Latest news with #BoardofDirectorsof
Observer
7 days ago
- Science
- Observer
Al Barwani honoured with Jayakar Award
MUSCAT: Prominent Omani technologist, thought leader, and community influencer Tariq bin Hilal al Barwani has been awarded the distinguished Jayakar Award by the Indian Science Forum, in a high-profile event held at the National University of Science and Technology. The award was presented by G V Srinivas, Ambassador of India to the Sultanate of Oman, in the presence of Dr J Retnakumar, Chairman of the Indian Science Forum, and Syed Ahmad Salman, Chairman of the Board of Directors of Indian Schools in Oman. Named in honour of Sir Jayakar, an eminent Indian scholar and visionary, the Jayakar Award celebrates exceptional individuals who have demonstrated unwavering commitment to the advancement of science, education and social development. Al Barwani's contribution to technology, youth empowerment, and cross-cultural collaboration made him a natural recipient of this year's accolade. "This award is not just a recognition of past achievements, but a call to continue building, inspiring, and transforming lives," said Tariq al Barwani. "I dedicate this honour to every young dreamer who believes in the power of knowledge, resilience and service to society." The event gathered leading academics, innovators, and students from diverse backgrounds, reinforcing the spirit of unity through science and education. Al Barwani's recognition is seen as a symbol of the strong and growing relationship between Oman and India, built on shared values of innovation, mutual respect and community progress.
Mint
28-04-2025
- Business
- Mint
Oberoi Realty Q4 Results: Net profit tanks 45% YoY to ₹433 crore over higher land acquisition cost; dividend announced
Oberoi Realty Q4 Results: Oberoi Realty Ltd announced its Janaury to March quarter results for the financial year ended 2024-25, on Monday, April 28. The company witnessed a 45 per cent fall in their consolidated net profits for the fourth quarter at ₹ 433.17 crore, compared to ₹ 788.03 crore in the same quarter of the previous fiscal, according to the BSE filing. The real estate developer, Oberoi Realty, announced that the company has declared a fourth interim dividend for the financial year ending 2024-25 along with its January to March quarter results. Oberoi Realty has announced an interim dividend of ₹ 2 per equity share for every eligible shareholder. This means that shareholders will get ₹ 2 per share on every share they own of the company. 'This is to inform you that the Board of Directors of the Company at their meeting held on April 28, 2025 has declared 4th interim dividend of ₹ 2 per equity share (i.e. 20% of the face value of equity share of Rs. 10 each) in respect of the fourth quarter of the financial year ended March 31, 2025,' said the company in the BSE filing. According to the filing data, the company has set May 5, 2025, as the 'Record Date' for the interim dividend issue. (This is a breaking story. The story will be updated soon) Disclaimer: The views and recommendations made above are those of individual analysts or broking companies, and not of Mint. We advise investors to check with certified experts before making any investment decisions. First Published: 28 Apr 2025, 08:13 PM IST
Yahoo
28-03-2025
- Business
- Yahoo
Calibre Mining Announces Receipt of Interim Order and Filing and Mailing of Meeting Materials for Special Meeting of Securityholders in Connection With the Business Combination With Equinox Gold
Your vote is important no matter how many Calibre shares and stock options you hold. The Board of Directors of Calibre recommends that Calibre Securityholders vote FOR the Arrangement Resolution. For assistance in voting, please contact Laurel Hill Advisory Group by phone at 1-877-452-7184 (toll-free in North America) or 1-416-304-0211 (collect, international), or by email at assistance@ VANCOUVER, British Columbia, March 28, 2025 (GLOBE NEWSWIRE) -- Calibre Mining Corp. (TSX: CXB; OTCQX: CXBMF) ('Calibre' or the 'Company') is pleased to announce that in connection with the previously announced business combination (the 'Arrangement') with Equinox Gold Corp. (TSX: EQX; NYSE:EQX) ('Equinox'), Calibre has filed and commenced mailing of its management information circular (the 'Circular') and related materials (collectively, the 'Meeting Materials') for the upcoming special meeting (the 'Meeting') of holders of Calibre common shares (the 'Calibre