Launch of a Municipal Research Chair for Ecological and Social Transition Français English
MIRABEL, QC, May 22, 2025 /CNW/ - Ville de Mirabel and Institut national de la recherche scientifique (INRS) are proud to announce the creation of a Municipal Research Chair for Ecological and Social Transition. This partnership embodies the city's commitment to innovation through exemplary eco-responsible transition in agriculture, strategic waste and water management and land development. This Chair will be a catalyst for change, bringing together researchers, citizens and local actors around research and knowledge-transfer activities that meet the community's current and future needs. The Chair's activities will contribute to the creation of distinctive technology showcases for agri-tourism in the region, promoting the innovation and expertise of local players.
Leading the Chair, INRS professors Philippe Constant and Kokou Adjallé have agreed to put their expertise at the service of the Mirabel community. Microbiologist Philippe Constant, the Chief Scientific Advisor for Ville de Mirabel, has been working closely with the city since 2021. Kokou Adjallé is a chemical physicist who has distinguished himself in the fields of environmental biotechnology and green chemistry. Together, they are already piloting research projects in Mirabel involving more than ten companies, four universities, two research centres and three economic development organizations. These projects are helping them develop a clear portrait of the city's specific needs.
This project is part of the $1,487,405 agreement signed in 2024 with the Ministère des Affaires municipales et de l'Habitation (MAMH) as part of the Fonds régions et ruralité (FRR) Volet 3 – Projets "Signature innovation" creating the Carrefour d'innovation écoresponsable in Mirabel. Part of this amount ($300,000 over five years) will be used to fund the Research Chair, ensuring its lasting impact on the city and citizens for years to come.
Quotes:
"Our government is confirming its commitment to the regions of Quebec by providing financial support to Mirabel. The creation of an eco-responsible innovation hub will help make the region's economic development greener and more sustainable. Thanks to initiatives like the Municipal Research Chair, we are building a more responsible future that meets the real needs of Canadians. I am proud of that! "
Andrée Laforest, Minister of Municipal Affairs
"Through our partnership with INRS, this Municipal Research Chair is an opportunity to use research to understand our environment better in order to interact with it sustainably. With these actions, we want to inspire our community and explore technological and innovative opportunities to preserve the soil, the ecosystem and future generations. "
Patrick Charbonneau, Mayor of Mirabel
"This new Municipal Research Chair exemplifies INRS's mission to put science to work for society and, in this case, communities. Through our partnership with Ville de Mirabel, we are joining forces to take concrete action in response to the environmental and economic challenges of today and tomorrow. By mobilizing the expertise of our researchers and fostering innovation in the field, we are helping to build a more sustainable future rooted in local realities. "
Luc-Alain Giraldeau, Chief Executive Officer, INRS
"This Municipal Research Chair demonstrates our ongoing commitment to support Mirabel's efforts to innovate. The resilience of agricultural businesses and farmlands in the face of economic, social and environmental challenges is the heart of our research activities. "
Philippe Constant, INRS professor and Chief Scientific Advisor for Ville de Mirabel
"This Municipal Research Chair offers a concrete opportunity for INRS to use its expertise to serve a mid-sized city without a university in its territory. Through this Chair, Ville de Mirabel can strengthen its existing partnership with INRS, as part of its innovation and sustainable development plans and efforts, to become a model city for agriculture and food self-sufficiency in Quebec. "
Kokou Adjallé, INRS professor and scientific head of the Environmental Biotechnology Laboratory
Highlights:
Research themes
Mobilization of the ecosystem (creating a community of practice)
Strategic waste and wastewater management (precision composting, upcycling, political ecology)
Regenerative agriculture (soil health, water quality, adaptation and resilience)
Land development (ecosystem services, terroir signature and agri-tourism, culture and belonging)
Carrefour d'innovation écoresponsable de Mirabel (CIEM)
The CIEM is a project led by Ville de Mirabel, made possible thanks to funding from MAMH's FRR Volet 3 – Projets "Signature innovation."
Its mission is to draw on the dynamic forces in the region, where agriculture and agri-food are shaping the landscape. The CIEM's distinctive signature is its terroir road stop, combining the sale of local products with a technology showcase.
About INRS
INRS is an academic institution dedicated exclusively to research and graduate training. INRS ranks first in Quebec in research intensity. Its community includes over 1,500 students, postdoctoral fellows, faculty and staff.
