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Toronto, Ontario--(Newsfile Corp. - May 14, 2024) - Appia Rare Earths & Uranium Corp. (CSE: API) (OTCQX: APAAF) (FSE: A0I0) (MUN: A0I0) (BER: A0I0) (the "Company" or "Appia") announced today the results from the newly identified exploration targets Taygeta and Merope. A total of 111 samples from 18 auger drill holes were assayed by SGS-GEOSOL Laboratories in Vespasiano, Brazil. The results confirm that the regolith developed over the Ipora Granite presented significant enrichment of Heavy Rare Earth Oxides (HREO), characteristic of the Ionic Adsorption Clay (IAC) rare earth elements (REE) deposits identified at other PCH target zones.
Stephen Burega, President, commented, "These initial results from the auger drill program are very promising, and provide us with a strong indication that the PCH project can host multiple new IAC REE mineralized areas in addition to the resource already identified in our maiden Mineral Resource Estimate (MRE) completed by SGS Canada. Additionally, these new target zones are considerably larger in total area as compared to the Target IV. Desorption test results will be reported once received."
Highlights

• The new targets are in the Eastern portion of the PCH claims, approximately 15 km East from Target IV and the Buriti Zone (see Figure 1).
• Selected intercepts for Heavy Rare Earth Oxide (HREO), Total Rare Earth Oxide (TREO), Dysprosium plus Terbium oxides (Dy+Tb) and Praseodymium plus Neodymium oxides (Nd+Pr) grades in Parts Per Millions (ppm):
  • PCH-AH-190 - **4m@**1848ppm TREO, 1138ppm HREO, 106ppm Dy+Tb, 205ppm Nd+Pr from 1m.
  • PCH-AH-193 - **5m@**1254ppm TREO, 270ppm HREO, 29ppm Dy+Tb, 217ppm Nd+Pr from 1m.
  • PCH-AH-194 - **2m@**1175ppm TREO, 274ppm HREO, 31ppm Dy+Tb, 257ppm Nd+Pr from 4m.
  • PCH-AH-199 - **2m@**1131ppm TREO, 276ppm HREO, 30ppm Dy+Tb, 209ppm Nd+Pr from 2m.
  • PCH-AH-201 - 4m@ 1022ppm TREO, 245ppm HREO, 28ppm Dy+Tb, 211ppm Nd+Pr from 2m.
  • PCH-AH-202 - **8m@**1696ppm TREO, 1070ppm HREO, 101ppm Dy+Tb, 172ppm Nd+Pr from 0m.
  • PCH-AH-204 - **5m@**1267ppm TREO, 754ppm HREO, 75ppm Dy+Tb, 168ppm Nd+Pr from 1m.
  • PCH-AH-207 - **6m@**1025 ppm TREO, 262ppm HREO, 29ppm Dy+Tb, 196ppm Nd+Pr from 3m.
• The grade distribution signature found at depth in the auger drill holes is compatible with the pattern commonly found on IAC REE deposits (see Figures 2 and 3).
• The Taygeta and Merope targets cover an area of 546 and 1,134 hectares respectively.
• These first phase auger drill holes average 6.22 metres in depth, and most ended in mineralization leaving the interval open at depth.
• Intercepts of all auger drill holes are presented in Table 1. The full set of results are included in this LINK.

Tom Drivas, CEO, stated, "Building on our recent news confirming the presence of IAC mineralization through desorption testing, I am extremely excited by the identification of new, large scale targets across the PCH project which are underlain by the IAC mineralization produced by these weathered Ipora granites. We have a lot of work to do over the coming months to fully delineate these new target zones, and to assess the implications of their addition to our maiden MRE, and true value to the marketplace."
Table 1 - Intercepts from all auger holes on targets Taygeta and Merope. For a full list of results, pleaseclick here.
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*Total Rare Earth Oxides: TREO = Y2O3 + Eu2O3 + Gd2O3 + Tb4O7 + Dy2O3 + Ho2O3 + Er2O3 + Tm2O3 + Yb2O3 + Lu2O3 + La2O3 + Ce2O3 + Pr2O3 + Nd2O3 + Sm2O3 *Heavy Rare Earth Oxides: HREO = Gd2O3 + Tb4O7 + Dy2O3 + Ho2O3 + Er2O3 + Tm2O3 + Yb2O3 + Lu2O3 + Y2O3 *Nd+Pr Oxides= Nd2O3+Pr2O3 *Dy+Tb Oxides= Dy2O3+Tb4O7
*Element to Oxide Conversion Factor - Cerium Ce2O3 1.1713, Cerium CeO2 1.2284, Dysprosium Dy2O3 1.1477, Erbium Er2O3 1.1435, Europium Eu2O3 1.1579, Gadolinium Gd2O3 1.1526, Holmium Ho2O3 1.1455, Lanthanum La2O3 1.1728, Lutetium Lu2O3 1.1371, Neodymium Nd2O3 1.1664, Praseodymium Pr2O3 1.1703, Praseodymium Pr6O11 1.2082, Samarium Sm2O3 1.1596, Terbium Tb2O3 1.1510, Terbium Tb4O7 1.1762, Thulium Tm2O3 1.1421, Yttrium Y2O3 1.2699, Ytterbium Yb2O3 1.1387
Figure 1 - Map presenting the exploration auger drill holes location and targets.
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Figure 2 - Strip log of selected auger holes from Taygeta Target.
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Figure 3 - Strip log of selected auger holes from Merope Target.
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Andre Costa, VP Exploration for Brazil, commented, "The confirmation of these new targets opens the prospect of finding new exploration targets associated with the Ipora Granite across the entirety of the PCH project area which covers an impressive +40,000 hectares. Auger samples for desorbability testing are being prepared to corroborate the IAC REE mineralization in Taygeta and Merope targets. Delineation drilling will follow upon favorable desorption results."
On March 1st, 2024, the Company announced its maiden Mineral Resource Estimate (MRE) on Target IV and the Buriti Zone (Click here for the Press Release), and the companion NI 43-101 technical report on the PCH Project was filed on April 16th, 2024. (Click here for the Press Release)
John Tumazos Very Independent Research Presentation
Appia invites you to register for a webinar on May 14th at 9:45 AM EDT, Eastern Daylight Time (North America) with Appia Rare Earths & Uranium Corp.'s President, Mr. Stephen Burega and VP of Exploration, Brazil, Mr. Andre Costa, and renowned former Wall Street analyst, John Tumazos of Very Independent Research. John will dig in on the latest developments at Appia Rare Earths & Uranium Corp.
To register for the event click here.
After registering, you will receive a confirmation email containing information about joining the webinar.
QA/QC
Auger drill holes are vertical and reported intervals are true thickness. The material produced from drill holes are sampled at one metre intervals, resulting in average sample sizes of 5-10 kg. Quartering of the material was performed at Appia's logging facility using a riffle splitter and continued splitting until a representative sample weighing approximately 500g each was obtained, bagged in a resistant plastic bag, labeled, photographed, and stored for shipment.
The bagged samples are sent to the SGS laboratory in Vespasiano, Minas Gerais. In addition to the internal QA/QC of the SGS Lab, Appia includes its own control samples in each batch of samples sent to the laboratory.
Quality control samples, such as blanks, duplicates, and standards (CRM) were inserted into each analytical run. For all analysis methods, the minimum number of QA/QC samples is one standard, one duplicate and one blank, introduced in each batch which comprise a full-length hole. The rigorous procedures are implemented during the sample collection, preparation, and analytical stages to insure the robustness and reliability of the analytical results.
All analytical results reported herein have passed internal QA/QC review and compilation. All assay results of Auger samples were provided by SGS Geosol, an ISO/IEC 17025:2005 Certified Laboratory, which performed their measure of the concentration of rare earth elements (REE) with the IMS95R analytical method that uses lithium metaborate fusion prior acid dissolution and Inductively Coupled Plasma Mass Spectrometry (ICP-MS).
The technical information in this news release, including the information related to geology, drilling, and mineralization, has been reviewed and approved by Andre L. L. Costa, Appia's VP Exploration for Brazil, with more than 29 years of relevant experience. Mr. Costa is a Fellow of the Australian Institute of Geoscientists (FAIG) and is a Qualified Person (QP) as defined by National Instrument 43-101 - Standards of Disclosure for Mineral Projects.
About Appia Rare Earths & Uranium Corp. (Appia)
Appia is a publicly traded Canadian company in the rare earth element and uranium sectors. The Company holds the right to acquire up to a 70% interest in the PCH Ionic Adsorption Clay Project (See June 9th, 2023 Press Release - Click HERE) which is 40,963.18 ha. in size and located within the Goiás State of Brazil. (See January 11th, 2024 Press Release - Click HERE) The Company is also focusing on delineating high-grade critical rare earth elements and gallium on the Alces Lake property, and exploring for high-grade uranium in the prolific Athabasca Basin on its Otherside, Loranger, North Wollaston, and Eastside properties. The Company holds the surface rights to exploration for 94,982.39 hectares (234,706.59 acres) in Saskatchewan. The Company also has a 100% interest in 13,008 hectares (32,143 acres), with rare earth elements and uranium deposits over five mineralized zones in the Elliot Lake Camp, Ontario.
Appia has 136.3 million common shares outstanding, 145 million shares fully diluted.
Cautionary note regarding forward-looking statements: This News Release contains forward-looking statements which are typically preceded by, followed by or including the words "believes", "expects", "anticipates", "estimates", "intends", "plans" or similar expressions. Forward-looking statements are not a guarantee of future performance as they involve risks, uncertainties and assumptions. We do not intend and do not assume any obligation to update these forward-looking statements and shareholders are cautioned not to put undue reliance on such statements.
Neither the Canadian Securities Exchange nor its Market Regulator (as that term is defined in the policies of the CSE) accepts responsibility for the adequacy or accuracy of this release.
For more information, visit www.appiareu.com
As part of our ongoing effort to keep investors, interested parties and stakeholders updated, we have several communication portals. If you have any questions online (X,Facebook,LinkedIn) please feel free to send direct messages.
To book a one-on-one 30-minute Zoom video call, please [click here](mailto:sburega@appiareu.com).
Contact:
Tom Drivas, CEO and Director (c) (416) 876-3957 *(e) *[tdrivas@appiareu.com](mailto:tdrivas@appiareu.com)
Stephen Burega, President (c) (647) 515-3734 *(e) *[sburega@appiareu.com](mailto:sburega@appiareu.com)
To view the source version of this press release, please visit https://www.newsfilecorp.com/release/209087
​
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The Canary Island date palm! Known scientifically as Phoenix canariensisThe Canary Island date palm! Known scientifically as Phoenix canariensis, this stately tree is more than just a plant; it's a striking feature of many landscapes. Originating from the Canary Islands, this palm is celebrated for its robust nature and elegant appearance. Suppose you've admired the line of tall, regal trees swaying gently in a Mediterranean breeze. In that case, you've likely been captivated by the Canary Island date palm.
The Canary Island date palm (Phoenix canariensis), native to the Canary Islands, is a majestic tree that enhances any landscape with its towering height and lush arching fronds. Ideal for both private gardens and public spaces, it requires full sun, moderate watering, and well-drained soil to thrive. This palm is visually stunning and plays a crucial role in the ecosystem by supporting local wildlife and sequestering carbon dioxide. Regular maintenance, including pest management and seasonal care, ensures its health and longevity, making the Canary Islands date palm a timeless choice for landscaping that combines beauty with environmental benefits.
Canary Island Date Palm: A Majestic Touch to Your Landscape