Shareholders') and holders of options issued under Calibre's amended and restated long-term incentive plan (the 'Calibre Optionholders', and together with the Calibre Shareholders, the 'Calibre Securityholders'). The Meeting Materials are now available under Calibre's profile on SEDAR+ at and on the Company's website at Calibre Mining - April 24, 2025 Special Meeting of Calibre Securityholders. Calibre Securityholders of record as of the close of business on March 18, 2025, will receive the Meeting Materials by mail and are encouraged to review them carefully. Meeting Details The Meeting will be held on Thursday, April 24, 2025, at 10:00 a.m. (Vancouver time) at the offices of Cassels Brock & Blackwell LLP, Suite 2200, RBC Place, 885 West Georgia Street, Vancouver, British Columbia. The Meeting will be held in-person, although Calibre Securityholders can also access the Meeting via live webcast at Only Calibre Securityholders who are present in person and entitled to vote at the Meeting are able to vote during the Meeting. Any Calibre Securityholder attending the Meeting via the live webcast will not be able to vote at the Meeting. At the Meeting, Calibre Securityholders will be asked to consider, and if deemed advisable, to pass a special resolution (the 'Arrangement Resolution') to approve the Arrangement under Part 9, Division 5 of the Business Corporations Act (British Columbia), whereby Equinox will (among other things) acquire all of the issued and outstanding common shares of Calibre in accordance with the arrangement agreement dated February 23, 2025 (the 'Arrangement Agreement'). Under the terms of the Arrangement, each Calibre share will be exchanged for 0.31 of an Equinox common share. If the Arrangement is completed, existing Equinox and former Calibre shareholders (including former holders of restricted share units and performance share units of Calibre) will own approximately 63% and 37%, respectively, of the combined company. Interim Order & Advance Ruling Certificate The Company is pleased to announce that the Supreme Court of British Columbia (the 'Court') has issued an interim order (the 'Interim Order') regarding the Arrangement which authorizes Calibre to proceed with the Meeting and addresses other Meeting related matters. A copy of the Interim Order is included in the Circular. Subject to receipt of the requisite approvals by Calibre Securityholders at the Meeting, it is expected that Calibre will apply for a final order of the Court approving the Arrangement on April 29, 2025. In addition, on March 25, 2025, an advance ruling certificate ('ARC') was received from the Commission of Competition pursuant to section 102 of the Competition Act whereby the Commission does not intend to make an application with respect to the Transaction. This ARC satisfies the Canadian Competition Approval closing condition to the Arrangement. Assuming the satisfaction or waiver of all of the conditions to the completion of the Arrangement, the Arrangement is anticipated to close by the end of Q2 2025. Strategic Rationale Combining Calibre and Equinox will create: A major diversified gold producer in the Americas: Potential for more than 1.2 million ounces of annual gold production1 from a portfolio of mines in five countries in the Americas. The second largest gold producer in Canada: Greenstone Gold Mine and Valentine Gold Mine, two new long-life, low-cost, open-pit gold mines, are expected to produce collectively 590,000 ounces of gold per year2 when at capacity. Substantial free cash flow: Immediate increase in production at record high gold prices is expected to drive superior free cash flow to enable the combined company to quickly deleverage. Exceptional growth profile: Additional production growth from the ramp-up of Valentine Gold Mine and a pipeline of development and expansion projects. Significant re-rate potential based on valuation of peers: Greater scale, lower risk, near-term production growth, and superior free cash flow relative to peers, providing significant revaluation potential. An industry-leading team: Proven track record of delivery and shareholder value creation led by Ross Beaty, and Blayne Johnson and Doug Forster of Featherstone Capital, who will all serve on the board of directors of the combined company. In total, four directors of Calibre will serve on the board of directors of the combined company, and Darren Hall, the President and Chief Executive Officer of Calibre, will serve as the President