Global Personal Protective Textile Market (COVID-19 Impact) Size, Status and Forecast 2020-2026

The Global Personal Protective Textile Market 2020 Research Report is a professional and in-depth study on the current state of Personal Protective Textile Market.

This report studies the Personal Protective Textile Market with many aspects of the industry like the market size, market status, market trends and forecast, the report also provides brief information of the competitors and the specific growth opportunities with key market drivers. Find the complete Personal Protective Textile Market analysis segmented by companies, region, type and applications in the report.

Key Players: Royal Ten Cate NV,DuPont,W. L. Gore and Associates,Kusumgar Corporates,Argar S.r.l.,PBI Performance Products,Schoeller Textil AG,Teijin,Madhuram Fabrics.

The final report will add the analysis of the Impact of Covid-19 in this report Personal Protective Textile industry.

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Personal Protective Textile Market continues to evolve and expand in terms of the number of companies, products, and applications that illustrates the growth perspectives. The report also covers the list of Product range and Applications with SWOT analysis, CAGR value, further adding the essential business analytics. Personal Protective Textile Market research analysis identifies the latest trends and primary factors responsible for market growth enabling the Organizations to flourish with much exposure to the markets.

Market Segment by Regions, regional analysis covers

North America (United States, Canada and Mexico)

Europe (Germany, France, UK, Russia and Italy)

Asia-Pacific (China, Japan, Korea, India and Southeast Asia)

South America (Brazil, Argentina, Colombia etc.)

Middle East and Africa (Saudi Arabia, UAE, Egypt, Nigeria and South Africa)

Research objectives:

To study and analyze the global Personal Protective Textile market size by key regions/countries, product type and application, history data from 2013 to 2017, and forecast to 2026.

To understand the structure of Personal Protective Textile market by identifying its various sub segments.

Focuses on the key global Personal Protective Textile players, to define, describe and analyze the value, market share, market competition landscape, SWOT analysis and development plans in next few years.

To analyze the Personal Protective Textile with respect to individual growth trends, future prospects, and their contribution to the total market.

To share detailed information about the key factors influencing the growth of the market (growth potential, opportunities, drivers, industry-specific challenges and risks).

To project the size of Personal Protective Textile submarkets, with respect to key regions (along with their respective key countries).

To analyze competitive developments such as expansions, agreements, new product launches and acquisitions in the market.

To strategically profile the key players and comprehensively analyze their growth strategies.

The Personal Protective Textile Market research report completely covers the vital statistics of the capacity, production, value, cost/profit, supply/demand import/export, further divided by company and country, and by application/type for best possible updated data representation in the figures, tables, pie chart, and graphs. These data representations provide predictive data regarding the future estimations for convincing market growth. The detailed and comprehensive knowledge about our publishers makes us out of the box in case of market analysis.

Table of Contents: Personal Protective Textile Market

Key questions answered in this report

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Personal Protective Textile Market (Impact of COVID-19) Top Growing Companies: Royal Ten Cate NV,DuPont,WL Gore and Associates,Kusumgar...

KALAMAZOO, MI - From the empty bleacher seats to masked players keeping their distance in the dugout, Wednesdays opening day for the Kalamazoo Growlers 2020 season had an unfamiliar atmosphere at Homer Stryker Field.

What was familiar -- the snap of a fastball into the catcher's mitt and the crack of the bat -- were things the 100 fans in attendance had been clamoring for since the coronavirus COVID-19 put a halt on the sports world in mid-March.

"It feels fantastic," said Mike Woodworth, who was attending his second Growlers' game. "I've been waiting for it for what seems like three months now to be able to go out and see a live sporting event."

With less than 3 percent of Homer Stryker's 4,000 seats filled, the stadium experience was strange, but not completely unpleasant for Kalamazoo native Bill Ferguson, who was taking in the game from behind the backstop in the Dugout Club.

"Frankly, it's a little odd to be out here with so few people, but man, it's almost like a personal performance," he said.

For their loyal fans, the Growlers delivered a 7-2 win over the first-year Kalamazoo Mac Daddies, who were formed when the Northwoods League decided to open its college summer baseball season with a few teams clustered around different markets.

That creativity gave the league's players a chance to get back out on the diamond after missing the bulk of their 2020 collegiate campaigns, and it was a move much appreciated by DeWitt, Mich., native Eric Nordmann, whose son, Trey, made his Growlers' debut.

"It's a great experience not for just myself, but also the kids and all the parents involved because it's been such a heartbreaking thing when you know your kid works so hard -- all of them do -- and the parents work hard at getting their kids to this level of baseball, and to have it taken away so quickly, it's heartbreaking," Nordmann said. "Now getting to come back out here in Kalamazoo, where these people put together a great facility and a show for these kids, it's great and hopefully it just takes off."

Originally scheduled to start their season on May 26, opening day was five weeks in the making for the Growlers, and fourth-year field manager Cody Piechocki said it was hard for him to fathom the season was actually happening until Wednesday morning.

"I don't think I got excited until this morning because it just didn't feel real," he said. "I don't think it sank in until I got in my truck to come the ballpark, and then those opening-day feelings hit, and that first pitch happened, and it's just a great feeling."

The Growlers proved ready for action from their first at-bat, when Western Michigan star Blake Dunn drove leadoff home run to the opposite field to give his team a 1-0 lead, but the Mac Daddies rallied for two runs in the second thanks to a double from Central Michigan's Garrett Navarra and single from fellow Chippewa and former Jenison star Kyle Nott.

The Growlers tied it at 2 in the fifth inning off an RBI single from Richland Gull Lake grad and current Ball State infielder Trent Quartermaine, and they took a 3-2 lead in the sixth thanks to a single from Stanford University freshman Brett Barrera, before putting the game away with four runs in the eighth inning.

Kalamazoo Hackett grad and Trine University pitcher Adam Wheaton got the start in his home town and struck out two, while allowing two runs and three hits in two innings.

Gull Lake grad and current Grand Valley State pitcher Nate Wargolet relieved him, and was one of seven hurlers to throw a shutout inning for the Growlers.

Social distancing protocols made a proper postgame celebration impossible, but the Growlers players had fun with it, as they gave each other air fives to avoid touching hands.

It's another example of how baseball looks different in the time of COVID-19, but Piechocki said he's happy with how his team, and the franchise in general, has adjusted.

"I thought our front office and the league, we did a lot of meetings with our training staff from Bronson (Hospital), and I think we did about four hours of meetings on what the differences were going to be," he said. "You still have to fight athletes from wanting to be next to each other, but our athletes did a really nice job tonight of following the protocols, so I thought overall I was really pleased with that."

The Growlers return to action at Homer Stryker Field on Thursday for a 6:35 p.m. matchup with the Battle Creek Bombers.

MORE:

34 Michigan natives set to take the field for Kalamazoo Growlers, Mac Daddies

New teams in Kalamazoo, Traverse City part of revamped college summer baseball season

College summer baseball in Michigan starts on July 1; heres what to expect

Kalamazoo Growlers will convert baseball diamond into drive-in theater

Read the original post:
Kalamazoo Growlers win on opening day in front of 100 fans happy to see baseball - MLive.com

When a Sudanese asylum seeker stabbed six people before being shot dead by police one week ago today, the horror put a spotlight on those who dream of calling Scotland home.

Badreddin Abadlla Adam, 28, was one of 100 asylum seekers temporarily placed in Glasgows Park Inn hotel at the start of coronavirus lockdown in March.

His victims who include 42-year-old police officer David Whyte survived.

But delays to the asylum process are being blamed for causing additional strain on vulnerable people, many of whom are fleeing war, violence and persecution in their homelands.

Adams death came two months after a 30-year-old Syrian mans suspected suicide in another central Glasgow hotel.

Campaigners say the Home Office must deal with cases more quickly. The process was already prone to delays but, like so much else, has virtually stopped due to lockdown.

Immigration lawyer Andy Bradley told STV News that a sizeable minority are failed by the system, blaming Home Office maladministration and red tape.

This can leave asylum seekers in a state of limbo for years often isolated and impoverished; unable to work or begin building a new life.

He added: If there are lengthy delays this can be sometimes very stressful. Now during that period where they are awaiting a decision, their ability to integrate into Scottish society or Glasgow society is very limited.

Many asylum seekers just now, theyve not been able to get any interviews for the past three months or so and that does appear to be adding to the problem.

When someone seeks asylum in the UK, they undergo an initial screening with an immigration official. They are photographed, have their fingerprints taken and given an asylum registration card.

This is followed by a substantive interview in which they must prove why they cant live in their own country due to persecution because of race, religion, nationality, political views or other criteria such as sexuality.

If successful, the applicant is given leave to remain in the UK for five years, which can become permanent.

Around 40,000 people apply for asylum in the UK each year with just under half of those being successful. The Home Office says a decision is usually made within six months. However, many asylum seekers wait much longer.

One such hopeful is a woman from Namibia. She says she fled from her violent father who was trying to force her to marry one of her cousins.

The woman, who we are calling Venu to protect her identity, has been in Scotland for more than two years but has not had a substantive interview possibly due to a lack of translators who speak her Otjiherero language.

Venu is heartbroken at being forced to leave behind her seven-year-old daughter. She also feels guilty as she cant open a UK bank account to send money to the friend caring for her daughter.

In broken English, she told STV News: I dont know whats going to happen next. Im really stressed. Im suffering from depression.

You have to support your child, you have to support yourself. Its very hard, Im telling you. I want to bring my baby and my friend, I miss them very much.

Another asylum seeker we have spoken to says that if she was forced to return home, it would likely result in her being murdered due to her political activity.

The woman, who we are calling Leena, fled after she and her son were allegedly targeted by armed gunman in her home nation in south-east Asia.

They have been in the UK for more than three years while their lives have been at a standstill unable to get a job or contribute to society.

They are appealing against a Home Office decision to reject their asylum bid, on the grounds they could not provide sufficient evidence.

She said: So I dont know what to do in that situation. I cant be filming, I cant be taking photos. That kind of evidence the Home Office want.

We quickly pack everything and we run away and flee to Scotland. We can contribute a lot to the country and also can help to lift up the economy by paying tax, by helping I dont know why the Home Office does not want to consider all these things.

Others experience hostility and racism with the Park Inn attack heightening tensions.

Hekma Yagoub, from Sudan, has been in Glasgow for more than two years and has won the right to remain. Since last weeks attack she and her friends avoid going into the city centre.

She added: Personally I dont feel safe. Normally I cycle around Glasgow and I feel I need to take extra precautions just to do that. Normally, for example, I dont take my phone with me.

But now I think twice before I plan to go out and obviously this is because of this incident.

While the Park Inn remains a crime scene, the 100 asylum seekers who were staying there have been placed in another hotel by Mears Group the company that was paid by the Home Office to house and support those seeking asylum. Mears Group declined to comment.

Asked about asylum delays, a Home Office spokesperson said: Due to the coronavirus outbreak, some decisions have been delayed but we are continuing to make decisions where we have sufficient information.

We have put in place a range of measures to support asylum seekers during this time.

The Home Office also reject some campaigners accusations that putting asylum seekers in hotels during lockdown is similar to being imprisoned, saying they would be destitute but are provided with free, fully furnished accommodation while applications are considered.

They added: Like everyone else in the country during the coronavirus outbreak, asylum seekers have been asked to stay where they are and to follow social distancing to help fight the spread.

As such, throughout the coronavirus outbreak, we have put in a range of measures to support asylum seekers who are affected, including standing up accommodation.

Read the original:
Failed by the system? Asylum seekers wait to call Scotland home - STV Edinburgh

by Elizabeth Hofheinz, M.P.H., M.Ed.

Think of the last time you dragged yourself to the office after a rough nights sleep. Wait that was in a pre-COVID-19 world. Instead, you might be dragging yourself to your dining table to work. Now more than ever, it takes energy to work. It takes lots of energy to work at your peak. And in this new climate, your peak may look pretty different.

Despite new and shifting working conditions, the fact remains that the litany of energy-draining things in life do show up at the workplace. And the stakes are extra high if your workplace is an OR.

A role model for proactivity, Johnson & Johnson is not waiting until employees energy reserves run out.

Melinda Thiel is Vice President of Health Systems Value Transformation at Johnson & Johnson Medical Devices Companies. She commented to OSN, Johnson & Johnson is doing its utmost to foster a culture of mental, physical and emotional health in the workplace. We are helping customers to think about investing in their culture in novel ways.

Indeed, Johnson & Johnson offers a suite of resources under its Healthy Workforce umbrella, with one component of the program the Human Performance Institute having a 30-year track record.

Theil said, The genesis of our Healthy Workforce offerings emanated from the work we did in partnering with customers to help bring our expertise and capabilities to those health systems. We have numerous competencies as a healthcare company and have come to appreciate that our customers value and trust our knowledge, so this program is an intersection of customer priorities and J&Js competencies.

Raphaela ODay, Ph.D., is a behavior scientist and Senior Performance Coach and Innovation Catalyst for Johnson & Johnson Human Performance Institute. She commented to OSN, Our overarching aim is to help employees assess their lives in a holistic manner. Its about helping people be their best selves, not just in the context of a work environment, but when they are off the clock as well.

This program creates space for people to explore any discrepancies between who they are at their best and what may be getting in the way of that at different times. What we often observe as individuals explore this concept is that they sacrifice self-care in order to meet the demands and challenges of their environment. In order to get more done they often give up time spent on taking care of themselves. The problem with this approach is that they are eroding the very foundation that supports their ability to get things done in the most effective and efficient way themselves. During times of crisis, this seems to be even more prevalent, because people often feel that self-care is self-centered and they may even have a sense of guilt around it. This is a challenge because it may contribute to a downward spiral.

So what does this program look like?

Dr. ODay notes, The Institute focuses on the science of human performance. Essentially, how one can maximize their energy and foster resilience. Much of the Institutes work is built off of the established research that sprung from the sports world, militarys Special Forces and Fortune 500 CEOs. We have successfully translated this knowledge into resources for healthcare organizations.

At the Human Performance Institute, we offer trainings of varying lengths, as well as a Train-the-Trainer program. In our performance program, we combine behavior science, performance psychology, exercise physiology and nutrition science to holistically train individuals to manage their energy and support their wellbeing.

We also offer a resilience program where participants learn about managing uncertainty, preventing burnout, applying strategic recovery, and building a growth mindset. We have found that both the performance and the resilience programs are pertinent to healthcare and even more relevant given the current pandemic. Although we have always recognized that much of the discussion is about helping build skills and behaviors that close the gap between demand and our capacity to meet that demand, we recognize that the gap is likely more pronounced now more than ever. When speaking with different audiences, we take into consideration that some content areas such as recovery and how we perceive and feel about the current situation has important impact on what we focus our coaching on. It really is about meeting people where they are with evidence-based strategies to support them in the context of their current experience.

So how does this work?

Thiel told OSN, We work with chief wellness officers, CEOs and CMOs who are staunchly committed to investing in their employees. It is evident that there is no one size fits all program. When we work with a company, sometimes we bring in the entire leadership team and take them through the HPI program. Then they bring those resources and skills back to the workplace so that the leadership team can champion it within the system. An ideal example is when, say, the head of orthopedics and the head of nursing attend a training together and then form a united front when it comes to advocating for wellness.

Other companies may prefer to offer the program on-site and bring everyone in for a one-day experience. Another option is a virtual module; the goal is to be flexible so that we can assure that the information is transmitted as widely as possible.

And what are the chiefs saying?

Thiel: We have spoken with a number of orthopedic chairs, who are telling us, I want to foster an environment where people can be comfortable talking about their daily struggles. We want it to be routine for a surgeon to grab a colleague and say, Hey, I need to talk to someone about this case.

Not reinventing the wheel

Most healthcare facilities have some version of an employee wellness program. Thus, we target our efforts in a way that dovetails or builds on what they have already instituted.

Dr. ODay: We talk to leaders about how their own energy and resilience may contribute to the energy and/or resilience of those they manage. Much of the time people are just trying to feel in control in an environment that feels out of their control. Time is finite so one thing we do is encourage a shift from the number of hours you work to the quality of energy that someone brings to their day. That is the first part of the conversation. We help people realize that they have an opportunity to shape the way their day goes, and by extension, the day of those around them.

During times of uncertainty, this is a particularly poignant conversation, since leaders are culture creators. We look to leaders as role models for acceptable and even expected behavior. Leaders have the unique opportunity and responsibility to establish good norms for others. Role modeling behaviors that prioritize self-care, recovery and positive mindset are just a few ways to support others in doing the same. Doing this can support others in recognizing that although we may not always have control over our environment, we can control how we respond. Although not easy, it is empowering to take back control where we can, and when leaders model the same, it maybe a little easier.

Shifting sands of power

The commonand validrefrain is that physicians are losing autonomy. Wellbeing is an area where they can retainand even enhance control no matter what is going on around them. We cover physical health (nutrition, activity, sleep), as well as emotional health (coping skills). We know that these factors are interconnected, i.e., if you are exhausted due to lack of sleep or you cannot be entirely present and focused when you are with a patient, then doctors cannot provide the best level of careto the detriment of all. In addition, we assist participants in identifying a sense of purpose as well as how to live into that daily.

Published studies show that the Institutes programs improve vitality and purpose, and that these improvements are sustained over time.

But they dont rest on their laurels.

Thiel: Part of our process has involved defining measure of success. I just met with a customer in a major healthcare system who told me, We struggle with the concept of ROI because some elements are difficult to nail down. Yes, we want to reduce absenteeism, but it is hard to say which one or two things drive the outcomes. Now some systems are looking at return on value, which is a broader recognition of the value these kinds of programs bring (for example, net promoter scores.)

Buy in critical

Asked how they bring people through the program, Dr. ODay noted, Executives must buy in to the idea and serve as role models for each of the program elements. If the leaders are the first to implement changes, then the rest of the facility will more easily know how to undertake the changes. In addition, if possible, it is best to bring an entire treatment team to the program together as it creates a holistic focus on them in the context of the team as well as their broader lives. We know that every environment has slight differences that contribute to stress, thus having a conversation about how to manage these things in the specific context of that team reinforces new behaviors and builds shared accountability.

Learning to remain steady amidst change

Commenting on cultural shifts, Thiel says, The executives we work with tell us that the thinking is shifting as the healthcare system moves from volume to value. With more and more patients and an increasing pressure to improve profitability, there are special challenges regarding culture. When people are pushed to do more with less, then the way they work is affected.

Dr. ODay indicates that they are laser focused on three areas. We recognize that a challenge such as burnout has a variety of contributors across healthcare. Our goal is to help facilities prepare and manage this complex environment. With this in mind, we focus on supporting individual health and wellbeing through both the holistic management of personal energy and building of resilience. Additionally, we help individuals identify and live into their personal purpose to unleash their performance in both work and life.

Helping individuals be the best version of themselves in this complex environment requires an open dialogue about the holistic elements that come together for optimal physical, emotional, mental, and spiritual wellbeing. Recognizing that these are a combination of individual and organizational factors is important, says Dr. ODay.

Winston S. Churchill said, Its not enough to have lived. We should be determined to live for something.

J&J is bringing that something a whole lot closer for a great many people.

See original here:
J&J Healthy Workforce Program: Bringing Purpose and Productivity to Life - OrthoSpineNews

Global Personal Care Polymer Ingredients Market 2020 by Manufacturers, Type and Application, Forecast to 2025 is a comprehensive study that delivers market data with characteristics, era, and market chain with analysis and developments and increases. The report offers a prompt point of view on the Personal Care Polymer Ingredients market, explaining the industry supply, marketplace demand, value, competition, and its analysis of key players with industry forecast from 2020 to 2025. It speaks about the market major leading players, market size over the forecast period from 2020 to 2025, segmentation analysis, market share, current market trends, movements, and major geographical regions involved. It contains data to develop the strategy and gives better connections to the customers.

