Town of Lewiston approves site plan for Citrine solar facility
The Lewiston Town Board approved site plans for Citrine Solar's proposed facility in a former town landfill.
The approval was contingent on a host agreement that still has to be worked out and an access agreement to be notarized by Modern Disposal.
The Connecticut-based company wants to build a 2.5-megawatt commercial system on the closed landfill at 4746 Model City Road, next to Modern Disposal's Lewiston office. The solar panels would make up eight to 10 acres of the 29.5-acre site.
The site is owned by the Washuta family trust and zoned for industrial use. The town has limited any new solar farms to industrially zoned areas since this past August.
This array would be a community solar project under the Community Solar Power Program, with the power generated for National Grid. The amount of power generated would degrade by half a percent every year, with the panels still capable of producing 80% of its capacity after 20 years.
The decommissioning plan will last 30 years with Citrine paying the town $170,000 for the first year of operations, then increasing by 2.5% per year over the plan's course.
Citrine has worked on 15 arrays generating 37.32 megawatts of power across New York, New Jersey, Maryland, Connecticut, and California.
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Yahoo
an hour ago
- Yahoo
One entrepreneur's supply-chain odyssey shows just how difficult it is to quit China
Michael Einhorn wanted to quit China. He really did. He supports the Trump agenda that champions fewer regulations, a lower tax burden for businesses, and elimination of environmental mandates that inflate energy prices. He founded Dealmed on a shoestring in 2006; today it's one of the two biggest privately owned, non-private-equity-held manufacturers and distributors of medical supplies in the New York–New Jersey–Connecticut tristate market. And he largely buys Trump's argument that China is cheating on trade. So when the POTUS announced his 'Liberation Day' tariffs of 135%, Einhorn figured there must be some decent alternatives to source the 10,000 products including masks, gauze, testing equipment, and gowns that he sells to clinics and health care facilities all over the U.S. And this wouldn't even be the first time Einhorn had weaned his company off China. During COVID, when Trump's first set of tariffs had made importing more costly, Einhorn had pieced together a patchwork of suppliers that had squeezed the Chinese share of his company's imports down to 15%. How hard could it be to repeat that strategy again? Nearly impossible, as he found out. Over just five years the manufacturing world has changed so dramatically, that things that seemed possible then no longer make any financial sense. 'China dominates the world in most health care manufacturing,' Einhorn tells Fortune. 'Their automation, quality, pricing is just superior. I acknowledge the problems with China's trade practices, but in the lane I play in, it's just reality. China's so far ahead of the curve I won't hurt myself by moving away.' His odyssey is instructive because it shows how quickly Chinese manufacturing has advanced; how few viable alternatives there are in certain sectors; and ultimately, how even after factoring in tariffs, many businesspeople who want to move away from China, can't. Says Einhorn: 'The administration can scream and yell, but how do you replicate what the Chinese are exporting into the U.S.? It's just not happening.' Einhorn's trade saga starts in the early 2010s, when Dealmed was purchasing only around 15% of what it sold from China, mostly basic stuff such as adhesive tape and paper products such as surgical gowns. In those days, China's quality for more upscale offerings didn't match the norm for the U.S. and Europe, notes Einhorn. In 2014, Einhorn made a major pivot from distributor-only to doubling as a manufacturer. Dealmed was buying from wholesalers that purchased the goods from Chinese producers and shipped them from U.S. ports of entry to their own storage facilities and on to Dealmed's warehouses. Dealmed then provided the final leg of the journey by handling sales to its widely dispersed health care customers served by its corps of reps. Einhorn determined that Dealmed could make more money by eliminating the middlemen, and making the same goods itself, by outsourcing the production to Chinese plants, many of which were churning out the stuff it was getting from the wholesalers. It first moved standard fare such as face masks and washcloths to the contract manufacturing model, then, as the Chinese upped their game, added on-site testing gear and other sophisticated wares. By 2018, the thriving enterprise was importing 80% of its Dealmed-branded, outsourced products from China. All told, that new business accounted for around 30% of its revenues, and alongside its traditional franchise distributing Chinese brands for wholesalers, its total made-in-China sales contributed 45% of the total top line. Then Trump's tariff barrage pushed Einhorn to marshal the first of two dramatic course reversals. In September of 2019, the administration slapped 10% duties on selected Chinese medical exports, and in 2020, raised the levies to 25% on a far longer list. 