Since its creation in 1969, as per its mission, it has contributed to the economic, social and cultural development of Quebec.
It is made up of five interdisciplinary research and training centres and concentrates their activities in strategic sectors: Eau Terre Environnement (Quebec City), Énergie Matériaux Télécommunications (Varennes), Urbanisation Culture Société (Montreal), Armand-Frappier Santé Biotechnologie (Laval) and Sustainable Ruralities (Charlevoix, a center currently under development). The INRS community comprises nearly 1,500 students, postdoctoral fellows, faculty members, and staff.
SOURCE Institut National de la recherche scientifique (INRS)
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Cision Canada
an hour ago
- Cision Canada
Canadian companies leaving productivity gains on the table by not effectively adopting new technology Français
TORONTO, June 6, 2025 /CNW/ - While Canadian companies have been making technology investments to improve productivity, insufficient investments in their people have limited effectiveness and held back productivity gains, finds new KPMG in Canada research. KPMG recently surveyed 250 business leaders across Canada to understand what actions they were taking to improve their operations in response to the trade war with the U.S. The results found that most had stepped up investments in technology to make their organizations more efficient and productive – and are seeing positive returns – but nearly two-thirds (63 per cent) say their employees aren't using new technologies effectively – holding back full returns on their tech spend. "Investing in new technology tools and platforms can do wonders for an organization's productivity by streamlining processes, workflows and tasks," says Stavros Demetriou, Partner and National Leader of KPMG in Canada's People and Change practice. "The latest Stats Can data shows Canada has made productivity gains in each of the last two quarters, but this increase still trails improvements in the U.S. over the same period. "Unless Canadian organizations undertake effective employee education and adoption plans, their people will barely scratch the surface on what the technology can do to make them more productive, and our gap to the U.S. and others will continue to widen." Although nearly all (89 per cent) respondents say they're investing in upskilling employees, over half (53 per cent) say their company doesn't invest enough in employee training, workshops or continuous learning opportunities, and nearly six in 10 (56 per cent) say their organization lacks the internal resources and talent needed to implement and use technology effectively. Survey highlights 63 per cent of 250 Canadian business leaders say technology isn't the productivity problem, their employees just aren't using technology effectively 89 per cent say they're investing in upskilling employees 53 per cent say their organization doesn't invest enough in employee training, workshops or continuous learning opportunities 56 per cent say their organization lacks the internal resources and talent needed to implement and use technology effectively 74 per cent of respondents believe AI will solve their productivity challenges 74 per cent say they underestimated the challenges of digitization (e.g., changing processes, working habits, etc.) 88 per cent say they need better processes in place to encourage their workers to use technologies, including case studies and incentives 87 per cent s ay their company could do a better job of creating a culture that encourages people to share ideas and take risks, fostering innovation and creativity. 86 per cent say they hope that more digital savvy younger generations will help our company become more productive through the easier adoption of new technologies Mr. Demetriou notes that while three-quarters (74 per cent) of respondents believe AI will solve their productivity problem, the same proportion (74 per cent) admit they have underestimated the challenges of implementing new technologies such as AI. "An underappreciation of the impact of things like changing processes and working habits could explain why employees are not fully equipped to harness new technologies to their fullest potential," he says. "There's a common belief that digitally transforming your company is primarily a technology upgrade exercise, but the reality is that technology implementation is just one part of a journey – digital transformation is just as much about advancing and elevating the workforce. It's a continuous, iterative process that, if done correctly, leads to higher productivity and innovation, and the ability to navigate the future more confidently," he adds. Ineffective training Megan Jones, National HR and Workforce Transformation Lead at KPMG in Canada, notes that nearly nine in 10 respondents say they need better processes in place to encourage their workers to use technologies, including case studies and incentives. "Often, when organizations implement new tools and technologies, they don't completely understand or appreciate the full capabilities of these investments. As a result, employees are simply not adequately prepared to maximize the benefits these can bring to their jobs or customers. In some cases, organizations provide full training, but it's too technical or poorly delivered. Effective training and upskilling need to be targeted, relevant, engaging, and frequent. Much like exercising consistently to build muscle, technology training must happen regularly to make the workforce stronger and more agile," she says. Ms. Jones notes that almost nine in 10 (87 per cent) respondents acknowledged their company could do a better job of creating a culture that encourages employees to share ideas and take risks, fostering innovation and creativity. She recommends organizations provide incentives for employees to experiment with technology and explore new use cases for it. "Regular workshops or dedicated 'days' where employees are encouraged to play around with AI and develop new solutions can go a long way in sparking