Why Choose Canary Island Date Palms?

Choosing a Canary Island date palm for your garden or street landscaping isn't just about adding greenery; it's about making a statement. These palms feature a thick, textured trunk and a lush crown of arching leaves that command attention. Whether planted in rows to create a natural fence or used as a standalone centerpiece, these palms bring a touch of exotic elegance.

Growth and Care

Growing a Canary Island date palm is a commitment to its future. These trees can reach up to 60 feet in height in their natural habitat. While they grow relatively slowly, their presence becomes more majestic each year. They prefer full sun and well-drained soil, making them suitable for various landscape settings.
Watering needs are moderate, and the key is not to overwater, as the tree's roots do not like to sit in moisture. A balanced palm fertilizer can support healthy growth, especially during the growing seasons of spring and summer.

Landscape Integration

Integrating a Canary Island date palm into your landscape can transform the area. These trees pair beautifully with other Mediterranean plants, such as lavender and rosemary, creating a serene, drought-tolerant garden. They're also perfect for lining driveways or as grand entrance features. Imagine driving up to a home or business flanked by these magnificent palms. It’s a scene straight out of a luxury resort!

Pest Management

While generally robust, Canary Island date palms are not without their foes. The palm weevil is a notorious pest, and managing these critters is crucial for your tree's health. Regular monitoring and treatment with appropriate biological or chemical controls can keep these pests at bay, preserving your tree's health and aesthetics.

Seasonal Care Tips

Seasonal care is essential for maintaining the vibrancy of these palms. In spring, remove dead fronds and apply mulch to help retain soil moisture. Summer might call for increased watering if temperatures soar. At the same time, autumn is ideal for another round of fertilizer to strengthen the tree before winter. Speaking of winter, while these palms are somewhat cold-tolerant, they appreciate some protection from extreme frosts, especially when young.

The Environmental Impact

Planting a Canary Island date palm also has environmental benefits. These trees are excellent at carbon sequestration, capturing carbon dioxide from the atmosphere and storing it as carbon. Moreover, they provide habitat and food for various bird species, enhancing local biodiversity.

Final Thought

So, you have a deep dive into the Canary Islands' date palm world. Whether you're an avid gardener or a professional landscaper, consider this palm for its unmatched aesthetic appeal and environmental benefits. It's more than just a tree; it's a legacy you plant today for future generations. So why wait? Bring a piece of the Canary Islands to your space, and let the majesty of the Canary Island date palm redefine your landscape.

FAQs about Canary Island Date Palms

How long does it take for a Canary Island date palm to grow?

Canary Island date palms are known for their slow growth rate. On average, these palms grow about 6 to 12 inches per year. It may take several years to reach their full height. Still, they become striking features in any landscape with proper care and favorable conditions.

How tall do Canary Island date palms get?

In their natural habitat and under optimal growing conditions, Canary Island date palms can reach heights up to 60 feet. However, cultivated in gardens or urban settings typically grow between 40 and 50 feet. Their majestic height is complemented by a broad, dense crown that can spread widely.

Can you eat Canary Island date palm fruit?

Yes, the fruit of the Canary Island date palm is edible. Still, it's less sweet or desirable than the fruit from the actual date palm (Phoenix dactylifera). The fruits are small, with a thin flesh layer around a large seed, and they have a somewhat fibrous texture and a mild flavor. They are more commonly used for ornamental purposes rather than for consumption.

How hardy is a Canary Island date palm?

Canary Island date palms are hardy and withstand about 20°F (-6°C). However, young palms are more susceptible to cold damage. They are suitable for growing in USDA zones 9 to 11. In colder climates, they require protection during winter or can be grown in large containers that are moved indoors during colder months.

Do Canary Island date palms need a lot of water?

Canary Island date palms have moderate water needs. They thrive with regular watering but are drought-tolerant once established. Overwatering or poor drainage can lead to root rot, so it's essential to ensure that they are planted in well-drained soil and that watering is adjusted according to rainfall and soil moisture levels.
, this stately tree is more than just a plant; it's a striking feature of many landscapes. Originating from the Canary Islands, this palm is celebrated for its robust nature and elegant appearance. Suppose you've admired the line of tall, regal trees swaying gently in a Mediterranean breeze. In that case, you've likely been captivated by the Canary Island date palm.
The Canary Island date palm (Phoenix canariensis), native to the Canary Islands, is a majestic tree that enhances any landscape with its towering height and lush arching fronds. Ideal for both private gardens and public spaces, it requires full sun, moderate watering, and well-drained soil to thrive. This palm is visually stunning and plays a crucial role in the ecosystem by supporting local wildlife and sequestering carbon dioxide. Regular maintenance, including pest management and seasonal care, ensures its health and longevity, making the Canary Islands date palm a timeless choice for landscaping that combines beauty with environmental benefits.

Why Choose Canary Island Date Palms?

Choosing a Canary Island date palm for your garden or street landscaping isn't just about adding greenery; it's about making a statement. These palms feature a thick, textured trunk and a lush crown of arching leaves that command attention. Whether planted in rows to create a natural fence or used as a standalone centerpiece, these palms bring a touch of exotic elegance.

Growth and Care

Growing a Canary Island date palm is a commitment to its future. These trees can reach up to 60 feet in height in their natural habitat. While they grow relatively slowly, their presence becomes more majestic each year. They prefer full sun and well-drained soil, making them suitable for various landscape settings.
Watering needs are moderate, and the key is not to overwater, as the tree's roots do not like to sit in moisture. A balanced palm fertilizer can support healthy growth, especially during the growing seasons of spring and summer.

Landscape Integration

Integrating a Canary Island date palm into your landscape can transform the area. These trees pair beautifully with other Mediterranean plants, such as lavender and rosemary, creating a serene, drought-tolerant garden. They're also perfect for lining driveways or as grand entrance features. Imagine driving up to a home or business flanked by these magnificent palms. It’s a scene straight out of a luxury resort!

Pest Management

While generally robust, Canary Island date palms are not without their foes. The palm weevil is a notorious pest, and managing these critters is crucial for your tree's health. Regular monitoring and treatment with appropriate biological or chemical controls can keep these pests at bay, preserving your tree's health and aesthetics.

Seasonal Care Tips

Seasonal care is essential for maintaining the vibrancy of these palms. In spring, remove dead fronds and apply mulch to help retain soil moisture. Summer might call for increased watering if temperatures soar. At the same time, autumn is ideal for another round of fertilizer to strengthen the tree before winter. Speaking of winter, while these palms are somewhat cold-tolerant, they appreciate some protection from extreme frosts, especially when young.

The Environmental Impact

Planting a Canary Island date palm also has environmental benefits. These trees are excellent at carbon sequestration, capturing carbon dioxide from the atmosphere and storing it as carbon. Moreover, they provide habitat and food for various bird species, enhancing local biodiversity.

Final Thought

So, you have a deep dive into the Canary Islands' date palm world. Whether you're an avid gardener or a professional landscaper, consider this palm for its unmatched aesthetic appeal and environmental benefits. It's more than just a tree; it's a legacy you plant today for future generations. So why wait? Bring a piece of the Canary Islands to your space, and let the majesty of the Canary Island date palm redefine your landscape.

FAQs about Canary Island Date Palms

How long does it take for a Canary Island date palm to grow?

Canary Island date palms are known for their slow growth rate. On average, these palms grow about 6 to 12 inches per year. It may take several years to reach their full height. Still, they become striking features in any landscape with proper care and favorable conditions.

How tall do Canary Island date palms get?

In their natural habitat and under optimal growing conditions, Canary Island date palms can reach heights up to 60 feet. However, cultivated in gardens or urban settings typically grow between 40 and 50 feet. Their majestic height is complemented by a broad, dense crown that can spread widely.

Can you eat Canary Island date palm fruit?