'The first round applied to only a small percentage of our imports from China due to so many exemptions. But the second 25% tariffs hit half of those imports,' recalls Einhorn. The growing antagonism toward China from both political parties, he reckoned, meant the big tariffs were now a lasting fixture of the trade landscape. Dealmed swapped its purchases of paper for surgical gowns and operating table coverings to the U.S., even though they cost 15% more to make here than in Shenzhen or Nanjing, and relocated its testing-product output stateside as well. By the close of 2019, Dealmed's glove-making had moved from majority-sourced from China to mainly fabricated in Malaysia. It also found new suppliers in Mexico, Canada, Vietnam, and India. Just before the pandemic struck, Dealmed was collecting just 15% of its revenues from Chinese imports, down two-thirds from its peak two years earlier. 'The goal then,' says Einhorn, 'was to pull all production out of China.' The 'downsize China' gambit proved a winner. The sudden, sweeping outbreak in the nation that birthed COVID shuttered China's entire export sector in early 2020. By diversifying supply chains to Vietnam, Malaysia, and the U.S., Dealmed succeeded in filling a far bigger share of orders to doctors' offices and clinics than its still mostly China-dependent rivals. But once the Chinese manufacturers rebooted in the spring of 2020, Einhorn witnessed up close the gigantic profits they reaped both from super-high, shortage-induced prices charged for normally routine stuff, and the surge in volumes for medical supplies the U.S. eventually imported to fight the scourge. He relates that Dealmed was still buying most of its face masks from China in the spring of 2020—and for months it was paying $2 per flimsy cloth covering, seven times the pre-pandemic charge. The U.S.-China 'Phase One' agreement signed that year effectively ended the big duties on medical imports—except for remaining levies on active ingredients in pharmaceuticals—as it turned out, for the next half-decade. Still, Einhorn's customers suffered greatly from the Chinese shutdown early in the crisis and feared the return of tariffs. Dealmed led the industry in limiting risks by shunning the world's biggest exporter and widening its global network. Einhorn reckoned that clinics and hospitals would deem Dealmed's broad diversification a major advantage over its rivals that mainly remained China-centric. That's not what happened. 'At first, our customers said, 'We can't rely on China,'' Einhorn recalls. 'They encouraged us to diversify. We told them we were the best positioned because we had the widest global sourcing. Then, our customers quickly forgot about the COVID disruptions caused by China.' He recounts that the group purchasing organizations (GPOs) that negotiate contracts with manufacturers for equipment sales to hospitals and clinics, and medical practices that deal directly with insurers, dropped their brief enthusiasm for diversifying the supply chain, and sought the best prices, no matter where the gauze, face masks, or devices came from. 'It was sad,' declares Einhorn. 'Being the most diversified didn't matter to our customers as memories of the pandemic receded. The insurers would only reimburse the providers based on the lowest cost. It was all about price. You couldn't get the business by saying the product was made in the U.S. or Malaysia or Vietnam.' As U.S. health care scoured the globe for the best bargains in the aftermath of COVID, the Chinese medical supplies sector embarked on an enormous expansion in scope and expertise. The impetus: the huge profits generated during the crisis. 'The Chinese did a fabulous job building out their manufacturing capacity by reinvesting the big money they made during COVID,' says Einhorn. A prime example: INTCO Medical in Shandong province on China's east coast. In 2020 INTCO multiplied its operating income sixfold over the previous year, and rechanneled the bonanza into building a web of plants that now covers five cities in its home nation, and a big factory in Vietnam, as well as planting sales organizations in the U.S., Canada, Germany, and Japan. INTCO's sudden rise reportedly made its founder a billionaire. The immense improvement in China's medical-industrial engine triggered another U-turn for Dealmed. 'We were growing rapidly and added a couple of hundred new products that we manufactured in the two years after COVID,' says Einhorn. 'Some drifted back to China. I'd move a product from China to Vietnam, then a new product would go to China. As that happened, we realized that the best source was China. Its manufacturers became more aggressive post-COVID. They doubled down and invested in their products. Their quality became superior to everyone else's in the world. No other country could match their automation, their capacity. They became very sophisticated.' Most of all, China offered the lowest prices that fit the U.S. providers' jump from briefly wanting to widely disperse their purchases to grabbing the cheapest deals. In 2024 the Biden regime launched a crackdown on the Chinese tech sector, especially targeting Beijing's semiconductor industry. The mini trade war spilled over into medical equipment. Between late September 2024 and Jan. 1, 2025, the administration imposed 'Section 301' duties of 25% on face masks and respirators, 50% on surgical gloves, and 100% on syringes and needles. 'The Chinese saw what was going to happen a couple of years before and started building plants in Vietnam,' says Einhorn. 'We shifted some of our production to Vietnam. But the companies were backed by companies in China.' Many items including paper products and testing equipment that Dealmed mainly ferried from China, didn't get pounded by the 301 levies. But even for syringes and other targeted items, Einhorn found that after tacking on the tariffs, he could sell the Chinese products at the same or lower prices than the same goods made anywhere else. 'Despite the 301 tariffs, we mainly stayed with China,' he says. The 301 blow, however, proved relatively mild versus the Trump fusillade to come. Trump started at a 10% levy in February that he raised to 25% in early March, before uncorking the notorious 135% Liberation Day 'reciprocal' load on April 9. That fresh heap got stacked atop the 301 duties, bringing the all-in for needles and syringes, for instance, to 235%. The Jenga-like tower of tariffs caused a serious but little reported problem for importers such as Dealmed. 'This created a difficult dynamic for managing cash flow,' explains Einhorn. 'When a container of syringes hit a U.S. port, I would have to pay the 235% tariff before the product hit the shelves. I would have been laying out enormous amounts of money in advance for a product that wouldn't be sold for two or three weeks.' To avoid the huge upfront cash payments, Einhorn severely slowed shipments from China. But he was also wagering that the initial, virtually embargo-sized levies wouldn't last. His Chinese suppliers designed an elegant solution. 'They were very savvy,' recalls Einhorn. 'They said, 'We'll cut your prices by 10%. We'll make the product for you, and store it for you, at no charge for three to four months.' In effect, we were both hedging that the Trump tariffs wouldn't stay at anything like those triple-digit levels.' When Trump announced the 90-day suspension of the reciprocal tariffs on May 12, the rate on Dealmed's purchases dropped, from 235% for syringes and 160% on face masks to 130% and 55%, respectively. Einhorn then took delivery, enabling him to sidestep the cash-drain problem, and offer far lower prices to his customers. For Einhorn, the Trump 30% extra tariffs are far from a deal killer for buying Chinese. 'I'll move some products away, but we'll stay with China for now as the main supplier,' he declares. Even the total 130% duties aren't stopping him from successfully selling syringes and needles to U.S. customers. All told, Dealmed's not planning to backtrack on all the production it restored to China, as its manufacturing improved so notably following the pandemic. The overwhelming majority of gloves and paper contract-manufacturing that went from China to Malaysia, and to the U.S. and Canada, respectively, is now back in the nation where Dealmed debuted its outsourcing model. He finds that Vietnam and other Asian rivals to China not only generally charge somewhat higher prices, but lack China's quality, range of products, and giant infrastructure that fosters superior economies of scale and guarantees that its manufacturers can meet sudden surges in orders by delivering huge quantities. Einhorn avows that his company is getting over 40% of its revenues from products made in China, roughly back to the summit of 2018—and a much bigger number in dollar terms, since Dealmed has grown so much in those seven years. Judging from what he's seen firsthand, the Trump trade war won't succeed at its objective. 'It's a misconception that the U.S. can extract 'burden sharing' by getting Chinese and other foreign companies to absorb the tariffs,' he says. He sees every day that hospitals and clinics, not the Chinese exporters, are paying the tariffs and passing the costs along to insurers, and hence the individuals and companies that pay the premiums. He doesn't have all the answers. 'I'd rather do business in the U.S.,' he says. But he notes that issues ranging from extremely high workers' compensation costs to mandated purchases of high-cost electricity handicap U.S. players on the world stage. 'There have to be a series of incentives to lower costs for U.S. manufacturers,' he says. 'Unless we can match the quality and pricing of China, my customers won't pay more because it's made in the U.S.' For now, he says, it comes down to this: 'Cutting out China is not an option.' This story was originally featured on Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
New York Post
2 hours ago
- New York Post
Craft giant Michaels buys Joann's intellectual property, fan-favorite labels
NEW YORK — Craft labels from the now-shuttered fabrics seller Joann are making their way to a new home: Michaels. The Michaels Companies announced on Thursday that it had completed its purchase of Joann's intellectual property and private label brands — in an acquisition that arrives as the Texas-based arts and crafting chain works to expand its own fabric, sewing and yarn offerings. 'We're honored to have the opportunity to welcome JOANN customers into our creative community and are committed to delivering the selection, value, and inspiration they are looking for at Michaels,' Michaels CEO David Boone said in a statement. Advertisement Craft labels from the now-shuttered fabrics seller Joann are making their way to a new home. Christopher Sadowski The deal, he added, allows the company to better 'respond to rising demand' among both new and existing customers. Financial terms of the acquisition were not disclosed. The Associated Press reached out to Michaels for further information on Friday. Advertisement With roots dating back to a single Ohio storefront in 1943, Joann had grown into a destination for generations of sewers, quilters, knitters and lovers of other crafts for more than 80 years. But more recently, operational challenges continued to pile up — with the retailer pointing to sluggish consumer demand, inventory shortages and rising competition. Joann announced it would be going out of business back in February, just one month after filing for Chapter 11 bankruptcy protection for the second time within a year. Advertisement The Michaels Companies announced on Thursday that it had completed its purchase of Joann's intellectual property and private label brands. NurPhoto via Getty Images At the time, the company said financial services company GA Group, together with Joann's term lenders, had been selected as the winning bidder to 'acquire substantially all of Joann's assets' and conduct going-out-of-business sales at all store locations. Michaels on Thursday said that its purchase of Joann's IP and private brands included the acquisition of 'Big Twist' yarns, which had become a staple in Joann stores over the years. Those 'Big Twist' labels are now being developed as part of Michaels' portfolio — and will be available in-stores and online later this year, the company said. Advertisement In the meantime, Michaels has also dedicated a landing page to welcome former Joann customers online. And as part of its overall expansion into fabrics, Michaels said on Thursday that its adding more than 600 new products from new and existing brands — including quilting supplies and fabrics, specialty threads, sewing machines and more. Michaels, founded in 1973, currently operates 1,300 stores across 49 U.S. states and Canada. Its parent company also owns Artistree, a framing merchandise manufacturer.
Yahoo
3 hours ago
- Yahoo
Gerry Adams's lawyer to pursue chatbots for libel
The high-profile media lawyer who represented Gerry Adams in his libel trial against the BBC is now preparing to sue the world's most powerful AI chatbots for defamation. As one of the most prominent libel lawyers in the UK, Paul Tweed said that artificial intelligence was the 'new battleground' in trying to prevent misinformation about his clients from being spread online. Mr Tweed is turning his attention to tech after he recently helped the former Sinn Fein leader secure a €100,000 (£84,000) payout over a BBC documentary that falsely claimed he sanctioned the murder of a British spy. The Belfast-based solicitor said he was already building a test case against Meta that could trigger a flurry of similar lawsuits, as he claims to have exposed falsehoods shared by chatbots on Facebook and Instagram. It is not the first time tech giants have been sued for defamation over questionable responses spewed out by their chatbots. Robby Starbuck, the US activist known for targeting diversity schemes at major companies, has sued Meta for defamation alleging that its AI chatbot spread a number of false claims about him, including that he took part in the Capitol riots. A Norwegian man also filed a complaint against OpenAI after its ChatGPT software incorrectly stated that he had killed two of his sons and been jailed for 21 years. Mr Tweed, who has represented celebrities such as Johnny Depp, Harrison Ford and Jennifer Lopez, said: 'My pet subject is generative AI and the consequences of them repeating or regurgitating disinformation and misinformation.' He believes statements put out by AI chatbots fall outside the protections afforded to social media companies, which have traditionally seen them avoid liability for libel. If successful, Mr Tweed will expose social media companies that have previously argued they should not be responsible for claims made on their platforms because they are technology companies rather than traditional publishers. Mr Tweed said: 'I've been liaising with a number of well-known legal professors on both sides of the Atlantic and they agree that there's a very strong argument that generative AI will fall outside the legislative protections.' The lawyer said that chatbots are actually creating new content, meaning they should be considered publishers. He said that the decision by many tech giants to move their headquarters to Ireland for lower tax rates had also opened them up to being sued in Dublin's high courts, where libel cases are typically decided by a jury. This setup is often seen as more favourable to claimants, which Mr Tweed himself says has fuelled a wave of 'libel tourism' in Ireland. He also said Dublin's high courts are attractive as a lower price option compared to London, where he said the costs of filing libel claims are 'eye-watering'. He said: 'I think it's absurd now, the level of costs that are being claimed. The libel courts in London are becoming very, very expensive and highly risky now. The moment you issue your claim form, the costs go into the stratosphere. 'It's not in anyone's interest for people to be deprived of access to justice. It will get to the point where nobody sues for libel unless you're a billionaire.' Meta was contacted for comment. Broaden your horizons with award-winning British journalism. Try The Telegraph free for 1 month with unlimited access to our award-winning website, exclusive app, money-saving offers and more.