innovation. Also, showcasing wins by employees in one area of the business could help spark new ideas in other parts of the organization," she says. The digital divide Most respondents (86 per cent) hope that a more digitally-savvy younger generation will help their company become more productive through the easier adoption of new technologies such as AI, Web3, data and analytics, quantum and edge computing. Lewis Curley, a Partner in KPMG in Canada's People and Change practice, says differences in workforce composition, skills and attitudes can create additional considerations for an organization's technology program, but organizations that engage all employees early in the journey as well as training and upskilling will have more success in leveraging new technologies such as AI and increasing overall productivity. "If an organization is looking to implement AI, they must engage the entire workforce right from the beginning. If some employees don't feel like they are part of the journey, they might disengage from the process, lose trust in AI, or worry that the technology will replace them, which could deter them from using it," he says. "Everyone has a role in a company's digital transformation, and every single employee – from the CEO to the most recent hire – plays a part in making their organization more productive, so transparency, communication and engagement are crucial." About the KPMG in Canada Productivity Survey KPMG in Canada surveyed 250 business leaders in all industry sectors across Canada between May 9 and May 20, 2025, on Sago's premier business panel, using Methodify's online research platform. Thirty-one per cent lead companies with annual gross revenue between $500 million and $1 billion, 25 per cent report revenue between $100 million and $300 million, 22 per cent have revenue between $300 million and $500 million, 12 per cent between $10 million and $100 million, and 10 per cent, over $1 billion. No companies under $10 million in annual revenue were surveyed. Over half (52 per cent) of the companies are privately held, 28 per cent are owned by private equity firms, 18 per cent are publicly traded with headquarters in Canada, and 2 per cent are foreign-owned subsidiaries. KPMG LLP, a limited liability partnership, is a full-service Audit, Tax and Advisory firm owned and operated by Canadians. For over 150 years, our professionals have provided consulting, accounting, auditing, and tax services to Canadians, inspiring confidence, empowering change, and driving innovation. Guided by our core values of Integrity, Excellence, Courage, Together, For Better, KPMG employs more than 10,000 people in over 40 locations across Canada, serving private- and public-sector clients. KPMG is consistently ranked one of Canada's top employers and one of the best places to work in the country. The firm is established under the laws of Ontario and is a member of KPMG's global organization of independent member firms affiliated with KPMG International, a private English company limited by guarantee. Each KPMG firm is a legally distinct and separate entity and describes itself as such. For more information, see For media inquiries: Alannah Page National Communications and Media Relations KPMG in Canada 306-934-6255 [email protected] Roula Meditskos National Communications and Media Relations KPMG in Canada 416-549-7982 [email protected] SOURCE KPMG LLP
Cision Canada
an hour ago
- Cision Canada
Neo Performance Materials Announces Normal Course Issuer Bid and Automatic Purchase Plan for its Common Shares, and Commences Trading on the OTCQX Market
TORONTO, June 6, 2025 /CNW/ - Neo Performance Materials Inc. (" Neo" or the " Company") (TSX: NEO) announced the Toronto Stock Exchange (the " TSX") has accepted a notice filed by Neo of its intention to make a Normal Course Issuer Bid (the " Bid") for up to 3,297,296 of its issued and outstanding common shares (the " Shares"). In connection with the Bid, the Company has entered into an automatic share purchase plan with its designated broker to allow for purchases of its Shares (the " Share Purchase Plan"). Purchases of Shares under the Bid may commence on June 11, 2025 and will terminate on June 10, 2026, or on such earlier date as the Bid is complete. Purchases of Shares will be made through the facilities of the TSX or alternative Canadian trading systems in accordance with its rules or through the Share Purchase Plan. Under the Share Purchase Plan, purchases may be made in the open market through the facilities of the TSX or alternative Canadian trading systems. Purchases under the Share Purchase Plan will be determined by Neo's broker in its sole discretion, without consultation with the Company, subject to the limitations of the Share Purchase Plan and the rules of the TSX. The Share Purchase Plan is considered an "automatic plan" for purposes of applicable Canadian securities laws and has been reviewed by the TSX. The Share Purchase Plan was established to provide standard instructions regarding how the Shares are to be purchased under the Bid. Accordingly, Neo may purchase its Shares in accordance with the Share Purchase Plan on any trading day during the Bid, including during self-imposed trading blackout periods. The Company may otherwise vary, suspend or terminate the Share Purchase Plan only if it does not have material non-public information, the decision to vary, suspend or terminate the Share Purchase Plan is not taken during a self-imposed trading blackout period and any variation, suspension or termination is made in accordance with the terms of the Share Purchase Plan. The average daily trading volume of the Shares for the previous six calendar months (" ADTV") ending May 30, 2025 was 96,158 Shares. On any trading day, purchases under the Bid will not exceed 24,039 Shares. The price that the Company will pay for any Shares purchased under the Bid will be the prevailing market price at the time of purchase. Any Shares purchased by the Company will be cancelled. As of May 30, 2025, there were 41,824,499 Shares issued and outstanding. The 3,297,296 