Yes, the fruit of the Canary Island date palm is edible. Still, it's less sweet or desirable than the fruit from the actual date palm (Phoenix dactylifera). The fruits are small, with a thin flesh layer around a large seed, and they have a somewhat fibrous texture and a mild flavor. They are more commonly used for ornamental purposes rather than for consumption.

How hardy is a Canary Island date palm?

Canary Island date palms are hardy and withstand about 20°F (-6°C). However, young palms are more susceptible to cold damage. They are suitable for growing in USDA zones 9 to 11. In colder climates, they require protection during winter or can be grown in large containers that are moved indoors during colder months.

Do Canary Island date palms need a lot of water?

Canary Island date palms have moderate water needs. They thrive with regular watering but are drought-tolerant once established. Overwatering or poor drainage can lead to root rot, so it's essential to ensure that they are planted in well-drained soil and that watering is adjusted according to rainfall and soil moisture levels.

Calf Socks Women's
In the realm of fashion, functionality and style have always been intertwined. Gone are the days when accessories merely served a singular purpose; today, every element of attire is expected to be both practical and visually appealing. In this regard, Calf socks women's stand out as a prime example of this harmonious blend. From their humble origins as purely utilitarian garments, calf socks have evolved into versatile fashion statements, offering both comfort and flair to the modern woman's wardrobe.
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The history of calf socks traces back centuries, with evidence of their existence dating as far back as ancient Egypt and Rome. Initially crafted from basic materials like animal skins and woven fabrics, these early iterations served primarily as protection for the feet and legs against harsh environments. Over time, advancements in textile production and design techniques led to the refinement of calf socks, making them more comfortable and durable.
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The Rise of Fashionable Functionality
In the 20th century, calf socks underwent a significant transformation, evolving from purely functional garments to fashion accessories in their own right. With the emergence of new materials and manufacturing processes, designers began experimenting with colors, patterns, and textures, elevating calf socks from mere necessities to stylish complements to various outfits.
Today, the market is flooded with a diverse assortment of calf socks for women, catering to a wide range of tastes and preferences. From classic solid colors to bold prints and everything in between, there's a calf sock to suit every mood and occasion. Whether you're heading to the office, hitting the gym, or simply lounging at home, there's no shortage of options to express your personal style.
The Intersection of Comfort and Style
One of the key features of calf socks is their ability to marry comfort with style seamlessly. Crafted from soft, breathable materials such as cotton, bamboo, and wool, these socks provide all-day comfort without sacrificing fashion appeal. Their calf-length design offers ample coverage and support, making them ideal for a variety of activities, from casual strolls to intense workouts.
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Versatility in Design
What sets calf socks apart from other types of hosiery is their versatility in design. Whether you prefer classic elegance or contemporary flair, there's a calf sock design to match your style aesthetic. For those who favor understated sophistication, solid-colored calf socks in neutral tones provide a timeless appeal that pairs effortlessly with any ensemble.
On the other hand, for the more adventurous fashionistas, calf socks offer endless opportunities for self-expression. From playful polka dots to bold stripes to whimsical patterns, there's no limit to the creativity that can be infused into calf sock designs. Additionally, embellishments such as lace trim, ribbed cuffs, and embroidered details add an extra touch of charm and personality to these wardrobe staples.
Accessorizing with Calf Socks
Calf socks are not just functional garments; they're also versatile accessories that can elevate any outfit. Whether you're dressing up for a formal event or keeping it casual for a day out with friends, the right pair of calf socks can tie your look together effortlessly. For a polished office ensemble, opt for calf socks in coordinating hues that complement your outfit while adding a subtle pop of color.
If you're aiming for a more laid-back vibe, experiment with mixing and matching patterns and textures to create visual interest. Pairing a floral-print dress with striped calf socks or layering fishnet socks over solid-colored ones can add a playful twist to your ensemble. Don't be afraid to experiment and let your personality shine through your sock selection.
Conclusion
In conclusion, calf socks for women offer the perfect combination of fashion and functionality, making them a must-have accessory for every wardrobe. From their humble beginnings as practical garments to their evolution into stylish accessories, calf socks have stood the test of time, remaining a staple in fashion-conscious women's collections.
With their comfortable fit, versatile designs, and endless styling possibilities, calf socks allow women to express their unique sense of style while staying comfortable and confident throughout the day. Whether you prefer classic elegance or bold creativity, there's a calf sock out there to suit your individual taste and personality. So why settle for ordinary socks when you can step up your style game with fashionable functionality?
Learn more information: HIFEN

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VANCOUVER, BC / ACCESSWIRE / May 14, 2024 / Arras Minerals Corp. (TSXV:ARK) ("Arras" or "the Company") is pleased to announce the commencement of a regional field program across the more than 3,300 square kilometre license package it controls in Pavlodar, Kazakhstan.
Highlights of the Planned 2024 Regional Field Program:

• The 2024 Exploration program will target licences associated with the Teck Strategic Alliance, and Arras's 100% owned Elemes and Tay projects.
• An extensive airborne and ground geophysics program, followed by a mapping, soil sampling and drill program over the Package A and Package B Licences under the Strategic Alliance with Teck Resources Limited ("Teck").
• A geophysics and detailed mapping program followed an initial diamond drill program targeting the Berezski and Aimandai copper targets located within the Elemes Project.
• An initial scout KGK program followed by an initial diamond drill program on the Tay Project, targeting the 6.5-kilometre x 2.1-kilometre Induced Polarization ("IP") chargeability anomaly.

Tim Barry, CEO of Arras, commenting on the upcoming 2024 Field Program, stated, "We are very much looking forward to starting the 2024 field program. This will be our third exploration season in Kazakhstan. Over the previous couple of seasons, we have assembled an excellent team of young local geologists, gained hard won experience on how to effectively explore in Kazakhstan, and put in place robust systems which allows us to quickly assess projects and move them to the next stage. Furthermore in 2024, we are very pleased to also have our partner, Teck, working with us. They will provide invaluable additional support via their technical specialists. We are also excited to follow up on our Elemes and Tay prospects and expect to drill them later in the season after refining the targets with additional mapping and geophysics.
The 2024 field program has the potential to be transformative for Arras. We expect to drill at least three new porphyry prospects this year, which when combined with the Beskauga Project which we have under an option to purchase, means we potentially have at least four porphyry prospects controlled by the company. The project portfolio is close to incredible infrastructure and the country is quickly becoming a tier-one destination for copper and gold exploration globally as demonstrated by many of the copper and gold majors establishing a presence in Kazakhstan over the past 6-12 months."
Arras's licence package is located within the Bozshakol-Chingiz metallogenic belt, a belt of rocks that includes the Bozshakol Mine, as well as the Beskauga copper-gold-silver porphyry deposit currently under option by Arras. The licence package is composed of 17 licences and covers just over 3,300 square kilometres in area and is shown in the map below.
https://preview.redd.it/v7rw44mqud0d1.jpg?width=1425&format=pjpg&auto=webp&s=984ca4ef4c1bd19e4105fd1c2e1ebd740a1d4d98
A budget of approximately US$2.5M for 2024 has been established for the Alliance package and will include airborne and ground geophysics followed up by mapping, soil sampling, and targeted KGK and potentially diamond drilling. The initial focus will be on Package "A" with work on Package "B" expected to commence in the coming months.
The Elemes Project - the Berezski and Aimandai Targets: The Berezski and Aimandai targets are located within the 531 square kilometre Elemes Project. The Berezski Target is an 8.8-kilometre-long copper anomaly which was announced in February 2024 and contains shallow historical drilling that has yielded notable results such as 132 meters at 0.80% CuEq and 108 meters at 0.94% CuEq from surface. The Aimandai Target is a 14-kilometre x 3.2-kilometre NE-SW trending coherent copper ("Cu") anomaly (>100ppm) which was announced in March 2024 that is parallel to Berezski and approximately five kilometers to the east and has had no known drilling.
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Over the coming months, both targets will be mapped in detail along with ground geophysics to better refine the drill targets. A diamond drill program is planned to follow to test these two exciting new targets.
The Tay Project - The Tay IP Target: The Tay IP Target is a 6.5-kilometre x 2.1-kilometre East-West trending coherent Soviet-era Induced Polarization ("IP") chargeability anomaly located 28 kilometres north of the Bozshakol open pit copper-gold mine, and 85-kilometres from Arras's operational base in the city of Ekibastuz. The entire prospect is masked with unconsolidated cover believed to be 10-40m deep and has received no systematic modern exploration to date.
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The Tay Prospect is strategically situated with outstanding accessibility and local infrastructure, including nearby high voltage power lines, railway, and roads.
Plans are underway to follow up the chargeability anomaly with a KGK drill program which will drill through the overburden and test the top of bedrock to understand the geology and then follow up with a diamond drillhole program to test the chargeability high.
Qualified Person: The scientific and technical disclosure for this news release has been prepared under supervision of and approved by Matthew Booth, Vice President of Exploration, of Arras Minerals Corp., a Qualified Person for the purposes of NI 43-101. Mr. Booth has over 19 years of mineral exploration experience and is a Qualified Person member of the American Institute of Professional Geologists (CPG 12044).
On behalf of the Board of Directors
"Tim Barry"
Tim Barry, MAusIMM CP(Geo) Chief Executive Officer and Director
INVESTOR RELATIONS: +1 604 687 5800 [info@arrasminerals.com](mailto:info@arrasminerals.com)
Further information can be found on:

• the Company's website https://www.arrasminerals.com or
• follow us on LinkedIn: https://www.linkedin.com/company/arrasminerals or
• follow us on X (formerly Twitter): https://twitter.com/arrasminerals

