel

Most healthcare facilities have some version of an employee wellness program. Thus, we target our efforts in a way that dovetails or builds on what they have already instituted.

Dr. ODay: We talk to leaders about how their own energy and resilience may contribute to the energy and/or resilience of those they manage. Much of the time people are just trying to feel in control in an environment that feels out of their control. Time is finite so one thing we do is encourage a shift from the number of hours you work to the quality of energy that someone brings to their day. That is the first part of the conversation. We help people realize that they have an opportunity to shape the way their day goes, and by extension, the day of those around them.

During times of uncertainty, this is a particularly poignant conversation, since leaders are culture creators. We look to leaders as role models for acceptable and even expected behavior. Leaders have the unique opportunity and responsibility to establish good norms for others. Role modeling behaviors that prioritize self-care, recovery and positive mindset are just a few ways to support others in doing the same. Doing this can support others in recognizing that although we may not always have control over our environment, we can control how we respond. Although not easy, it is empowering to take back control where we can, and when leaders model the same, it maybe a little easier.

Shifting sands of power

The commonand validrefrain is that physicians are losing autonomy. Wellbeing is an area where they can retainand even enhance control no matter what is going on around them. We cover physical health (nutrition, activity, sleep), as well as emotional health (coping skills). We know that these factors are interconnected, i.e., if you are exhausted due to lack of sleep or you cannot be entirely present and focused when you are with a patient, then doctors cannot provide the best level of careto the detriment of all. In addition, we assist participants in identifying a sense of purpose as well as how to live into that daily.

Published studies show that the Institutes programs improve vitality and purpose, and that these improvements are sustained over time.

But they dont rest on their laurels.

Thiel: Part of our process has involved defining measure of success. I just met with a customer in a major healthcare system who told me, We struggle with the concept of ROI because some elements are difficult to nail down. Yes, we want to reduce absenteeism, but it is hard to say which one or two things drive the outcomes. Now some systems are looking at return on value, which is a broader recognition of the value these kinds of programs bring (for example, net promoter scores.)

Buy in critical

Asked how they bring people through the program, Dr. ODay noted, Executives must buy in to the idea and serve as role models for each of the program elements. If the leaders are the first to implement changes, then the rest of the facility will more easily know how to undertake the changes. In addition, if possible, it is best to bring an entire treatment team to the program together as it creates a holistic focus on them in the context of the team as well as their broader lives. We know that every environment has slight differences that contribute to stress, thus having a conversation about how to manage these things in the specific context of that team reinforces new behaviors and builds shared accountability.

Learning to remain steady amidst change

Commenting on cultural shifts, Thiel says, The executives we work with tell us that the thinking is shifting as the healthcare system moves from volume to value. With more and more patients and an increasing pressure to improve profitability, there are special challenges regarding culture. When people are pushed to do more with less, then the way they work is affected.

Dr. ODay indicates that they are laser focused on three areas. We recognize that a challenge such as burnout has a variety of contributors across healthcare. Our goal is to help facilities prepare and manage this complex environment. With this in mind, we focus on supporting individual health and wellbeing through both the holistic management of personal energy and building of resilience. Additionally, we help individuals identify and live into their personal purpose to unleash their performance in both work and life.

Helping individuals be the best version of themselves in this complex environment requires an open dialogue about the holistic elements that come together for optimal physical, emotional, mental, and spiritual wellbeing. Recognizing that these are a combination of individual and organizational factors is important, says Dr. ODay.

Winston S. Churchill said, Its not enough to have lived. We should be determined to live for something.

J&J is bringing that something a whole lot closer for a great many people.

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J&J Healthy Workforce Program: Bringing Purpose and Productivity to Life - OrthoSpineNews

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Global Personal Care Polymer Ingredients Market 2020 Key Performance, Top Players, Segmentation, Future Plans and Forecast to 2025 - Cole of Duty

June 10, 2020 18:02 ET | Source: Andrew Peller Limited

GRIMSBY, Ontario, June 10, 2020 (GLOBE NEWSWIRE) -- Andrew Peller Limited ADW.A/ADW.B (APL or the Company) announced solid operating performance for the three months and year ended March 31, 2020.