Shares that may be repurchased under the Bid represent approximately 10% of the public float of Shares (as determined in accordance with the policies of the TSX) on May 30, 2025. Neo believes that its Shares have been trading in a price range which does not adequately reflect the value of such shares in relation to the business of Neo and its future business prospects. As a result, depending upon future price movements and other factors, Neo believes that its outstanding Shares may represent an attractive investment to Neo. Furthermore, the purchases are expected to benefit all persons who continue to hold Shares by increasing their equity interest in Neo. Pursuant to a previous notice of intention to conduct a normal course issuer bid, under which the Company received approval from the TSX to purchase up to 3,585,011 Common Shares for the period from June 19, 2023 to June 18, 2024, the Company purchased an aggregate of 3,585,011 Common Shares on the open market at a volume average price of $7.91 per share. Trading Commences on the OTCQX Market Neo announced effective today, the Company's common shares will commence trading on the OTCQX ® Best Market ("OTCQX") under the symbol "NOPMF". Neo maintains its primary listing on the Toronto Stock Exchange under the symbol "NEO". The OTCQX Best Market is the highest-level market of OTC Markets on which 12,000 U.S. and global securities trade. Trading on OTCQX is expected to enhance the visibility and accessibility of Neo's common shares to U.S. investors. U.S. investors can find current financial disclosure and Real-Time Level 2 quotes for Neo on Neo's CEO, Rahim Suleman, said: "We are pleased to begin trading on OTCQX, which enhances Neo's visibility and accessibility for U.S. investors. As a global leader in advanced rare earth materials, with a strong balance sheet and a growing magnetics business in Europe, we are well-positioned to support the accelerating demand for critical materials in electrification and other modern technologies. Trading on OTCQX provides an additional platform to broaden our shareholder base as we continue to execute on our strategic priorities and drive long-term value." Admission to OTCQX requires companies to meet high financial standards, follow best practices in corporate governance, and demonstrate compliance with applicable securities laws, all of which align with Neo's ongoing commitment to transparency and strong corporate stewardship. About Neo Performance Materials Neo manufactures the building blocks of many modern technologies that enhance efficiency and sustainability. Neo's advanced industrial materials – magnetic powders, rare earth magnets, magnetic assemblies, specialty chemicals, metals, and alloys – are critical to the performance of many everyday products and emerging technologies. Neo's products fast-forward technologies for the net-zero transition. The business of Neo is organized along three segments: Magnequench, Chemicals & Oxides and Rare Metals. Neo is headquartered in Toronto, Ontario, Canada; with corporate offices in Greenwood Village, Colorado, United States; Singapore; and Beijing, China. Neo has a global platform that includes manufacturing facilities in Canada, China, Estonia, Germany, Thailand and the United Kingdom, as well as a dedicated research and development centre in Singapore. For more information, please visit Cautionary Statement Regarding Forward-Looking Information This news release contains "forward-looking information" within the meaning of applicable securities laws in Canada. Forward-looking information may relate to future events or future performance of the Company. All statements in this release, other than statements of historical facts, with respect to the Company's objectives and goals, as well as statements with respect to its beliefs, plans, objectives, expectations, anticipations, estimates, and intentions, are forward-looking information. Specific forward-looking statements in this discussion include, but are not limited to: the expected benefits of being traded on the OTCQX and other matters relating thereto; expectations regarding certain of the Company's future results and information, including, among other things, revenue, expenses, sales growth, capital expenditures, and operations; statements with respect to expected use of cash balances; continuation of prudent management of working capital; source of funds for ongoing business requirements and capital investments; expectations regarding sufficiency of the allowance for uncollectible accounts and inventory provisions; analysis regarding sensitivity of the business to changes in exchange rates; impact of recently adopted accounting pronouncements; risk factors relating to intellectual property protection and intellectual property litigation; and, expectations concerning any remediation efforts to the Company's design of its internal controls over financial reporting and disclosure controls and procedures. Often, but not always, forward-looking information can be identified by the use of words such as "plans", "expects", "is expected", "budget", "scheduled", "estimates", "continues", "forecasts", "projects", "predicts", "intends", "anticipates" or "believes", or variations of, or the negatives of, such words and phrases, or state that certain actions, events or results "may", "could", "would", "should", "might" or "will" be taken, occur or be achieved. This information involves known and unknown risks, uncertainties and other factors that may cause actual results or events to differ materially from those anticipated in such forward-looking information. The Company believes the expectations reflected in such forward-looking information are reasonable but no assurance can be given that these expectations will prove to be correct and such forward-looking information included in this press release should not be unduly relied upon. For more information on the Company, investors should review the Company's continuous disclosure filings that are available under the Company's profile at SOURCE Neo Performance Materials, Inc.