About Arras Minerals Corp.
Arras is a Canadian exploration and development company advancing a portfolio of copper and gold assets in northeastern Kazakhstan, including the Option Agreement on the Beskauga copper and gold project. The Company has established the third-largest license package in the country prospective for copper and gold (behind Rio Tinto and Fortescue). In December 2023, the Company entered into a strategic alliance with Teck Resources Limited ("Teck") in which Teck will sole fund a US$5 million generative exploration program over a portion of the Arras license package in 2024-2025 focusing on critical minerals. The Company's shares are listed on the TSX-V under the trading symbol "ARK".
Cautionary Note to U.S. Investors concerning estimates of Measured, Indicated, and Inferred Resources:* This press release uses the terms "measured resources", "indicated resources", and "inferred resources" which are defined in, and required to be disclosed by, NI 43-101. The Company advises U.S. investors that these terms are not recognized by the SEC. The estimation of measured, indicated and inferred resources involves greater uncertainty as to their existence and economic feasibility than the estimation of proven and probable reserves. U.S. investors are cautioned not to assume that measured and indicated mineral resources will be converted into reserves. The estimation of inferred resources involves far greater uncertainty as to their existence and economic viability than the estimation of other categories of resources. U.S. investors are cautioned not to assume that estimates of inferred mineral resources exist, are economically minable, or will be upgraded into measured or indicated mineral resources. Under Canadian securities laws, estimates of inferred mineral resources may not form the basis of feasibility or other economic studies.*
Disclosure of "contained ounces" in a resource is permitted disclosure under Canadian regulations, however the SEC normally only permits issuers to report mineralization that does not constitute "reserves" by SEC standards as in place tonnage and grade without reference to unit measures. Accordingly, the information contained in this press release may not be comparable to similar information made public by U.S. companies that are not subject NI 43-101.
Cautionary note regarding forward-looking statements:* This news release contains forward-looking statements regarding future events and Arras' future results that are subject to the safe harbors created under the U.S. Private Securities Litigation Reform Act of 1995, the Securities Act of 1933, as amended, and the Exchange Act, and applicable Canadian securities laws. Forward-looking statements include, among others, statements regarding plans and expectations of the exploration program Arras is in the process of undertaking, including the expansion of the Mineral Resource, and other aspects of the Mineral Resource estimates for the Beskauga project. These statements are based on current expectations, estimates, forecasts, and projections about Arras' exploration projects, the industry in which Arras operates and the beliefs and assumptions of Arras' management. Words such as "expects," "anticipates," "targets," "goals," "projects," "intends," "plans," "believes," "seeks," "estimates," "continues," "may," variations of such words, and similar expressions and references to future* periods, are intended to identify such forward-looking statements. Forward-looking statements are subject to a number of assumptions, risks and uncertainties, many of which are beyond management's control, including undertaking further exploration activities, the results of such exploration activities and that such results support continued exploration activities, unexpected variations in ore grade, types and metallurgy, volatility and level of commodity prices, the availability of sufficient future financing, and other matters discussed under the caption "Risk Factors" in the Management Discussion and Analysis filed on the Company's profile on SEDAR+ on February 28, 2024 and in the Company's Annual Report on Form 20-F for the fiscal year ended October 31, 2023 filed with the U.S. Securities and Exchange Commission filed on February 28, 2024 available on www.sec.gov. Readers are cautioned that forward-looking statements are not guarantees of future performance and that actual results or developments may differ materially from those expressed or implied in the forward-looking statements. Any forward-looking statement made by the Company in this release is based only on information currently available and speaks only as of the date on which it is made. The Company undertakes no obligation to publicly update any forward-looking statement, whether written or oral, that may be made from time to time, whether as a result of new information, future developments, or otherwise.
SOURCE: Arras Minerals Corp.
View the original press release on accesswire.com
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In our increasingly interconnected world, the need for accurate and nuanced document translation is crucial, especially for specialized fields. Whether you're dealing with complex medical reports, intricate engineering documents, or sensitive legal contracts, choosing the right translator can make all the difference. A skilled translator ensures your message is not only understood, but also preserves the technical accuracy and professional tone essential for your field.

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Toronto, Ontario--(Newsfile Corp. - May 14, 2024) - Unigold Inc. (TSXV: UGD) (OTCQB: UGDIF) (FSE: UGB1) ("Unigold" or the "Company") is pleased to announce that it has closed a first tranche ("First Tranche") of a non-brokered private placement of up to 25,000,000 units of the Company (each, a "Unit") at a price of $0.08 per Unit for gross proceeds of up to $2,000,000 (the "Offering"). Each Unit will consist of one common share of the Company (a "Common Share") and one-half of one common share purchase warrant (each whole common share purchase warrant, a "Warrant"). Each Warrant will entitle the holder thereof to purchase one Common Share at an exercise price of $0.12 until four years following the date of issue.
The Company has issued 3,111,875 units for aggregate gross proceeds of $248,950. No finders were paid in connection with this closing of the Offering. The proceeds from the Offering will be used to fund the Company's continued exploration and development on its Neita Concession in the Dominican Republic, and for general working capital purposes. All securities issued under the Offering are subject to a four-month hold period until September 12, 2024. The Offering is subject to final acceptance of the TSX Venture Exchange.
The following "insiders" of the Company subscribed for Units under the First Tranche of the Offering:
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Each subscription by an "insider" is considered to be a "related party transaction" for purposes of Multilateral Instrument 61-101 - Protection of Minority Security Holders in Special Transactions ("MI 61- 101") and Policy 5.9 - Protection of Minority Security Holders in Special Transactions of the TSX Venture Exchange. Pursuant to MI 61-101, the Company will file a material change report providing disclosure in relation to each "related party transaction" on SEDAR under the Company's issuer profile at www.sedar.com. The Company did not file the material change report more than 21 days before the expected closing date of the Offering as the details of the Offering and the participation therein by each "related party" of the Company were not settled until shortly prior to the closing of the Offering, and the Company wished to close the Offering on an expedited basis for sound business reasons. The Company is relying on exemptions from the formal valuation and minority shareholder approval requirements available under MI 61-101. The Company is exempt from the formal valuation requirement in section 5.4 of MI 61-101 in reliance on sections 5.5(a) and (b) of MI 61-101 as the fair market value of the transaction, insofar as it involves interested parties, is not more than the 25% of the Company's market capitalization, and no securities of the Company are listed or quoted for trading on prescribed stock exchanges or stock markets. Additionally, the Company is exempt from minority shareholder approval requirement in section 5.6 of MI 61-101 in reliance on section 5.7(1)(a) as the fair market value of the transaction, insofar as it involves interested parties, is not more than the 25% of the Company's market capitalization.
The securities offered have not been registered under the U.S. Securities Act of 1933, as amended, and may not be offered or sold in the United States absent registration or an applicable exemption from the registration requirements.
About Unigold Inc. - Discovering Gold in the Caribbean
Unigold is a Canadian based mineral exploration company traded on the TSX Venture Exchange under the symbol UGD, the OTCQB exchange under the symbol UGDIF, and on the Frankfurt Stock Exchange under the symbol UGB1. The multi-million ounce Candelones gold deposits are within the 100% owned Neita Fase II exploration concession located in Dajabón province, in the northwest part of the Dominican Republic. The Company delivered a feasibility study for the Oxide portion of the Candelones deposit in Q4 of 2022. The Company applied to split the "Neita Fase II" concession into an Exploitation Concession and an Exploration Concession in late February 2022. The application for the 9,990 Ha "Neita Sur" concession has moved smoothly through various permitting stages and the Company expects that a decision will be given on the application in the second quarter of 2024. The 10,902 Ha "Neita Norte" Exploration Concession was awarded to the Company in Q2 2023. Unigold has granted Barrick Gold the right to earn a 60% interest in the Neita Norte Concession by spending not less than US$12 million before late 2032 and delivering a Pre-Feasibility Study. Barrick can increase its interest to 80% by delivering a feasibility study before late 2036. The two concessions together form the largest single exposure of the volcanic rocks of the Cretaceous Tireo Formation. This island arc terrain is host to Volcanogenic Massive Sulphide deposits, Intermediate and High Sulphidation Epithermal Systems and Copper-gold porphyry systems. Unigold has identified over 20 areas within the concession areas that host surface expressions of gold systems. Unigold has been concentrating on the Candelones mineralization, which is contained wholly within the Neita Sur concession, and is moving to bring these deposits into production.
For further information please visit www.unigoldinc.com or contact: Mr. Joseph Hamilton Chairman & CEO T. (416) 866-8157
Forward-looking Statements
Certain statements contained in this document, including statements regarding events and financial trends that may affect our future operating results, financial position and cash flows, may constitute forward-looking statements within the meaning of the federal securities laws. These statements are based on our assumptions and estimates and are subject to risk and uncertainties. You can identify these forward-looking statements by the use of words like "strategy", "expects", "plans", "believes", "will", "estimates", "intends", "projects", "goals", "targets", and other words of similar meaning. You can also identify them by the fact that they do not relate strictly to historical or current facts. We wish to caution you that such statements contained are just predictions or opinions and that actual events or results may differ materially. The forward-looking statements contained in this document are made as of the date hereof and we assume no obligation to update the forward-looking statements, or to update the reasons why actual results could differ materially from those projected in the forward-looking statements. Where applicable, we claim the protection of the safe harbour for forward- looking statements provided by the (United States) Private Securities Litigation Reform Act of 1995.
Neither TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.
To view the source version of this press release, please visit https://www.newsfilecorp.com/release/209097
​
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VANCOUVER, BC / ACCESSWIRE / May 14, 2024 / Faraday Copper Corp. ("Faraday" or the "Company") (TSX:FDY)(OTCQX:CPPKF) is pleased to announce the results of five drill holes from its Phase III program at the Copper Creek Project, located in Arizona, U.S. ("Copper Creek"). One hole was drilled to test a new target area 275 metres ("m") west of Keel and one hole was drilled to test the westward extension of Old Reliable. Three holes were drilled at Area 51 as a follow-up to the recent Starship and Eclipse breccia discoveries (announced on January 16, 2024 and March 4, 2024).
Paul Harbidge, President and CEO, commented "The Phase III drill program continues to demonstrate the exploration potential of the Copper Creek Project on a number of fronts. At Area 51, we continue to intersect and expand near-surface mineralization. At Old Reliable, mineralization is being further delineated outside of the mineral resource pit shell. Additionally, the first reconnaissance hole drilled at depth, west of Keel, confirms our thesis that there is the potential for significant mineralization to be discovered below the Old Reliable breccia complex. This new data will enable us to vector to high grade zones for further drill testing".
Highlights