and Chief Operating Officer of the combined company with full responsibility of the combined operations going forward. Board Recommendation The board of directors of Calibre (the 'Board') have unanimously determined that the Arrangement is in the best interests of Calibre and recommend that Calibre Securityholders vote FOR the Arrangement Resolution. Calibre Securityholders are encouraged to carefully read the Circular in its entirety and vote as soon as possible in accordance with the instructions accompanying the applicable form of proxy or voting instruction form mailed to Calibre Securityholders together with the Circular. The deadline for voting by proxy is 10:00 a.m. (Vancouver time) on April 22, 2025. How to Vote Registered Securityholders Non-Registered Shareholders Calibre Shares and/or Calibre Options held in own name and represented by a physical certificate or DRS. Calibre Shares held with a broker, bank or other intermediary. Internet Telephone 1-866-732-8683 Dial the applicable number listed on the voting instruction form. Mail Return the proxy form in the enclosed postage paid envelope. Return the voting instruction form in the enclosed postage paid envelope. Shareholder Questions and Voting Assistance If you have any questions or need assistance voting your shares, please contact Calibre's proxy solicitation agent: Laurel Hill Advisory GroupToll-Free (North America): 1-877-452-7185Collect (International): 1-416-304-0211Email: assistance@ _________________________________________ 1 Mid-point of Equinox Gold's 2025 guidance plus mid-point of Calibre's 2025 guidance, on a full-year basis, plus an additional 65,000 ounces with Greenstone at capacity and 200,000 ounces with Valentine at capacity. Does not include any production from Equinox's Los Filos Gold Mine or either company's expansion projects.2 Average annual production as estimated in the most recent technical reports for each project, which are available for download on each company's website and on SEDAR+. Qualified Person The scientific and technical information contained in this news release was approved by David Schonfeldt Calibre's Corporate Chief Geologist and a "Qualified Person" under National Instrument 43-101. About Calibre Calibre (TSX:CXB) is a Canadian-listed, Americas focused, growing mid-tier gold producer with a strong pipeline of development and exploration opportunities across Newfoundland & Labrador in Canada, Nevada and Washington in the USA, and Nicaragua. Calibre is focused on delivering sustainable value for shareholders, local communities and all stakeholders through responsible operations and a disciplined approach to growth. With a strong balance sheet, a proven management team, strong operating cash flow, accretive development projects and district-scale exploration opportunities, Calibre will unlock significant value. Non-IFRS Financial Measures Calibre has included certain non-IFRS measures as discussed below. The Company believes that these measures, in addition to conventional measures prepared in accordance with IFRS, provide investors with an improved ability to evaluate the underlying performance of the Company. These non-IFRS measures are intended to provide additional information and should not be considered in isolation or as a substitute for measures of performance prepared in accordance with IFRS. These measures do not have any standardized meaning prescribed under IFRS, and therefore may not be comparable to other issuers. Free Cash Flow Free cash flow subtracts sustaining capital expenditures from net cash provided by operating activities, serving as an indicator of the capacity to generate cash from operations post-sustaining capital investments. ON BEHALF OF THE BOARD 'Darren Hall' Darren Hall, President & Chief Executive Officer For further information, please contact: Ryan KingSVP Corporate Development & IRT: 604.628.1012E: calibre@ Calibre's head office is located at Suite 1560, 200 Burrard St., Vancouver, British Columbia, V6C 3L6. X / Facebook / LinkedIn / Instagram / YouTube The Toronto Stock Exchange has neither reviewed nor accepts responsibility for the adequacy or accuracy of this news release. Cautionary Note Regarding Forward Looking Information This news release includes certain "forward-looking information" and 'forward-looking statements' (collectively 'forward-looking statements') within the meaning of applicable Canadian and United States securities legislation. All statements in this news release