Cision Canada
an hour ago
- Cision Canada
Cashco Financial Releases 5th Annual Pathway Report: Pathway 2024
EDMONTON, AB, June 6, 2025 /CNW/ - Cashco Financial proudly releases its 5th annual Pathway Report, titled "Pathway 2024: Moving Canadians Forward." This edition marks a turning point for both Canadians and the lending industry, reflecting on how Cashco prepared for—and adapted to—the sweeping regulatory changes that took effect in January 2025, all while remaining grounded in human-first service. Throughout 2024, Cashco worked toward the anticipated federal lending reforms, shaping its strategy and operations in advance of the new rules. These changes, aimed at protecting borrowers, brought both opportunity and disruption. As access to traditional credit tightened, Cashco leaned into its vision: to deliver flexible, responsible, and digitally accessible lending for Canadians often left behind by mainstream financial systems. " Pathway 2024 isn't just a look back—it's a call to action for how lending must evolve," said Lindsay Dodd, CEO of Cashco Financial. " Yes, we assess credit risk and review scores—but people are more than their credit file. Canadians deserve a system that recognizes real-life complexity, not just numbers." 2024 Report Highlights Over 170,000 loans issued, helping Canadians manage essential needs like rent, food, utilities, and car repairs. $123.8 million disbursed, with demand surging in response to federal interest rate caps. Enhanced digital platforms, offering 24/7 application access, faster decisions, and e-transfer funding—across both urban and rural communities. Refined credit decisioning, using behavioural data such as income consistency, bill payments, and real-time banking activity. As a privately held company, Cashco is not required to disclose operational data—but for the fifth year in a row, it has chosen to do so, reinforcing its values of transparency, accountability, and purpose-driven leadership. Meeting Change Head-On 2024 was a year of transition. The federal rate cap was designed to protect borrowers—but also resulted in a growing credit gap. While many lenders responded by tightening approvals and relying more heavily on automation, Cashco took a different path. By investing in both advanced technology and dedicated people, Cashco stayed focused on saying "yes" responsibly balancing traditional credit metrics with human insight. For clients with thin credit files, irregular income, or a need to rebuild, that approach made all the difference. "Lending can't be one-size-fits-all anymore," added Dodd. "The world has changed. Canadians have changed. It's time the financial system did too—and we're proud to be helping lead that shift." Looking Ahead to 2025 With a bold commitment to help 1 million Canadians move from financial anxiety to financial strength, Pathway 2024 sets the stage for continued impact. In 2025, Cashco will stay focused on: Expanding its reach across Canada Delivering smarter, more personalized credit decisions Ensuring every borrower feels seen, heard, and supported About Cashco Financial Cashco Financial is a purpose-driven lender offering accessible personal loans to Canadians overlooked by traditional banks. With deep roots across Alberta and a fast-growing digital platform, Cashco is transitioning toward a fully online experience—allowing clients to borrow safely and securely, wherever they are in Canada. As the lending landscape evolves, Cashco is leading with a model that's both high-tech and deeply human—combining intelligent technology, flexible products, and compassionate support. With an estimated 7.2 million Canadians underserved by mainstream institutions, Cashco remains committed to building a system that supports, not punishes, real life. We Invite You to Read the Report:
