
Toronto Stock Exchange, HIVE Digital Technologies Ltd., The View from the C-Suite
Toronto, Ontario--(Newsfile Corp. - May 23, 2025) - Frank Holmes, Executive Chairman, HIVE Digital Technologies Ltd. (TSXV: HIVE) ("HIVE" or the "Company"), shares their Company's story in an interview with TMX Group.
Cannot view this video? Visit:https://www.youtube.com/watch?v=aS8U0vW34EI
The View From The C-Suite video interview series highlights the unique perspectives of listed companies on Toronto Stock Exchange and TSX Venture Exchange. Videos provide insight into how company executives think in the current business environment. To see the latest View From The C-Suite visit https://www.tsx.com/en/c-suite
About HIVE Digital Technologies Ltd. (TSXV: HIVE)
HIVE Digital Technologies Ltd. is a pioneering technology company advancing sustainable blockchain and AI infrastructure powered by green energy. As the first cryptocurrency miner to go public on the TSX Venture Exchange in 2017, HIVE has grown into a global leader in digital asset mining and AI computing. With operations in Canada, Sweden, and Paraguay, HIVE continues to innovate while reducing its environmental footprint.
Product or service names mentioned herein may be the trademarks of their respective owners.
To learn more, visit: hivedigitaltech.com
SOURCE Toronto Stock Exchange
MEDIA CONTACT:Nathan FastDirector of Marketing and Branding(604) 664-1078
To view the source version of this press release, please visit https://www.newsfilecorp.com/release/253233
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Forbes
2 hours ago
- Forbes
What Every Business Can Learn From American Airlines' New Customer Experience Board
In today's competitive market, loyalty comes from consistently delivering a positive, predictable ... More experience, especially in the airline industry. Great brands don't just react to customer expectations. They anticipate them. In today's competitive landscape, companies that win loyalty are the ones that consistently deliver a predictable positive experience. That's especially true in the airline industry, where every touchpoint, from booking a trip to baggage claim, can shape how passengers feel. That's why American Airlines' latest move to elevate the customer/passenger experience is such an important endeavor. American Airlines recently announced the formation of its Customer Experience Advisory Board, led by AA's chief customer officer, Heather Garboden. CX is now in the C-suite, with a new board that includes leaders from prominent brands such as Disney, Four Seasons, Marriott, Walmart and others. These are brands that have a reputation for knowing how to design and meet customer expectations. Bringing in CX perspectives from other brands outside the airline industry is a smart and progressive move by American. When companies look outside their industry to learn how to create the best customer experience, they are moving from a goal of being best-in-class to achieving world-class status. I've been a member of the AA frequent flier and loyalty programs since the 1980s and currently hold its highest-tier recognition for top customers. Having flown millions of miles to destinations throughout the world to speak at business conferences gives me firsthand experience of the good, the bad and the ugly of airline travel (all airlines). Many factors affect air travel, and some issues are outside the airline's control. But, that doesn't mean they can't take action to mitigate any damage to their relationship with a passenger. These efforts can allow the airline to shine. And then there are the on-ground and in-flight experiences. Everything from making a reservation, checking in for the flight, checking bags, boarding, being taken care of on the flight, retrieving luggage and any other 'touch point' is an opportunity to prove the passenger made the right choice. This is where an advisory board made up of experts outside the airline industry, such as the team American Airlines has assembled, can identify ways to enhance the traditional experience that the airline may not have considered. 'We want to do right by our customers and a critical piece of that requires gathering as much data and insights as possible—from those who fly with us, those who don't and those who have spent their lives honing their expertise in the field of customer experience,' said Garboden. 'We've already learned so much from our new board members and are eager to put some of their suggestions and best practices into place, understanding that the needs of our customers are at the center of everything we do as an airline.' Why This Matters (Even if You're Not in the Airline Industry) Customer service is not a department. CX is more than an initiative. It must be baked into the culture of a company, from the front line to the C-suite, and into the digital tools customers and employees use. What American Airlines is doing by forming this board is what every customer-centric organization should be doing: The airline industry is complex. Safety is the highest priority. On-time performance creates confidence, and a lack of it destroys confidence. The way employees treat passengers either bonds them to the airline or gives them a reason to try the competition on their next trip. It takes a combination of operational excellence and first-class service/experience to drive repeat business. What I Hope the Board Considers Based on my experiences working with hundreds of companies across different industries, I hope the CX advisory board focuses on at least three areas: Final Thoughts I've flown American Airlines for decades, and selfishly, I want the best experience possible. It's easy to create a great experience when things go well. But sometimes, the best experiences happen when things aren't going so well. In other words: The American Airlines Customer Experience Advisory Board will help identify areas for improvement. This is a bold step that will elevate their customer experience. From the moment a customer decides to take a trip on American Airlines until they pick up their luggage at the baggage carousel, the goal is to create an experience that gets customers to say, 'I'll be back!'


Business Upturn
a day ago
- Business Upturn
LEADING EDGE MATERIALS REPORTS QUARTERLY RESULTS TO APRIL 30, 2025
By GlobeNewswire Published on June 21, 2025, 02:30 IST LEADING EDGE MATERIALS REPORTS QUARTERLY RESULTS TO APRIL 30, 2025 Vancouver, June 20, 2025 – Leading Edge Materials Corp. ('Leading Edge Materials' or the 'Company') (TSXV: LEM) (Nasdaq First North: LEMSE) (OTCQB: LEMIF) (FRA: 7FL) announces results for the fiscal period ending April 30, 2025. All references to dollar amounts in this release are in Canadian dollars. Highlights During and After the Quarter During the three months ended April 30, 2025: • On February 9, 2025, the Company provided an update on a Rapid Development Plan ('RDP') for Norra Kärr, to be in production in the shortest possible timeframe, supplying HREE-rich eudialyte concentrate and industrial mineral nepheline syenite. • The Company provided an update on the value creation options being considered for Woxna Graphite, on February 16, 2025, including a possible restart of operations, the production of high-quality flake graphite concentrate. • On March 23, 2025, the Company provided a progress update on Norra Kärr, in the context of the European Commission's ('EC') Joint White Paper for European Readiness 2030, highlighting the increasing geopolitical competition over critical raw materials ('CRMs') and the need for the EU and its member states to build strategic reserves of raw materials. • On March 25, 2025, the EU announced its first list of Strategic Projects under the Critical Raw Materials Act ('CRMA'); Norra Kärr was not included. The Company stated its plan to reapply in the next round of applications. • On April 23, 2025, the Company announced granting of stock options (the 'Options') to directors, officers and consultants of the Company to purchase an aggregate of 6,850,000 common shares (the 'Optioned Shares') of the Company, at exercise price of C$0.24 per Optioned Share, expiring on the date that is 5 years from the date of grant for directors and officers and three years from the date of grant for consultants. The Options will vest 33% on the date of the grant, 33% one year after the date of grant and 34% two years after the date of grant. The Options were issued pursuant to the terms of the Company's Option Plan. Results of Operations Three Months Ended April 30, 2025, Compared to Three Months Ended January 31, 2025 During the three months ended April 30, 2025 ('Q2 2025') the Company reported a net loss of $1,179,168 compared to a reported net loss of $669,216 for the three months ended January 31, 2025 ('Q1 2025'), an increase in loss by $509,952, the increase in loss mainly due to share based compensation expenses of $585,529 (Q1 2025 – $129,292) and foreign exchange loss of $117,063 (Q1 2025 – gain $1,690). Three Months Ended April 30, 2025, Compared to Three Months Ended April 30, 2024 During the three months ended April 30, 2025 ('2025 period'), the Company reported a net loss of $1,179,168 compared to a net loss of $859,529 for the three months ended April 30, 2024 ('2024 period'), an increase in loss of $319,639, the increase in loss mainly due to share based compensation expenses of $585,529 (Q2 2024 – $349,923) and foreign exchange loss of $117,063 (Q2 2024 – $5,754). Selected Financial Data The following selected financial information is derived from the unaudited condensed consolidated interim financial statements of the Company prepared in accordance with IFRS. Fiscal 2025 Fiscal 2024 Fiscal 2023 Three Months Ended April 30,2025 $ January 31,2025 $ October 31,2024 $ July 31,2024 $ April 30,2024 $ January 31,2024 $ October 31,2023(Restated) $ July 31,2023(Restated) $ Operations Expenses (1,070,402) (696,037) (97,209) (797,070) (863,745) (660,617) (457,890) (309,832) Other items (108,766) 26,821 (222,820) (25,168) 4,216 (25,311) 195,209 (8,442) Comprehensive profit/(loss) (1,179,168) (669,216) (320,029) (822,238) (859,529) (685,928) (262,681) (318,274) Basic Profit/(loss) per share (0.01) (0.00) (0.00) (0.00) (0.01) (0.00) (0.00) (0.00) Diluted profit/(loss) per share (0.01) (0.00) (0.00) (0.00) (0.01) (0.00) (0.00) (0.00) Financial Position Working capital 1,191,514 2,198,641 3,337,686 3,973,458 1,610,635 2,316,098 2,713,098 848,952 Total assets 28,361,774 28,480,311 29,343,716 28,454,783 24,991,481 26,003,943 25,512,111 23,588,662 Total non-current liabilities (6,009,933) (5,596,369) (5,641,854) (5,683,545) (5,101,289) (5,489,843) (4,670,790) (5,109,575) Financial Condition / Capital Resources During the three months ended April 30, 2025, the Company recorded a net loss of $1,179,168 and, as of April 30, 2025, the Company had an accumulated deficit of $51,201,042 and working capital of $1,191,514. The Company maintains its Woxna Graphite mine in a 'production-ready' basis while minimizing costs. The Company is also evaluating a potential restart of flake graphite concentrate production. The Company anticipates that it has sufficient funding to meet anticipated levels of corporate administration and overheads for the ensuing twelve months however, it will need additional capital to provide working capital and recommence operations at the Woxna Graphite, to fund future development of the Norra Kärr project or to complete exploration activities in Romania. There is no assurance such additional capital will be available to the Company on acceptable terms or at all. In the longer term the recoverability of the carrying value of the Company's long-lived assets is dependent upon the Company's ability to preserve its interest in the underlying mineral property interests, the discovery of economically recoverable reserves, the achievement of profitable operations and the ability of the Company to obtain financing to support its ongoing exploration programs and mining operations. Outlook Concerns about critical raw materials – security of supply, supply chain resilience and defence requirements – have been recurring themes at conferences attended by the Company in recent months, with HREEs and natural graphite frequently mentioned; geopolitical uncertainties continue, with more talk about the weaponization of global trade in rare earth elements. On June 17, 2025, the G7 Critical Minerals Action Plan was announced focused on 'diversifying the responsible production and supply of critical minerals, encouraging investments in critical mineral projects and local value creation, and promoting innovation' in the G7, and with partners beyond, working together and 'to swiftly protect our economic and national security''. Against this backdrop and calls for more action to match the intent of the CRMA, the Company's portfolio is well positioned. Woxna Graphite Mine The Company maintains the Woxna Graphite Mine in a production-ready state while minimizing holding costs. An internal study completed in early 2022 assessed the potential for restarting operations and upgrading the processing plant to produce high-quality flake graphite concentrate. Work is now underway to update this study, forming the basis of a business plan to support possible project financing, customer prepayments, and access to Swedish or EU public funding, and, in addition. Highlighting Sweden's role in CRMs and graphite's importance, Sweden's Energy, Business and Industry Minister Ebba Busch recently stated that 'Sweden has unique opportunities to be and remain a strong player in global mineral politics. We have the most sustainable mining industry in the world – ethically sustainable, environmentally sustainable, and with good working conditions. The graphite that [Talga Group] is planning to produce is a key material in battery manufacturing and the green transition to a fossil-fuel-free society.' Norra Kärr Heavy Rare Earth Element ('HREE') Project As part of its Pre-feasibility ('PFS') workstreams, the Company is developing a Rapid Development Plan ('RDP') for Norra Kärr to enable the earliest possible production of HREE-rich eudialyte concentrate and industrial mineral nepheline syenite. A phased, small-scale start is under consideration to allow early access to the deposit, initial sales of nepheline syenite, early cash flow, and stockpiling of eudialyte concentrate for future processing. This approach is designed to reduce both risk and environmental impacts. Testwork has now been completed on nepheline syenite and aegirine to determine their mineralogy, chemical composition, and leachate chemistry. The promising results are being used to determine possible market segments and specifications that can be achieved, potential demand and pricing, to be included in an updated PFS economic model for Norra Kärr. The Company envisages the PFS will be completed in Q1 2026. On 24 March 2025, the EU announced its first list of Strategic Projects under the Critical Raw Materials Act (CRMA); Norra Kärr was not included. The Company plans to reapply in the next round of applications having continued to make significant progress since the last application was submitted in August 2024. In recent months, the Company's application for a new Exploitation Concession ('Bearbetningskoncession') 25-year mining lease has been out for consultation with County Administrative Boards ('CAB') and municipalities. The Company understands that CAB opinions have been received by the Mining Inspectorate ('Bergsstaten'). The Company will have an opportunity to respond to opinions and comments. Bihor Sud Nickel-Cobalt Exploration Project Exploration activities at the Bihor Sud project have continued, supported by the hard work of the four new geologists who joined the team in January. Works have included underground mapping, diamond drilling, geophysics, core logging, and sampling. The Company's goal remains to define a large-scale, mineable mineral resource; in gallery G2, targeting promising Zinc-Lead-Copper-Silver mineralization. Results to date are encouraging and underscore the project's strong potential for a significant polymetallic discovery. Financial Information The report for three months ending July 31, 2025, is expected to be published on or about September 19, 2025. On behalf of the Board of Directors, Leading Edge Materials Corp. Kurt Budge, CEO For further information, please contact the Company at: [email protected] Follow usTwitter: Linkedin: About Leading Edge Materials Leading Edge Materials is a Canadian public company focused on developing a portfolio of critical raw material projects located in the European Union. Critical raw materials are determined as such by the European Union based on their economic importance and supply risk. They are directly linked to high growth technologies such as lithium-ion batteries and permanent magnets for electric motors, wind turbines and defense applications. The portfolio of projects includes the 100% owned Woxna Graphite mine (Sweden), 100% owned Norra Kärr Heavy Rare Earth Elements project (Sweden), and the 51% owned Bihor Sud Nickel Cobalt exploration alliance (Romania). Additional Information The information was submitted for publication through the agency of the contact person set out above, on June 20, 2025, at 2:30 PM Vancouver time. Leading Edge Materials is listed on the TSXV under the symbol 'LEM', OTCQB under the symbol 'LEMIF' and Nasdaq First North Stockholm under the symbol 'LEMSE'. Svensk Kapitalmarknadsgranskning ('SKMG') is the Company's Certified Adviser for the Nasdaq First North Growth Market (Stockholm) and may be contacted via email [email protected] or by phone +46 (0)8 913 008. Reader Advisory This news release may contain statements which constitute 'forward-looking information', including statements regarding the plans, intentions, beliefs and current expectations of the Company, its directors, or its officers with respect to the future business activities of the Company. The words 'may', 'would', 'could', 'will', 'intend', 'plan', 'anticipate', 'believe', 'estimate', 'expect' and similar expressions, as they relate to the Company, or its management, are intended to identify such forward-looking statements. Investors are cautioned that any such forward-looking statements are not guarantees of future business activities and involve risks and uncertainties, and that the Company's future business activities may differ materially from those in the forward-looking statements as a result of various factors, including, but not limited to, fluctuations in market prices, changes in the Company's intended use of proceeds from the Private Placement, successes of the operations of the Company, continued availability of capital and financing and general economic, market or business conditions. There can be no assurances that such information will prove accurate and, therefore, readers are advised to rely on their own evaluation of such uncertainties. The Company does not assume any obligation to update any forward-looking information except as required under the applicable securities laws. Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accept responsibility for the adequacy or accuracy of this news release. Attachments LEM – News Release Financial Results – April 30, 2025 Financial Report Disclaimer: The above press release comes to you under an arrangement with GlobeNewswire. Business Upturn takes no editorial responsibility for the same. Ahmedabad Plane Crash GlobeNewswire provides press release distribution services globally, with substantial operations in North America and Europe.


Entrepreneur
a day ago
- Entrepreneur
Companies Step Up Reskilling in the Era of AI
AI is not just reshaping industries; it's redefining the future of work. So, it's critical for companies to reskill and upskill their talent to remain relevant and co-exist with AI You're reading Entrepreneur India, an international franchise of Entrepreneur Media. As artificial intelligence (AI) continues to transform industries, companies face a critical challenge: How to prepare their workforce for a future that looks vastly different from the past. To stay relevant, companies are taking on various measures to reskill and upskill their employees to mitigate the risk of turning them redundant. The World Economic Forum estimates that automation will displace 85 million jobs by 2025, and 40 per cent of core skills will change for workers. AI will usher in a new era of productivity and value, and business leaders in the C-suite should make employees part of that future. At IT services company Persistent Systems, continuous learning and development of its people has always been a strategic priority to ensure they remain relevant and future-ready. "Our talent strategy is rooted in a robust learning ecosystem, led by Persistent University and our Digital Engineering Academy. Our Digital Engineering Academy offers AI-personalized learning paths mapped to over 6,500 skills, enabling employees to gain both breadth and depth in emerging technologies," says Dhanashree Bhat, Chief Operating Officer, Persistent Systems. "Over 18,000 employees have completed internal foundational training in GenAI, and our teams have earned close to 4,000 external certifications. Beyond this, we are scaling access to deeper specializations in AI, ML, and GenAI through a mix of internal modules and industry-recognized certifications. We have over 22,000 partner certifications across a range of technologies, including AI, which are critical to driving customer transformation," says Bhat. Fidelity Investments' global capability center (GCC) in India has been a key part of the company's global operations for over two decades. With a talent base of over 7,000 associates in India, it plays a pivotal role in driving innovation and delivering business-critical solutions. "At Fidelity Investments India, we recognise that in today's fast-changing landscape, embracing the cutting edge of technology is key to making a difference. We look to develop solutions and experiences to meet the dynamic business requirements," says Srinivas Gururaja Rau, Head of Fidelity Fund and Investment Operations Technology India, Fidelity Investments. "We have embedded this culture of constant upskilling and reskilling across all levels of the organization. Whether it's through structured programs like LEAP, an upskilling cohort for early-career technologists, role-based learning journeys, internal technology communities, niche hackathon events, our innovation and patent programs, or regular hands-on certification and training programs, we provide a host of opportunities for our technologists to learn and work on the latest emerging technologies in financial services, to innovate for the future," says Rau. ACQUISITIONS AND PARTNERSHIPS Several companies are also acquiring niche startups and leveraging partnerships to enable their reskilling initiatives. For instance, IT major Accenture recently acquired edtech firm TalentSprint from NSE Academy Ltd. The acquisition is expected to bolster Accenture LearnVantage's ability to drive growth through key university certifications and high impact bootcamps, creating trained talent pools for enterprises and governments. As part of the acquisition, TalentSprint's team of approximately 210 professionals will join Accenture LearnVantage. "TalentSprint's end-to-end delivery capabilities of focused learning programs provide a competitive value proposition for learners and enterprises alike, making it a great fit for our expanding LearnVantage business," said Kishore Durg, global lead of Accenture LearnVantage. "The addition of TalentSprint further boosts our ability to meet our clients' demand for training, helping their people gain the essential technology skills in emerging areas needed to reinvent their organizations and achieve greater business value." Saurabh Kumar Sahu, who leads Accenture's India business, added, "India is witnessing a growing need for specialized technology skills at scale as enterprises accelerate their digital transformation efforts and Global Capability Centers evolve into R&D, innovation, and engineering hubs. We see significant opportunities to partner with these organisations to build a pool of readily deployable talent skilled in emerging technologies." The acquisition of TalentSprint complements Accenture's recent investments in Udacity and Award Solutions, and aligns with the company's USD 1 billion investment in LearnVantage over three years, announced in early 2024. "Since inception, our mission has been to equip learners with deep expertise for a disrupted world," said Anurag Bansal, Managing Director and CEO of TalentSprint. "Joining forces with Accenture LearnVantage allows us to scale our impact, delivering cutting-edge technology and next-gen management programs that are valued and trusted by students, professionals, organizations, and governments alike." French IT major Capgemini recently collaborated with the Nasscom Foundation to skill and certify more than 700 disadvantaged youths through their AI for Skilling program. As India moves swiftly towards an AI-driven future, the demand for a workforce proficient in AI competencies continues to grow. Capgemini and the Nasscom Foundation partnership plays a key role in helping to meet this demand by equipping the youth with advanced skills in generative AI, robotics, fintech, and more. Implemented currently in Delhi NCR and Bengaluru, the program is designed to provide a comprehensive 200-hour training, comprising over 140 hours of technical training and more than 60 hours of soft skills development. The initiative builds on Capgemini Digital Academy program, which trains thousands of youths across India in high-demand digital skills, creating opportunities for careers in technology. "AI is shaping a bold new era of work—one where innovation, inclusion, and human potential thrive together. Through Capgemini's Digital Academy, in partnership with Nasscom Foundation, we are bridging the digital divide - equipping the youth with industry-relevant AI and technology skills for meaningful careers. This initiative is also fuelled by the passion of our employee volunteers, who mentor and guide learners, reinforcing our commitment to inclusive growth," says Ashwin Yardi, CEO, Capgemini India. Commenting on the success of the initiative, Jyoti Sharma, CEO, Nasscom Foundation said, "AI is not just reshaping industries, it's redefining the future of work. Our collaboration with Capgemini, under the AI for Skilling initiative, reflects our shared vision of an inclusive digital economy, where marginalized youth have the opportunity to participate and break barriers to AI access. By enabling future-ready skills and focusing on foundational, core-work skills, we are investing in the potential of India's youth to fully embrace evolving digital opportunities." To ensure holistic development, the initiative extended beyond technical training and included expert sessions conducted by industry professionals, as well as aptitude-building modules, and awareness programs. Real-world exposure was also facilitated through corporate volunteer engagement and industry visits, helping learners gain insights into workplace expectations and the professional culture of the technology sector. CO-EXISTENCE OF HUMANS AND AI Persistent Systems is of the view that collaboration between human expertise and AI is a "force multiplier". As GenAI becomes integral to business workflows, it's driving faster decisions, greater scale, and more dynamic operations. In fact, according to McKinsey, 71 per cent of business leaders now report using GenAI in at least one function, up from 65 per cent in early 2024. "We follow a human-in-the-loop approach, where employees are involved in training models, prompt engineering, and validating outputs, ensuring AI remains contextually relevant, ethical, unbiased, and aligned with business goals. Our focus is on outcome-based learning. From customer interview coaching to internal mobility programs, we help employees apply AI-first thinking to solve real problems, bridging skill development with delivery impact," says Bhat. He says that across industries, roles are being redefined. Developers are moving beyond manual coding toward solution design, while business teams are using AI to personalize experiences and accelerate decisions. This shift empowers talent to focus on higher-value, creative, and strategic work. Ultimately, AI is elevating human potential, and that synergy is shaping more agile, future-ready workforces capable of delivering stronger outcomes in a dynamic, technology-first world.