that address events or developments that we expect to occur in the future are forward-looking statements. Forward-looking statements are statements that are not historical facts and are identified by words such as "expect", "plan", "anticipate", "project", "target", "potential", "schedule", "forecast", "budget", "estimate", 'assume', "intend", 'strategy', 'goal', 'objective', 'possible' or "believe" and similar expressions or their negative connotations, or that events or conditions "will", "would", "may", "could", "should" or "might" occur. These include, without limitation, statements with respect to: the Meeting, the mailing and filing of the Meeting Materials; the approval of the Arrangement by the Calibre Securityholders; application for a final order of the Court approving the Arrangement; timing for closing the Arrangement; Calibre and the combined company's plans and expectations with respect to the proposed Arrangement, the expectations regarding exploration potential and production capabilities of the combined company; the potential valuation of the combined company following completion of the Arrangement; the accuracy of the pro forma financial position and outlook of the combined company following completion of the Arrangement; the expected benefits of the new board and management team of the combined company; and the anticipated impact of the proposed Arrangement on the combined company's results of operations, financial position, growth opportunities and competitive position. These forward-looking statements involve significant risks and uncertainties that could cause actual results to differ materially from those anticipated, including, but not limited to, the possibility that Calibre Securityholders may not approve the Arrangement or shareholders of Equinox may not approve the share issuance; the risk that any other condition to closing of the Arrangement may not be satisfied; the risk that the closing of the Arrangement might be delayed or not occur at all; the risk that the either Calibre or Equinox may terminate the Arrangement Agreement and either Calibre or Equinox is required to pay a termination fee to the other party; potential adverse reactions or changes to business or employee relationships of Calibre or Equinox, including those resulting from the announcement or completion of the Arrangement; the diversion of management time on transaction-related issues; the ultimate timing, outcome and results of integrating the operations of Calibre and Equinox; the effects of the business combination of Calibre and Equinox, including the combined company's future financial condition, results of operations, strategy and plans; the ability of the combined company to realize anticipated synergies in the timeframe expected or at all; changes in capital markets and the ability of the combined company to finance operations in the manner expected; the risk that Calibre or Equinox may not receive the required Court, stock exchange and regulatory approvals to effect the Arrangement; the risk of any litigation relating to the proposed Arrangement; the risk of changes in laws, governmental regulations or enforcement practices; the effects of commodity prices, life of mine estimates; the timing and amount of estimated future production; the risks of mining activities; the fact that operating costs and business disruption may be greater than expected following the public announcement or consummation of the Arrangement; and other risks and uncertainties set out in Calibre's annual information form ('AIF') for the year ended December 31, 2024, its management discussion and analysis for the year ended December 31, 2024 and other disclosure documents of the Company filed on the Company's SEDAR+ profile at Calibre's forward-looking statements are based on the applicable assumptions and factors management considers reasonable as of the date hereof, based on the information available to management at such time. Calibre does not assume any obligation to update forward-looking statements if circumstances or management's beliefs, expectations or opinions should change other than as required by applicable securities laws. There can be no assurance that forward-looking statements will prove to be accurate, and actual results, performance or achievements could differ materially from those expressed in, or implied by, these forward-looking statements. Accordingly, undue reliance should not be placed on forward-looking statements.