FISCAL 2020 HIGHLIGHTS:

We were pleased with our results in fiscal 2020 as the launch of new products and product categories, combined with our emphasis on higher margin sales and operating cost controls, generated another year of increased earnings for our shareholders, commented John Peller, Chief Executive Officer.

While the COVID-19 pandemic is impacting certain of our trade channels, we believe we will see compensating sales through our largest customers, including provincial liquor stores, grocery stores and our retail outlets. Overall, we have the experience and the financial resources to work through this challenging time, added Randy Powell, President.

Solid Operating Performance Sales were $82.1 million and $382.3 million for the three months and year ended March 31, 2020, respectively, up from $79.8 million and $381.8 million in the prior year. The Company experienced solid sales growth through the majority of its well-established bottled wine trade channels due to the introduction of new products and new product categories, and new and innovative sales and marketing programs. This growth was partially offset by reduced sales in the personal winemaking market, increased competition from subsidized lower priced imported wines, and lower duty-free export sales due to trade and political disputes between Canada and China.

Gross margin as a percentage of sales strengthened for the three months and year ended March 31, 2020, rising to 43.5% in the fourth quarter and 43.3% for the year compared to 41.6% and 39.2%, respectively, last year. Gross margin is benefitting from an increased focus on higher margin products and the positive impact of the Companys cost control initiatives. On the acquisition of three wineries in October 2017, the Company recorded an increase of $10.4 million to inventory to represent the fair value of goods acquired from the new wineries. This increase is being expensed over time to the consolidated statement of earnings as finished goods are sold. For the year ended March 31, 2020 the Company recorded a charge of $1.7 million to cost of goods sold as a result of this adjustment compared to $5.5 million in fiscal 2019. Management is continually focused on enhancing production efficiency and productivity and believes gross margin will remain strong for the foreseeable future.

Selling and administrative expenses were lower in fiscal 2020 compared to the prior year. Included in fiscal 2020 is the reduction of lease expenses of $3.2 million due to the accounting treatment for lease obligations in accordance with IFRS 16, adopted on April 1, 2019. Partially offsetting these reductions are expenditures related to the Companys implementation of a new Enterprise Resource Planning (ERP) solution, and an increase in the allowance for doubtful accounts due to the potential impact of the COVID-19 pandemic on certain customers. As a percentage of sales, selling and administrative expenses improved to 27.4% in fiscal 2020 compared to 27.8% in the prior year.

Earnings before interest, amortization, net unrealized gains and losses on derivative financial instruments, other (income) expenses, and income taxes (EBITA) were $9.7 million and $61.5 million for the three months and year ended March 31, 2020, respectively, up from $6.6 million and $52.9 million in the prior year. EBITA strengthened due primarily to the improved gross margin and the lower selling and administrative costs in fiscal 2020. Adjusted EBITA, which excludes from EBITA one-time acquisition related charges, was $9.9 million and $63.2 million for three months and year ended March 31, 2020, up from $6.5 million and $58.3 million in the prior year.

Interest and amortization expense increased in fiscal 2020 compared to the prior year due primarily to the lease obligations as mentioned above. Other expenses in fiscal 2020 include $1.7 million in restructuring costs.

The Company recorded a net unrealized non-cash loss in fiscal 2020 of $1.4 million related to mark-to-market adjustments on interest rate swaps and foreign exchange contracts compared to a net unrealized loss of $1.7 million in the prior year.

Net earnings for the year ended March 31, 2020 increased to $23.5 million ($0.55 per Class A Share) from $22.0 million ($0.51 per Class A Share) in the prior year. The Company generated a net loss of $1.0 million ($0.02 per Class A Share) in the fourth quarter of fiscal 2020 compared to net earnings of $0.8 million ($0.00 per Class A Share) in the fourth quarter of fiscal 2019. Adjusted earnings, defined as net earnings not including net unrealized gains and losses on derivative financial instruments, other (income) expenses, non-recurring, non-operating (gains) and losses, and the related income tax effect were $1.2 million and $27.6 million for the three months and year ended March 31, 2020, respectively, compared to $1.5 million and $29.4 million, respectively, in the prior year.

COVID-19 Pandemic On March 11, 2020, the World Health Organization characterized the outbreak of COVID-19 as a global pandemic. Management continues to closely monitor and assess developments regarding the pandemic, including industry, market and internal factors, as well as regulations enacted by governments across Canada. Businesses selling beer, wine and other alcohol products have been deemed essential services, as well as those businesses that supply them. As a result, all of the Companys production facilities remain open, as do the Companys retail locations and retail estate locations. New protocols related to cleanliness and social distancing have been deployed at all locations. In late March 2020, the Company introduced a temporary wage increase for front line staff to recognize their efforts during the COVID-19 pandemic. Management believes its export, estate property hospitality and personal winemaking sales will be affected by the pandemic. However, consumption of alcohol beverages remain stable in Canada with consumers purchasing products through alternative trade channels available during the pandemic, benefiting the Companys sales through provincial liquor stores and its other retail channels. The Company has enhanced its capabilities to support increased demand for direct-to-home purchases. In response to COVID-19, the Company has implemented working practices to address potential impacts to its operations, employees and customers and will take further measures, if required. These practices have been permanently established to enhance the ability for the Company to respond in the future. The outbreak may also have an effect on the future collectability of certain receivables, recoverability of property plant and equipment, goodwill and intangible assets, as well as the fair value of derivatives. At present, the Company has not identified any material continuity-risks specifically associated with COVID-19. The Company believes it has the management experience and the financial resources and flexibility to meet the liquidity needs presented by the pandemic. The Company continues to review all capital allocations to ensure it remains financially stable and well capitalized going forward.

Maintaining a Strong Financial Position Overall bank debt increased to $165.2 million at March 31, 2020 from $154.8 million at March 31, 2019. The increase is due to cash flows from operations in fiscal 2020 offset by regularly scheduled debt repayments. With the increase in debt, the Companys debt to equity ratio was 0.67:1 at March 31, 2020 compared to 0.66:1 at March 31, 2019. At March 31, 2020, the Company had unutilized debt capacity in the amount of $24.2 million on its operating facility and $112.4 million on its investment facility.

Shareholders equity as at March 31, 2020 was $245.5 million or $5.63 per common share compared to $234.8 million or $5.31 per common share as at March 31, 2019. The increase in shareholders equity was due to the net earnings in fiscal 2020, partially offset by the payment of dividends.

For the year ended March 31, 2020, the Company generated cash from operating activities, after changes in non-cash working capital items, of $31.5 million compared to $49.0 million in the prior year. Investing activities of $23.3 million in fiscal 2020 relate primarily to capital expenditures to improve operations and to implement the new ERP system.

On June 10, 2020, the Companys Board of Directors approved a common share dividend with no increase to preserve capital as a result of COVID-19. The annual dividend on Class A Shares is $0.215 per share and the dividend on Class B Shares is $0.187 will be paid quarterly to shareholders. The Company has consistently paid common share dividends since 1979.

Financial Highlights (Financial Statements and the Companys Management Discussion and Analysis for the period can be obtained on the Companys web site at http://www.andrewpeller.com)

Investor Conference Call An investor conference call hosted by John Peller, Chief Executive Officer, Randy Powell, President, and Steve Attridge, CFO, will be held Thursday, June 11, 2020 at 9:30 a.m. ET. The telephone numbers for the conference call are Local/International: (416) 406-0743, North American Toll Free: (800) 806-5484. The telephone numbers to listen to the call after it is completed (Instant Replay) are local/international (905) 694-9451 or North American toll free (800) 408-3053. The Passcode for the Instant Replay is 3162957#. The Instant Replay will be available until midnight,July 13, 2020. The call will also be archived on the Companys website at http://www.andrewpeller.com.