• At Area 51, intersected 42.05 m at 0.41% copper from 48.55 m in drill hole FCD-24-056 at the recently discovered Eclipse breccia.
  • This hole expands the known mineralization within the Eclipse breccia approximately 20 m to the east and 50 m to the north from previous intercepts**.**
• Drilling 275 m west of Keel ("Keel West") intersected 51.45 m at 0.50% copper and 1.39 grams per tonne ("g/t") silver from 820.62 m in drill hole FCD-24-053. This intercept is within a longer intercept of 186.90 m at 0.32% copper from 820.62 m.
  • This hole is in a previously undrilled area outside the Mineral Resource Estimate ("MRE") and confirms that mineralization is open to the west of Keel and below the Old Reliable breccia.
• Step-out to the west of Old Reliable intersected 70.35 m of 0.29% copper and 1.31 g/t silver from 55.53 m in drill hole FCD-24-054.
  • Mineralization is hosted in granodiorite porphyry and confirms that near-surface mineralization at Old Reliable remains open.

(For true width information see Table 1.)
Area 51 was identified as highly prospective by integrating airborne versatile time domain electromagnetic (VTEM) geophysical data and short wave infrared spectral data together with geological mapping and sampling. Area 51 encompasses a porphyry intrusion with nine mapped breccia bodies over an area of approximately 400 m by 400 m, including Starship and Eclipse. The breccias are interpreted to have been emplaced at a shallow crustal level in the hanging wall of the northwest trending Holy Joe thrust fault, which brought Proterozoic metamorphic rocks in contact with younger sedimentary rock units to the east of Area 51. This fault is also thought to have controlled the emplacement of the Paleocene Glory Hole volcanics and Copper Creek granodiorite which host the mineral resource.
Drill hole FCD-24-056 was collared northeast of the Eclipse breccia and drilled to the southwest to increase drill coverage for the Eclipse breccia (Figures 1 and 2). Mineralization is associated with chalcopyrite and minor bornite breccia cement. The hole started in granodiorite porphyry and intersected hydrothermal breccia from 28 m to 108 m followed by granodiorite porphyry to 131 m. The remainder of the hole to 187 m is in Glory Hole volcanics. The alteration in the breccia domain is quartz-sericite-pyrite with an interval from approximately 50 m to 70 m where tourmaline is abundant.
Drill hole FCD-24-051 was collared 250 m north of the Eclipse breccia and drilled to the southwest into the Ziltoid breccia (Figure 1). The hole intersected Glory Hole volcanics in the first 180 m, followed by 4 m of granodiorite porphyry. From 184 m to 247 m the dominant lithology is hydrothermal breccia. Alteration at the start of the breccia is sericitic but K-feldspar and biotite dominate from 190 m to the end of the hole.
Drill hole FCD-24-055 was collared southeast of the Eclipse breccia and drilled to the Northwest (Figure 1). The hole intercepted Glory Hole volcanics from surface to 49 m, followed by a series of granodiorite and monzogranite porphyries. From 136 m to 327 m the hole intersected hydrothermal breccia cemented by quartz, pyrite and specular hematite. Alteration within the breccia is intense quartz-sericite. Minor copper mineralization is associated with chalcocite near the upper contact of the breccia.
Keel West is the area between the Keel zone and Old Reliable. This area coincides with a prominent untested geophysical anomaly which extends westward from the known mineralization at the Mammoth breccia and Keel zone to below Old Reliable (Figure 3).
Drill hole FCD-24-053 was collared east of Old Reliable and drilled to the south-southeast (Figures 1 and 3). Mineralization is associated with bornite and chalcopyrite bearing veins with narrow sericite-biotite-K-feldspar alteration halos and the hole ends in mineralization. This type of bornite-rich, vein-hosted mineralization is known to be associated with high-grade mineralization and elevated gold grades at Keel and suggests the potential for other high-grade mineralized centers at depth below known near-surface mineralized breccias in the area.
Old Reliable was the site of small-scale underground mining for copper and molybdenum prior to World War II. Starting in the 1970s, an experimental in-situ leach operation recovered some of the near-surface copper oxide mineralization. The sulphide-hosted mineralization remains in place. During the 1990s, densely spaced vertical drilling led to resource definition to approximately 200 m below surface. Several of those drill holes end in mineralization and the resource is open at depth and laterally. Additional follow up drilling is planned for this area.
Drill hole FCD-24-054 was collared north of Old Reliable and drilled to the southwest (Figures 1 and 4). The hole was designed to test the westward extension of the mineralization outside of the open pit used to constrain the MRE. Mineralization is associated with disseminated and vein-hosted chalcopyrite within granodiorite porphyry. The drill hole intercepted Glory Hole volcanics from surface to 50 m and granodiorite porphyry to 208 m, returning to Glory Hole volcanics to 295 m and granodiorite for the last 12 m. Dominant alteration associated with the mineralization is sericite with kaolinite. Similar alteration is present in the Old Reliable breccia (as discussed in a news release dated April 10, 2024).
Figure 1: Plan View Showing Surface Geology and Location of Drill Holes
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Figure 4: Cross Section Showing Drill Hole FCD-24-054 at Old Reliable
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Table 1: Selected Drill Results from Copper Creek
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Note: All intercepts are reported as downhole drill widths. Mineralization includes bulk porphyry style and breccia mineralization true widths are approximate due to the irregular shape of mineralized domains. N/A: Not analyzed.
Table 2: Collar Locations from the Drill Holes Reported Herein
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Note: Coordinates are given as World Geodetic System 84, Universal Transverse Mercator Zone 12 north (WGS84, UTM12N).
Next Steps
Phase III drilling continues and is focussed on three objectives:

• Reconnaissance drilling on new targets;
• Expanding the MRE; and
• Better delineating high-grade mineralized zones.