Times of Oman
22-03-2025
- Politics
- Times of Oman
Dr. Sivakumar talks about fostering academic excellence under his leadership
Interviewing the outgoing Chairman of the Board of Directors of Indian Schools offers a valuable opportunity to reflect on his leadership, achievements, challenges, and vision for the future With over 30 years of experience in education, Dr. Sivakumar Manickam is deeply passionate about transforming learning environments and fostering academic excellence through his visionary leadership. His extensive career as an educational leader encompasses teaching, research, and administration, integrating innovative strategies with a steadfast commitment to quality are excerpts from the well-rounded discussion: Q: What were the key priorities when you first assumed the role of Chairman, and how have they evolved over your tenure? At the very outset, we salute the wise leadership of the late His Majesty Sultan Qaboos bin Said – may his soul rest in peace – whose benevolence was instrumental in starting the first Indian School in Muscat and whose generosity paved way for the establishment of 22 Indian Schools over the years. We pledge our allegiance to His Majesty Sultan Haitham bin Tarik and His Majesty's vision of a renewed renaissance for the Sultanate of Oman. Indian Schools in Oman are among the most successful community schools in the region. Despite the challenges of delivering the Indian curriculum outside India, their success is driven by the Board's visionary leadership, strong support from all stakeholders, and the unwavering guidance of the Ministry of Education, Sultanate of Oman, and the Embassy of India. Today, Indian Schools in Oman cater to the educational needs of more than 47,000 students. As community-driven schools, every child from the Indian Community is given admission and quality education is provided at a very affordable fee, which is sometimes much lower than the fee charged by schools in India even with fewer facilities. This is despite the fact that the fee collected by the schools is the only source of revenue; there is no institutional or government funding for the Indian Schools. When I assumed the role of Chairman of the Board of Directors of Indian Schools in April 2021, we were in a period of recovery from the impact of COVID-19. The prolonged school closures had resulted in significant learning losses, affecting not only academics but also the financial stability of schools. Fortunately, on the academic front, we had ISOVLE—the first virtual learning environment—already in place. This enabled many Indian schools to transition seamlessly to online learning, ensuring that teaching, learning, and assessments continued without disruption. At the same time, we recognised the financial strain on families. In response, due consideration was given to affected parents regarding their children's fee payments. As Indian Schools operate as non-profit community institutions, our stakeholders came together to support this initiative, helping ease the burden on families during these challenging times Q: What are the most significant achievements of the Board under your leadership? Over the years, the Board has initiated a number of collaborative activities such as Indian Schools Talent Fest (ISTF), Indian Schools Film Fest (ISFF), Avenir (Career Guidance Programme), STAI (Science, Technology And Innovation), ISQUIZ, Mon Avis, etc. All these programmes are aimed at encouraging collaboration, communication, technology and critical thinking – the 21 st century skills for holistic development. Current Board ensured that these initiatives are continued as per the requirement and enhanced with all necessary improvements. With the advancement of technology, education has become borderless and globally accessible. One of the most notable e-learning tools is the Learning Management System that enhances the learning experience by helping teachers in planning, teaching and assessing the learning progress of students. The Indian Schools Virtual Learning Environment (ISOVLE) had pioneered online teaching even before the pandemic. The virtual platform developed and managed by the Board is now shared with the Schools intending to capacitate them to develop their own Learning Management System through ISOVLE without incurring any development cost. Training programmes are being organized to equip the VLE coordinators of Schools to manage, enhance and train other teachers to make use of the portal efficiently. Today most of the Indian Schools have a Virtual Learning Environment. The Board has played a pivotal role in designing and implementing Psychometric Assessments for Career Path Selection, helping students make informed decisions about their future studies and careers. To date, over 10,000 students have benefited from these assessments, receiving comprehensive reports on their aptitudes. Committed to supporting students' academic and professional growth, the Board offers these assessments free of charge to senior students of Indian Schools. Along with the above initiatives, the Board has also commenced the consolidation programs for its schools through the implementation of School Development Programs. Under this initiative, each school will establish a systematic approach to the governance of the school by charting out its journey to the next level of achievement. Towards this end, each school has reviewed its Vision and Mission and roll out an organized course of action within a specific time frame with appropriate accountability. These measures expected to assist all stakeholders to understand and support our schooling system in their respective roles in the most efficient manner. Another opportunity for the development of our schooling system that the Board initiated the implementation of the new National Education Policy as rolled out by the Ministry of Education, Government of India. Under this policy, there