About Andrew Peller Limited Andrew Peller Limited is one of Canadas leading producers and marketers of quality wines and craft beverage alcohol products. The Companys award-winning premium and ultra-premium VQA brands include Peller Estates, Trius, Thirty Bench, Wayne Gretzky, Sandhill, Red Rooster, Black Hills Estate Winery, Tinhorn Creek Vineyards, Gray Monk Estate Winery, Raven Conspiracy, and Conviction. Complementing these premium brands are a number of popularly priced varietal offerings, wine based liqueurs, craft ciders, beer and craft spirits. The Company owns and operates 101 well-positioned independent retail locations in Ontario under The Wine Shop, Wine Country Vintners, and Wine Country Merchants store names. The Company also operates Andrew Peller Import Agency and The Small Winemakers Collection Inc., importers and marketing agents of premium wines from around the world. With a focus on serving the needs of all wine consumers, the Company produces and markets premium personal winemaking products through its wholly-owned subsidiary, Global Vintners Inc. (GVI), the recognized leader in personal winemaking products. More information about the Company can be found at http://www.andrewpeller.com.

The Company utilizes EBITA (defined as earnings before interest, amortization, net unrealized gains and losses on derivative financial instruments, other (income) expenses, and income taxes) and Adjusted EBITA (defined as EBITA before non-recurring expenses such as acquisition transaction and transition costs) to measure its financial performance. EBITA and Adjusted EBITA are not recognized measures under IFRS. Management believes that EBITA and Adjusted EBITA are useful supplemental measures to net earnings, as these measures provide readers with an indication of earnings available for investment prior to debt service, capital expenditures, and income taxes, as well as provide an indication of recurring earnings compared to prior periods. Readers are cautioned that EBITA and Adjusted EBITA should not be construed as an alternative to net earnings determined in accordance with IFRS as indicators of the Companys performance or to cash flows from operating, investing, and financing activities as a measure of liquidity and cash flows. The Company also utilizes gross margin (defined as sales less cost of goods sold, excluding amortization) and adjusted earnings. The Companys method of calculating EBITA, Adjusted EBITA, gross margin, and adjusted earnings may differ from the methods used by other companies and, accordingly, may not be comparable to measures used by other companies.

Andrew Peller Limited common shares trade on the Toronto Stock Exchange (symbols ADW.A and ADW.B).

FORWARD-LOOKING INFORMATION Certain statements in this news release may contain forward-looking statements within the meaning of applicable securities laws including the safe harbour provisions of the Securities Act (Ontario) with respect to APL and its subsidiaries. Such statements include, but are not limited to, statements about the growth of the business in light of the Companys acquisitions; its launch of new premium wines and craft beverage alcohol products; sales trends in foreign markets; its supply of domestically grown grapes; and current economic conditions. These statements are subject to certain risks, assumptions, and uncertainties that could cause actual results to differ materially from those included in the forward-looking statements. The words believe, plan, intend, estimate, expect, or anticipate, and similar expressions, as well as future or conditional verbs such as will, should, would, could, and similar verbs often identify forward-looking statements. We have based these forward-looking statements on our current views with respect to future events and financial performance. With respect to forward-looking statements contained in this news release, the Company has made assumptions and applied certain factors regarding, among other things: future grape, glass bottle, and wine and spirit prices; its ability to obtain grapes, imported wine, glass, and other raw materials; fluctuations in foreign currency exchange rates; its ability to market products successfully to its anticipated customers; the trade balance within the domestic Canadian and international wine markets; market trends; reliance on key personnel; protection of its intellectual property rights; the economic environment; the regulatory requirements regarding producing, marketing, advertising, and labelling of its products; the regulation of liquor distribution and retailing in Ontario; the application of federal and provincial environmental laws; and the impact of increasing competition.

These forward-looking statements are also subject to the risks and uncertainties discussed in this news release, in the Risks and Uncertainties section and elsewhere in the Companys MD&A and other risks detailed from time to time in the publicly filed disclosure documents of Andrew Peller Limited which are available at http://www.sedar.com. Forward-looking statements are not guarantees of future performance and involve risks, uncertainties, and assumptions which could cause actual results to differ materially from those conclusions, forecasts, or projections anticipated in these forward-looking statements. Because of these risks, uncertainties and assumptions, you should not place undue reliance on these forward-looking statements. The Companys forward-looking statements are made only as of the date of this news release, and except as required by applicable law, the Company undertakes no obligation to update or revise these forward-looking statements to reflect new information, future events or circumstances or otherwise.

For more information, please contact: Mr. Steve Attridge, CFO and Executive Vice-President, IT (905) 643-4131

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Andrew Peller Limited Reports Solid Operating Performance in Fiscal 2020 - GlobeNewswire

By Jamie Samhan. 7 Jun 2020 10:47 PM

BTS took over the Dear Class of 2020 special with their smooth moves.

The K-pop group performed Boy With Luv, Spring Day and Mikrokosmos all from separate, pre-recorded productions.

The group got the most screen time out of any performer or speaker as they also all shared their own graduation memories.

RELATED: Beyonc Gives Moving Commencement Speech, Dont Let The World Make You Feel You Have To Look A Certain Way To Be Brilliant

RM started off: Ten years ago, it snowed really hard on the day of middle school graduation. I remember that day clearly because I took a picture with my friends and kept it as my messenger profile for the rest of my school years. On that day, I was just a boy who had closed just one chapter, ready to pen another. And I remember that feeling: It was really thrilling and breathtaking. It was a moment I felt most like me, myself.

Next was Jungkook: Unlike RM, my graduation was recorded online via YouTube on BANGTAN BOMB. My fellow BTS members were there throughout all of my high school years. I remember them saying When did you grow old enough to graduate? And once the ceremony was over, we went and had Jajangmyeon together.

Jin added, My memory of graduation is a little different. It was before my debut as BTS. I was around 20, just a high school graduate going into university. Back then, the notion of becoming an adult was something quite scary. Anxious about making my way into an unfamiliar world, I was cautious about everything I said or did. Sometimes, Id feel restless, watching my friends go on far ahead of me, and attempting to keep up with their speed would only leave me breathless. I soon realized that their pace was not my own. What held me together during these times was a promise I made with myself to take it slow.

RELATED: BTS Donates $1 Million To Black Lives Matter

These days, I feel as though Ive fallen to the ground during a race, SUGA said. I dust my knees and get up again, only to find that there is nobody around me. Its as though Im deserted on an island. This might not be the grand finale that you had imagined, and a fresh start might seem far away. But I wish to tell you: Please dont be afraid, dont worry yourself. The end and beginning, beginning and end are connected.

Jimin continued, First, congratulations on your graduation. But at the same time, I am worried for everyone. I think about your health and whether youre doing OK, whether you are holding on tight when nothing seems to go as planned, whether your body and mind are all safe and sound. I hope you are all doing well, but if things are not OKeven in the slightestwe send you our most sincere consolation with all our hearts.

Im not much different from all of you, J-Hope said. At times, I feel as though Ive reached a dead end as I perform and make music. Sometimes, my mind is bleached white, and I can hardly take another step forward. Its a regular occurrence as I work. At these times, I think, just this once. Just this once, and I pick myself back up. I decide to trust myself. The next attempt might not be perfect, but the second is better than the first, and the third is even better than the second.

V concluded, I will remember this day. Today may not be my own graduation, but I will try to look back upon this day years from now and remember it as a memory to treasure. And I look forward to the day you will stand and tell us your own story.

Watch the above video for the complete clip.

See the rest here:
BTS Take Over Dear Class Of 2020 With 3-Song Performance And Personal Sentiments From Each Member - ETCanada.com

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