As part of the Phase III program, twenty-seven drill holes have been completed and results for nineteen have been released. Thirteen holes were drilled in Area 51, three in the Copper Prince-Copper Giant area, eight in the Bald-American Eagle area and three near Old Reliable. Current focus of drilling is on the near-surface breccias in the American Eagle area.
Sampling Methodology, Chain of Custody, Quality Control and Quality Assurance
All sampling was conducted under the supervision of the Company's geologists and the chain of custody from Copper Creek to the independent sample preparation facility, ALS Laboratories in Tucson, AZ, was continuously monitored. The samples were taken as ½ core, over 2 m core length. Samples were crushed, pulverized and sample pulps were analyzed using industry standard analytical methods including a 4-Acid ICP-MS multielement package and an ICP-AES method for high-grade copper samples. Gold was analyzed on a 30 g aliquot by fire assay with an ICP-AES finish. A certified reference sample was inserted every 20th sample. Coarse and fine blanks were inserted every 20th sample. Approximately 5% of the core samples were cut into ¼ core and submitted as field duplicates. On top of internal QA-QC protocol, additional blanks, reference materials and duplicates were inserted by the analytical laboratory according to their procedure. Data verification of the analytical results included a statistical analysis of the standards and blanks that must pass certain parameters for acceptance to ensure accurate and verifiable results.
Qualified Person
The scientific and technical information contained in this news release has been reviewed and approved by Faraday's VP Exploration, Dr. Thomas Bissig, P. Geo., who is a Qualified Person under National Instrument 43-101 - Standards of Disclosure for Mineral Projects ("NI 43-101").
About Faraday Copper
Faraday Copper is a Canadian exploration company focused on advancing its flagship copper project in Arizona, U.S. The Copper Creek Project is one of the largest undeveloped copper projects in North America with significant district scale exploration potential. The Company is well-funded to deliver on its key milestones and benefits from a management team and board of directors with senior mining company experience and expertise. Faraday trades on the TSX under the symbol "FDY".
For additional information please contact:
Stacey Pavlova, CFA Vice President, Investor Relations & Communications Faraday Copper Corp. E-mail: [info@faradaycopper.com](mailto:info@faradaycopper.com) Website: www.faradaycopper.com
To receive news releases by e-mail, please register using the Faraday website at www.faradaycopper.com.
Cautionary Note on Forward Looking Statements
Some of the statements in this news release, other than statements of historical fact, are "forward-looking statements" and are based on the opinions and estimates of management as of the date such statements are made and are necessarily based on estimates and assumptions that are inherently subject to known and unknown risks, uncertainties and other factors that may cause actual results, level of activity, performance or achievements of Faraday to be materially different from those expressed or implied by such forward-looking statements. Such forward-looking statements and forward-looking information specifically include, but are not limited to, statements concerning the exploration potential of the Copper Creek property.
Although Faraday believes the expectations expressed in such forward-looking statements are based on reasonable assumptions, such statements should not be in any way construed as guarantees of future performance and actual results or developments may differ materially. Accordingly, readers should not place undue reliance on forward-looking statements or information.
Factors that could cause actual results to differ materially from those in forward-looking statements include without limitation: market prices for metals; the conclusions of detailed feasibility and technical analyses; lower than expected grades and quantities of mineral resources; receipt of regulatory approval; receipt of shareholder approval; mining rates and recovery rates; significant capital requirements; price volatility in the spot and forward markets for commodities; fluctuations in rates of exchange; taxation; controls, regulations and political or economic developments in the countries in which Faraday does or may carry on business; the speculative nature of mineral exploration and development, competition; loss of key employees; rising costs of labour, supplies, fuel and equipment; actual results of current exploration or reclamation activities; accidents; labour disputes; defective title to mineral claims or property or contests over claims to mineral properties; unexpected delays and costs inherent to consulting and accommodating rights of Indigenous peoples and other groups; risks, uncertainties and unanticipated delays associated with obtaining and maintaining necessary licenses, permits and authorizations and complying with permitting requirements, including those associated with the Copper Creek property; and uncertainties with respect to any future acquisitions by Faraday. In addition, there are risks and hazards associated with the business of mineral exploration, development and mining, including environmental events and hazards, industrial accidents, unusual or unexpected formations, pressures, cave-ins, flooding and the risk of inadequate insurance or inability to obtain insurance to cover these risks as well as "Risk Factors" included in Faraday's disclosure documents filed on and available at www.sedarplus.ca.
This press release does not constitute an offer to sell or a solicitation of an offer to buy any securities in any jurisdiction to any person to whom it is unlawful to make such an offer or solicitation in such jurisdiction. This press release is not, and under no circumstances is to be construed as, a prospectus, an offering memorandum, an advertisement or a public offering of securities in Faraday in Canada, the United States or any other jurisdiction. No securities commission or similar authority in Canada or in the United States has reviewed or in any way passed upon this press release, and any representation to the contrary is an offence.
SOURCE: Faraday Copper Corp.
View the original press release on accesswire.com
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The kitchen is on fire. Welcome to the final part of the Vapiano story where the tables are turning. In the first two episodes we followed Mark Korzilius' journey from setbacks to founding Vapiano, a groundbreaking restaurant concept, highlighting its fresh ingredients, dynamic atmosphere, and data-driven operations that drove rapid success. While achieving initial profitability and garnering attention from industry giants like McDonald's, Vapiano's global expansion has led to stellar revenue growth. However, it has also resulted in the emergence of numerous side projects (or distractions), operational challenges, increased costs, significant investments, and a notable accumulation of debt. This underscores the prioritization of top-line growth over profitable growth. We will continue on this thread and see how the story ends, but I would encourage you to read part one and two for better context. Vapiano P1: Italian Food Made in Germany (substack.com). Let's dig in.
Before Going Public
We are now in 2015 and the year is a disaster for Vapiano's PR department. Employee time stamps are being manipulated, endless overtime for employees and high turnover in managerial roles are reported; mice in the kitchen and even rotten food allegedly found.
The company is confronted with allegations of exceeding working hours among trainees in an article published by Welt am Sonntag, while the same outlet accuses Vapiano of manipulating punch times. The auditing firm PwC is commissioned to investigate the allegations and finds that there is no systematic approach but rather misconduct by individual employees, a mistake that’s being corrected. Internal however, investigations into stamp times are carried out regularly now and beyond its obvious reputational impact, this sucks up valuable management time and attention.
In the summer of 2015 CEO, co-founder and investor Gregor Gerlach, who has been running the group since 2011 is stepping down and Jochen Halfmann is taking over. A new Vapiano People Program with an App is being developed with the aim to better interact with customers that will incorporate innovate features such as mobile pay. The German website sees a launch of new magazine to further promote the brand and there is now a full inhouse blogger and Instagram team being installed. In October the company buys seven restaurants from original co-founder, former co-investor and ex-president previously responsible for internation expansion Kent Hahne (2x Bonn, 3x Cologne, 1x Koblenz and one in Cologne that’s under construction). This package of Vapiano restaurants is very successful and generates net sales of more than 20 million euros in 2014. Hahne opened his first Vapiano restaurant in Cologne in August 2006 and in 2015 with his company apeiron AG, Hahne operates six L'Osteria franchise restaurants, a direct Vapiano competitor, and two self-owned restaurants GinYuu.
Then in November of 2015, the next public relations bomb goes off with allegations regarding the company's quality standards. The company immediately investigates the issue through internal and external specialists but finds no evidence of any quality issues. Nevertheless, knowing that the group is now being closely watched, the company’s already in place hygiene standards are being reinforced. Additional audits and inspections are performed nationally. Further, all Vapianos worldwide are being audited twice by the partners SGS Institut Fresenius and SAI Global. Auditing software is purchased to simplify the implementation of the audits and the resulting measures. Apart from the external examinations, there is a food sampling plan in place being performed continuously. Again, all of this sucks up costs, management time and attention. With all these tumultuous developments the company’s growth engine is undeterred. Revenue grows by a whopping 50 million euros to 202 million euros, an increase of 33%. Impressive. While average spent per customer increases in all countries, the number of customers per day in Germany decreases by 3.3% partially due to the negative press towards the end of the year. Five own, four JV and 19 new franchise restaurants are added that year to the group, the total number of own managed restaurants grows to 51, there are 31 JVs and 84 franchises which bringing the total to 166 Vapiano restaurants. Global restaurant sales are now above 400 million euros.
But while revenue grows by an astronomical 50 million euros, operating profits, alarmingly, shrink again. Gross margins are staying perfectly healthy above 75% but operating costs keep growing disproportionately fast. The Company’s outstanding debt jumps by almost 30 million, close to 85 million euros by the end of the year. With operating profits at 9.5 million euros, alarm bells should be going off right now.
In Q4 of 2015, new CEO Jochen Halfmann introduces Strategy 2020. The new strategy includes five essential points. One, profitable growth in the newly defined core markets of Germany and Austria as well as in the UK, Netherlands, France and USA. Two, operational excellence through strict “best practice” management. Three, further development and digitalization of the concept considering guest feedback. Four, greater focus on long-term employee retention and five, building a modern and sustainable IT landscape. Sound’s good on paper but let’s see how things pan out.
Vapiano's investments (capital expenditures) that year are primarily directed towards new restaurant openings, renovations of existing establishments, and share acquisitions in other Vapiano restaurants from franchisees or JV partners. A significant portion of funds is allocated to the digitalization of the guest experience, including the development of a new app scheduled for market release in 2016 and the implementation of a time recording system across all group restaurants. The world's first standalone Vapiano restaurant with a delivery service that year is built in Fürth, Germany. The company keeps expanding its presence in both inner-city locations and international markets, such as Shanghai, China.
To finance all of this, the group has its own operating cash flow which comes in at 18 million while capital expenditures are 26 million euros plus 14 million for acquisitions. The funding gab is filled with 26 million euros of new debt and a seven-million-euro equity raise. At that end of the year and after the equity raise Gregor Gerlach (through his AP Leipzig GmbH & Co. KG entity) holds 30.1%, Hans-Joachim and Gisa Sander through their Exchange Bio GmbH hold 25.5% and the Tchibo heirs, Herz through their Mayfair Beteiligungsfonds II GmbH & Co. KG hold 44,4%.
But for the first time the restaurant’s concept that was so successful to date is being questioned. Some customers are starting to mislike the operational flow of the concept itself. If you want pasta, you must queue for pasta. If you want pizza you stand in a different queue. A small side salad, yet another queue. "You spend more time carrying trays than an actress in Berlin-Mitte. The audience in the pasta limbo can only consist of people who have worked for an insurance company for a long time and, like Stockholm syndrome, they can no longer get away from the industrial canteen feeling," writes TV host Beisenherz provocatively. While overly harsh in his assessment he's not entirely wrong judging by customers venting their frustrations in forums and social media channels. It isn’t uncommon for those who ordered pizza to have already finished eating while there is little movement in the pasta queue. Long term that doesn't go down well, QSRs competitors like L’Osteria are handling this process differently, with much success.
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Tipping Point