are ample opportunities for learners and teachers to experience skill-based learning and teaching. It also envisages an active research-orientated approach at the school level which would be of great boost for the learners to sharpen their skills and help them to achieve greater academic pursuits. Q: What challenges did you face as Chairman, and how did you navigate them? The Indian diaspora is highly diverse in terms of needs, expectations, and affordability, making it challenging to cater to the educational requirements of all children within the community. To address this, our school management committees, comprising experts from the community and parents, play a crucial role in strengthening the schooling system. These committees establish a strong feedback loop between schools and the community, ensuring continuous improvement. Guided by the Ministry of Education of the Sultanate of Oman and the CBSE, India, we align our objectives with established educational standards. Indian schools vary significantly in scale, from smaller institutions with as few as 45 students (e.g., Masirah, Thumrait) to large capital city schools with over 8,000 students. While operating schools in remote areas presents challenges, the unwavering support of capital schools and the broader Indian school community ensures that children, regardless of location, receive an education on par with those in major schools. Beyond financial assistance, larger schools contribute by sharing learning resources and facilitating teacher development initiatives, fostering a more equitable and high-quality education system for all Indian students in Oman. Building on the strong foundation laid by previous Boards, we remain committed to taking our schools to the next level. The visionary philosophy established by our founding members continues to guide our progress, ensuring sustained growth and excellence across all domains. Q: What lessons have you learned about effective governance in an educational institution? Effective governance in an educational institution requires a balance of leadership, collaboration, and continuous improvement. Some key lessons I've learned include: One of the most important lessons in effective governance is the value of collaboration and inclusivity, which involves engaging all stakeholders in the decision-making process, including administrators, teachers, students, parents, and the broader community. Additionally, transparency and communication are crucial, as being open about goals, challenges, and changes helps build trust and ensures alignment with the institution's vision and mission. As the education sector continues to evolve, adaptability and responsiveness become key. Being flexible and able to adjust strategies in response to changes in policy, technology, or student needs is essential for effective governance. While day-to-day operations are important, it's also critical to focus on long-term goals by setting a clear strategic direction and making decisions that align with the institution's mission and future needs. Lastly, data-driven decision-making is vital. Using data to evaluate performance, assess outcomes, and identify areas for improvement ensures that decisions are evidence-based and have a measurable impact. Q: What do you see as the biggest challenges facing the school(s) in the coming years? The biggest challenges facing schools in the coming years will likely arise from a mix of external factors and internal growth needs. One of the key challenges will be adapting to technological advancements. With the rapid pace of technological innovation, schools will need to continuously incorporate new tools and digital learning platforms. This involves ensuring that both teachers and students are equipped with the necessary skills to use technology effectively while also addressing the risk of widening the digital divide among students from different socioeconomic backgrounds. Another significant challenge will be ensuring inclusivity and equity. As schools become more diverse, meeting the needs of all students—regardless of their background, abilities, or challenges—will be crucial. This includes offering personalized learning pathways, supporting students with special needs, and creating an environment that fosters inclusivity, respect, and equity. Maintaining financial sustainability will also remain a critical issue, particularly for schools with limited budgets. Schools will need to find sustainable ways to maintain high educational standards, support infrastructure development, and attract skilled teachers. Exploring alternative funding sources, such as partnerships, grants, and alumni support, will be essential for securing financial stability. Lastly, mental health and well-being will continue to be a growing concern. Schools will need to focus on mental health support, creating a safe and nurturing environment where students can thrive emotionally and academically. This requires adequate training for staff, access to mental health resources, and strategies for fostering a positive school culture. Q: What's next for you after stepping down from this role? After stepping down from this honorary role, I look back with great satisfaction on my journey—from entering this schooling system as a teacher to leaving as Chairman of the Board. It has been a fulfilling experience to contribute to this wonderful system, and I am both satisfied and proud of the progress we have made together. Looking ahead, I will continue to pursue my passion for research and writing, particularly in the field of educational technology. I am committed to contributing to the academic community by sharing insights and advancing knowledge in areas that matter deeply to me. With my broad, multidisciplinary expertise, I remain dedicated to improving the higher education system and making meaningful contributions to its growth and development.