Where are now in the year 2016 and things start to deteriorate visibility. Perhaps not for the leman’s eye but any business minded observer can see that there are problems under the hood. Yes, revenue grows yet another whopping 50 million to almost 250 million euros but half of that growth, comes from acquisitions of restaurants that the group didn’t already own 100%, which is now being fully consolidated within the group’s accounts. Here is a concrete example. In the past, Vapiano SE, the group’s top holding company held an indirect 50% stake in a French subgroup via the subsidiary VAP Restaurants SA, based in Luxembourg, and included this as an associated company in the Vapiano SE consolidated financial statements using the equity method. Due to the acquisition of additional shares in September of 2016, Vapiano SE's indirect share in the French subgroup increased to 75%. This means that Vapiano SE takes control of the French subgroup, which is therefore included in the group’s financial statements as part of the full consolidation. The revenue from the acquired subsidiary now recorded in the consolidated income statement amounts to 12.8 million euros. While that’s great for the top line, the loss of the fully consolidated entity equates to 0.2 million euros. Yes, you are buying revenue, but there are losses attached to them, not profits. A similar case is the Swedish entity that runs eight restaurants with revenue of 11.5 million euros but has losses of 235 thousand euros. So much for Strategy 2020 and “profitable” growth.
That year the group’s operating profits are absolutely tanking, halving to 3.5 million euros. Operating profits are now a mere 1,4% of revenue. Remember original founder Mark Korzilius who talked about operating margins of 25% to 28% at the restaurant level? Yes, there are overhead costs for the organization that sits above the chain of restaurants, but operating margins that low indicates a course correction is needed. What’s telling is that in the annual report, in the management discussion section, the company starts talking about EBITDA as a proxy measure of profitability, rather than operating profit or net income. This wasn’t the case in the years before. Is this window dressing for an upcoming IPO? EBITDA is short for earnings before interest, tax, depreciation, and amortization. How can you measure profitability of a restaurant chain that absolutely and unequivocally needs capital investment to maintain its restaurant operations, the very source of cash generation, by simply excluding this maintenance charge (depreciation in the income statement)? Vapiano’s own annual report talks about the fact that existing restaurants must be rejuvenated from time to time and that new interior designs have to be implemented every few years. These things wear and tear, they go out of style, kitchen equipment breaks and needs replacement. This business absolutely needs maintenance capital expenditure, why anyone talks of profits before these maintenance costs is beyond me. Fun fact: in the previous annual report EBITDA is mentioned seven times, mostly around restaurant acquisitions and financing, not however as a profit indication for the group. In the new annual report, EBITDA is mentioned 28 times. Maybe it’s just me but belated Charlie Munger liked to call EBITDA: bullsh*t earnings. When in doubt I stick with Charlie. Interestingly, EBITDA for Vapiano keeps growing while operating and net profits keep falling.
Operating cashflow for the group that year is about 21 million euros, but capital expenditure is 30 million and acquisitions for subsidiaries another 20 million. To finance these expenditures another 28 million euros of debt and 16 million of equity is raised. Net debt rises above 130 million euro. The operating cashflow of the group before any capital expenditures is 21 million euros. I am not sure free cash flow would be significantly positive after maintenance capex is paid out; it’s not broken out so we can’t be sure. Granted, I am not on the ground during this time, and I am not in the board room, I am simply reading what’s in front of me, but to me this is starting to look like a distressed situation. Regardless, the following year the company goes public.

IPO

Where are now in the year 2017 and its Vapiano’s first year as public company. The company’s annual report reads the following “Sales revenue, like-for-like growth (LfL) and the earnings figures EBITDA and adjusted EBITDA are used as the most important financial performance indicators for controlling operational business activities.” The very same report however also says: “The majority of the group's investments regularly go towards opening new restaurant locations and modernizing existing restaurants. The latter are differentiated into regular replacement investments that occur during ongoing operations (Maintenance CAPEX) and fundamental investments in the renovation of a restaurant (Remodeling CAPEX). On average, a restaurant remodeling takes place nine years after opening.” It says it right there in their own report; every nine years a remodeling is taking place. Remodeling and updating is not cost free, so why exclude depreciation charges which reflect capital expenditures? I understand that perhaps you would want to strip out one-off opening costs, that’s fine and fair, but don’t go overboard.
The number of restaurants increases by 26 (previous year: 13) to a total of 205. The increase consists of 27 new openings and one closure. Group revenue grows to an astonishing 325 million euros but here comes the shocker, operating profits turn negative to 25 million. Fine, strip out foreign exchange losses of 3 million, IPO costs of 5.8 million and new opening costs of 6.1 million and you still have 10 million euros of operational losses. All the while the debt load of almost 130 million hasn’t materially changed, so those operating losses are before a six-million-euro interest payment. 184 million euros are raised through the IPO of which 85 million go to the company. This money is earmarked for further expansion as the group has ambitions to almost double the footprint to 330 restaurants by the end of 2020. The company is currently not profitable on an operating basis, and still wants to expand aggressively? I don’t get it. The remaining 100 million euros of the IPO money raised is distributed to co-founder Gregor Gerlach and Wella heirs Hans-Joachim and Gisa Sander. The family office of the former Tchibo owners Günter and Daniela Herz with a 44% stake, don’t sell a single share. After the IPO, 32% of all the company’s shares are now in free float.
One year later, in 2018, things get even worse. Revenue grows to 371 million, but operating losses mount to 85 million euros, that’s before interest expenses of 9 million. Even the beloved EBITDA figure turns negative, meaning the operating business before any expansionary or even maintenance capital expenditures is loss making. All regions are experiencing significant deterioration in their earnings profiles. Like for like sales are down 1% across the board. That’s revenue, not profitability. The question naturally arises: is the Group approaching its natural saturation point here or this operational by nature? The operating cash flow is now 9 million while financing cost are close to 7 million. That leaves 2 million for maintenance capital for 74 own restaurants and 76 joint ventures ones. Describing this as financially tight, would be an understatement.
Things are not looking good at this point. Yet the company still grows restaurants by 26 new sites. 64 million euros are spent on acquisitions, new openings, and maintenance costs, financed through a 20 million-euro equity raise and 72 million of new debt. The Company now has net debt outstanding of over 160 million euros. After the equity raise and by the end of the year 2018, Mayfair owns 47.4%, VAP Leipzig, Gregor Gerlach’s entity owns 18.9% and the Sander couple own 15.5% of the company. Yes, the Sanders and Gerlach may have taken 100 million euros off the table, but they still have substantial skin in the game. Plus, Mayfair hasn’t sold a single share and instead injects more money into the company through the equity round. The stock has now fallen from its IPO price of 23 euros per share to under 6 euros by the end of 2018. Something must be done here. And indeed, there is pivot in strategy and a hard push for change. At last, the management team abandons its aggressive growth plan and curtails new openings significantly. Additionally, the team wants to run a thorough analysis of weak locations to then either discontinue or sell sites. In Europe, the operating focus will be put on corporate restaurants and joint ventures in major cities to ensure the ideal size and location to match the respective demographic target group. Outside of Europe, the franchising business is being expanded and at the same time a consolidation of the existing corporate and joint venture markets is being sought. All future investments will be reviewed to achieve higher rates of returns on new openings. Investments are also being made in the renovation of older restaurants. The goal in the future is to also open smaller formats, like Mini-Vapianos (less than 400 square meters) or Freestander at prominent transportation hubs outside city centers (currently in Fürth and Toulouse) to cater to individual location requirements, and to enter new partnerships. I am not sure why management hasn’t stopped all expansion altogether, bringing the ship in order first, getting profitable, clean up, all hands-on deck before considering any further expansions whatsoever. But again, it’s easy to comment from the sidelines; maybe they saw white spaces that would be covered by competing concepts if they weren’t moving fast and aggressively enough. Although pushing internationally means competing with local players such as Jamie's Italian, Prezzo, Pizza Express, Wagamama, Nando's and many more which brings in its own dynamic.
Management also aims to enhance guest satisfaction. This involves refining operational processes, reorganizing the support center, and refocusing on the core offering: providing fresh and high-quality Italian food at affordable prices for a broad audience. The group also aims to reduce waiting times, especially during lunch, while also improving the evening atmosphere. There is even what I would call an evolution, away from Vapiano’s original concept, reorientating the customer journey. The ordering flow is being changed, offering guests synchronized preparations of all dishes while eliminating wait times at the cooking stations. The open show kitchen remains, staying true to original mantra of freshness and transparency but now guests can choose their preferred method of ordering through a mobile app, using a digital order point (kiosk), or by personally placing an order with a waiter. Guests can still freely choose their table and are then informed about the complete preparation of their order through a pager or their smartphone. This is a substantial deviation from the original concept, but a needed one. The group is also exploring and implementing the expansion of take-away and home delivery services but only at suitable locations, not universally across new openings. I am not sure why home delivery is even a priority here; it adds operational complexity. It’s better to clean up shop first and get back to the basics before adding new complexities. To be fair management does try to simplify. There are 49 different permanent dishes on the menu and additional 10 seasonal ones. Customers can choose from eleven different types of pasta. There is simply too much choice, and it makes orders complicated. The company announced to slim the menu down to its most popular and typical Vapiano dishes. There’s no need for an Asian salad at an Italian restaurant. "We have to go back to the roots, i.e. classic, honest Italian cuisine" says COO Everke. Regardless, in November of 2018, the supervisory board pulls the plug on CEO Jochen Halfmann and replaces him with Cornelius Everke. Everke himself has just become COO five months ago. Since 2017 he was responsible for international expansion. From 2011 to 2017 that role was filled by Mario Bauer – put a pin in that name, he’ll play a key role in the groups fate later. Then nine months later, in the middle of 2019, Cornelius Everke quits. He essentially concludes that his skillset and experience in the areas of internation expansion is no longer needed in the foreseeable future. To put it differently: Vapiano has moved from a growth story and has become a restructuring case, and other skills are required for that job. In June of 2019 Everke says the following “(we’ve) made a bit of a mistake when it came to foreign expansion”. No sh#t. Vapiano postpones the presentation of the 2018 annual financial statements three times in the spring of 2019, citing negotiations over an urgently needed loan of 30 million euros. It’s not until the end of May that a binding loan commitment comes through from the financing banks and major shareholders.
We are now in August of 2019 and the corona pandemic is just around the corner. Supervisory board chief Vanessa Hall takes over as interim-CEO and things are unravelling. Visitor numbers are declining; originally, it was planned to sell the US business but halfway through the year the buyer cannot come up with the money. But not all restaurants are performing poorly. The group's poor figures contrast starkly as an example with the experiences of the Swiss-German franchisee, who runs six restaurants. The Sodano family in Switzerland pays Vapiano a royalty of 6% of sales for the use of the brand. Enrico Sodano explains in an interview that they operate largely autonomously from the licensor. If an “accident” were to occur, he could immediately replace the Vapiano sign with Sodano, he says. The family concluded the rents and contracts with employees and suppliers independently. The Sodano family have six locations in Bern, Basel and Zurich, around one million guests every year and 350 employees. Things are going well on the ground. The delivery service they’ve built is offering them a second income stream. Expansion into Winterthur, St. Gallen and Lucerne are being planned; small locations with 150 to 250 square meters and an attached delivery service. Originally, Vapiano restaurants used to be huge but for such a large restaurant to be profitable, 800 to 1,000 guests per day are needed. That’s possible in medium-sized cities, but not in smaller towns which is why the Vapiano group now also supports smaller formats. Back to our corporate drama. The 2019 annual report would be the last report the group files. By the end 2019 the outstanding debt of the company is at an astronomical 450 million euros. Revenue has grown by another 7%, produced by four net new openings through two JVs and two franchise restaurants but operating losses come in at 317 million euros. That sound like an absolute shocker at first but depreciation and amortization charges are 345 million, so that operating cash flow is actually positive but unfortunately capital expenditures and interest payments are so large that they are eating up all of the company’s operating cash flow. Then in the beginning of 2020 Corona hits with full force and the world shuts down. As a result of the measures to prevent further spreading of the virus, the group is forced to cease all global business operations (except in Sweden). While all these shutdowns are happening, the group is the middle of negotiating with its lending banks and main shareholders. There are additional financing needs for restructuring measures, even without a pandemic happening in the background. The situation is so dire that the company starts pleading to the German government to roll out the package of financial help more quickly. Unfortunately, it’s to no end. The rapid closure of restaurants and the resulting lack of operating cash inflows in conjunction with the additional financing requirements, lead to the company’s final knockout punch. In April of 2020, the Vapiano group officially files for insolvency proceedings. The end of an era.

New Beginnings

Because of the pandemic, the majority of the group's subsidiaries in Austria, the Netherlands, Denmark, the United States, Sweden, and China also file for insolvency or seek liquidation. The US business never gets sold in the end and is wound down. In the summer of 2020, significant group divestments occur, including the sale of 75% shares in the group's French subsidiaries, shares in franchisor companies, Australian subsidiaries, German subsidiaries, associated companies, self-managed restaurants in Germany, and insolvency-related sales in the Netherlands, Great Britain, and Sweden. The buyer of the Vapiano brand and one of these bundles of Vapiano restaurants is company named Love & Food Restaurant Holding, a consortium led by Mario C. Bauer – a name I told you to remember. Bauer was a former Vapiano board member and led the national and international expansion, opening 200 sites in 33 countries from 2011 to 2017 until he was succeeded by Cornelius Everke. Bauer didn’t feel comfortable with the IPO at the time but clearly has a lot of managerial and entrepreneurial talent.
The buyer consortium is an absolute A-Team comprised of European QSR top league hitters, including the founder of the Pret A Manger chain Sinclair Beecham; Henry McGovern, the founder and Ex-CEO of the giant international restaurant and foodservice operator AmRest; the Van der Valk Family that runs hotels and Vapiano restaurants in the Netherlands, and co-founder and ex-CEO Gregor Gerlach. The acquisition value is 15 million euros and entails 30 Vapiano restaurants in Germany, albeit that’s just the purchase price which comes on top of any capital investment needed to refresh and return the sites to its former glory. Nevertheless, just as a thought experiment, if you can get each site to 2 million euros of revenue and 400,000 euros in operating profit on average, which wouldn’t be an overly aggressively assumption given the company’s history, you’ve got yourself a package that can deliver restaurant-level operating profits of 12 million euros or more. It’s not disclosed how much capex was needed to refresh the operations, just that fact that the overall investment plus purchase price was a middle double-digit million-euro figure. Stil, it probably was a decent purchase. The same consortium buys Vapiano’s French business for 25 million euros just two weeks prior. After the transaction concludes, the master franchise is given to Delf Neumann and his Gastro & Soul GmbH. Neumann is an experienced operator, and he is ambitious to revitalise the brand with new services and products. For example, instead of pizza, the restaurants will be serving pinsa - a flatbread made from sourdough, wheat and rice flour, topped similarly to a pizza. It targets a more health-oriented customer base looking for a less calory heavy option. The menu overall is expanded by including a variety of vegan and vegetarian dishes.
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Today Neumann’s Gastro & Soul GmbH operates 18 Vapianos on its own account and has 29 franchise sites, amongst other brands. By the year 2021, Vapiano operates 191 restaurants in 34 countries. This is around 50 fewer sites than before the bankruptcy. The number of branches is particularly thinned out in Germany – from 80 to 55. Nevertheless, Vapiano's home country remains by far the largest market, followed by France with 35 restaurants and Austria with 15 locations. “We have shrunk ourselves to health,” says Bauer in the aftermath and there is no further shrinking planned. Quite the opposite, the smell of expansion is in the air again – pun intended. Not as aggressively as before and with a new menu and ordering process.
Overall, the team around Bauer is filled with industry experts with knowledge and networks gained over decades who have a great track record, a long-term view, and the staying power to let Vapiano breath and finds its way back to success. The pressure of being a public company with all the associated quarterly, half-year and yearly disincentives have been removed. The menu is changed and extended with new types of pasta and sauces with significantly more vegetarian and vegan dishes available. Guests can order with restaurant staff, at terminals or on their phones and there are barcodes attached to the tables identify the respective seat. The food is brought to your table, all at the same time if you are in a group, no more annoyances with waiting in line. There is a plan for smaller, 350 square meter locations, with half the number of guests and significantly fewer staff and less set-up costs required to make the economics work. Locations that capitalize on remote work and increased demand for local lunch options, higher population density with shorter delivery routes and therefore cost-effective in house delivery services are targeted. And Bauer is testing the concept of ghost kitchens, which operate without a dining room or service staff, focusing solely on preparing food for delivery services, which for obvious reasons have a very different operational set up and footprint. Original founder Mark Korzilius however is not entirely convinced. He is not a fan of the pinsa for instance and he considers Vapiano's pizza as its cash cow, flagship product and believes that the core Vapiano proposition of Pizza, Pasta, Bar that has given the company its original success is being diluted. He instead admires the competitor L'Osteria, saying they’ve done a better job by focusing on Italian classics, especially the impressively large pizzas that sticks out beyond the plate is leaving every customer in awe. The guys who run L’Osteria are the same guys who have built Vapiano with him in the first place. Bauer on the other hand, like a true business leader, remains undeterred, stating that he is frequently asked whether Vapiano's restart was bold or foolish. He believes in entrepreneurship, franchising, in his experienced fellow partners and importantly the Vapiano concept. By the year 2024 you can find over 140 Vapiano branded restaurant in 27 countries across the globe, including locations far away from its birthplace like Australia, USA, Columbia, Chile, Bahrain, and Saudi Arabia. And why not? Italian food is, and will remain to be, incredibly popular. Vapiano offers fresh and tasty food at affordable prices in a good atmosphere. This combination of attributes should attract a lot of customers. It certainly has in the past.
For more stories: WIP Thomas Weitzendoerfer Substack

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Creating a space that reflects your personality and provides comfort is essential for any home. Whether you’re moving into a new place or looking to refresh your current space, the interior design of your home plays a significant role in setting the ambiance and enhancing your quality of life. In this blog post, we’ll explore a step-by-step plan to help you transform your living space into a cozy haven that you’ll love coming home to every day.
Step 1: Define Your Style Before diving into the specifics of your home interior design, take some time to define your style preferences. Are you drawn to minimalist aesthetics, or do you prefer a more eclectic mix of colors and textures? Browse interior design magazines, websites, and social media platforms like Pinterest for inspiration, and create a mood board to visualize your ideas. This step will serve as a foundation for the rest of your design process.
Step 2: Assess Your Space Next, assess the layout and dimensions of your home. Take note of any architectural features, such as windows, doors, and built-in fixtures, that may influence your design choices. Consider the flow of traffic within each room and identify any areas that need special attention, such as awkward corners or narrow hallways. Understanding the unique characteristics of your space will help you make informed decisions when planning your interior design.
Step 3: Establish a Color Scheme Choose a color scheme that reflects your personal taste and complements the existing elements of your home. Whether you opt for soothing neutrals, vibrant hues, or a combination of both, consistency is key. Use paint swatches, fabric samples, and decor accents to test different color combinations and determine what works best for each room. Remember to consider factors like natural light and room size when selecting colors, as they can impact the overall ambiance of your space.
Step 4: Select Furniture and Accessories Now it’s time to furnish your home with pieces that not only look great but also serve a functional purpose. Start by prioritizing essential items, such as sofas, dining tables, and beds, and then layer in decorative accents like rugs, throw pillows, and wall art to add personality and warmth to each room. Pay attention to scale and proportion to ensure that your furniture fits comfortably within the space without overwhelming it. Don’t be afraid to mix and match different styles and textures to create visual interest and depth.
Step 5: Maximize Storage and Organization Clutter can quickly detract from the beauty of your home interior, so it’s essential to prioritize storage and organization solutions. Invest in multi-functional furniture pieces, such as ottomans with built-in storage or bookshelves with integrated cabinets, to maximize space and keep belongings out of sight. Utilize baskets, bins, and drawer dividers to corral smaller items and maintain a tidy environment. By creating designated storage areas for everything from shoes to paperwork, you’ll streamline your daily routine and maintain a sense of order throughout your home.
Step 6: Infuse Personal Touches Lastly, infuse your home with personal touches that reflect your interests, hobbies, and experiences. Display cherished mementos, such as family photos, travel souvenirs, and heirloom pieces, to add character and nostalgia to your decor. Incorporate elements of nature, such as potted plants, fresh flowers, and natural materials like wood and stone, to bring a sense of serenity and balance to your space. By surrounding yourself with items that hold sentimental value, you’ll create a home that truly feels like your own.
Conclusion: Designing the interior of your home is a highly personal and rewarding process that allows you to express yourself creatively while creating a comfortable and functional living environment. By following this step-by-step plan and infusing your unique style and personality into every decision, you’ll create a cozy haven that you’ll be proud to call home for years to come.