Market Synopsis:

The research highlights also contain competitors landscape, market rivalry, and the environment with the addition of a SWOT, Porters Five Forces, and Maturity analysis. The report then takes a look at the market segmentation concerning the product and type, end-client applications, regional control, and market plans. The product and business strategy of some of the key vendors in the global Personal Care Polymer Ingredients market are additionally studied in the report. The report analyzes the market dynamics by looking at the business regulatory framework, technological advances in associated industries, and the strategic avenues. The market report examines this market on the basis of its market sections, major geographies, and present-day market patterns.

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NOTE: This report takes into account the current and future impacts of COVID-19 on this industry and offers you an in-dept analysis of Personal Care Polymer Ingredients market.

This report focuses on the global top players, covered: Eastman Chemical, Croda, BASF, Lubrizol, AkzoNobel, DowDuPont, Air Products and Chemicals, Ashland, Lonza

In market segmentation by types, the report covers: Surfactants, Emulsifiers, Emollients, Rheology Modifiers, Others

In market segmentation by applications, the report covers the following uses: Skin Care, Sun Care, Hair Fixative and Film-Former, Color Cosmetics, Toiletries, Others

If opting for the global version of global Personal Care Polymer Ingredients market analysis is provided for major regions as follows: North America (United States, Canada and Mexico), Europe (Germany, France, United Kingdom, Russia and Italy), Asia-Pacific (China, Japan, Korea, India, Southeast Asia and Australia), South America (Brazil, Argentina), Middle East & Africa (Saudi Arabia, UAE, Egypt and South Africa)

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The statistical and analytical information is represented in graphical and tabular format for easy understanding. The report gives an advance considering the point of view on various factors driving or controlling the market development. All the marketing channels, traders, distributors, suppliers, manufacturers of Personal Care Polymer Ingredients are covered in this study. The report comprehends manufacturing cost structure, raw material, and providers, producing process, industry chain structure. The report portrays market value and volume, regional analysis, emerging segments, limit investigation, deals examination, and deals value examination.

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Global 1, 3-Dicaffeoylquinic Acid Market 2020 Key Players, Industry Size, Share, Segmentation, Comprehensive Analysis and Forecast by 2025 Global Palmitoyl Glutamic Acid Market 2020 Key Players, Industry Size, Share, Segmentation, Comprehensive Analysis and Forecast by 2025 Global Sodium Palmitoyl Glutamate Market 2020 Key Players, Industry Size, Share, Segmentation, Comprehensive Analysis and Forecast by 2025 Global Magnesium Palmitoyl Glutamate Market 2020 Key Players, Industry Size, Share, Segmentation, Comprehensive Analysis and Forecast by 2025 Global Sodium Lauroyl Glutamate Market 2020 Key Players, Industry Size, Share, Segmentation, Comprehensive Analysis and Forecast by 2025

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Global Personal Care Polymer Ingredients Market 2020 Key Performance, Top Players, Segmentation, Future Plans and Forecast to 2025 - Cole of Duty

June 10, 2020 18:02 ET | Source: Andrew Peller Limited

GRIMSBY, Ontario, June 10, 2020 (GLOBE NEWSWIRE) -- Andrew Peller Limited ADW.A/ADW.B (APL or the Company) announced solid operating performance for the three months and year ended March 31, 2020.

FISCAL 2020 HIGHLIGHTS:

We were pleased with our results in fiscal 2020 as the launch of new products and product categories, combined with our emphasis on higher margin sales and operating cost controls, generated another year of increased earnings for our shareholders, commented John Peller, Chief Executive Officer.

While the COVID-19 pandemic is impacting certain of our trade channels, we believe we will see compensating sales through our largest customers, including provincial liquor stores, grocery stores and our retail outlets. Overall, we have the experience and the financial resources to work through this challenging time, added Randy Powell, President.

Solid Operating Performance Sales were $82.1 million and $382.3 million for the three months and year ended March 31, 2020, respectively, up from $79.8 million and $381.8 million in the prior year. The Company experienced solid sales growth through the majority of its well-established bottled wine trade channels due to the introduction of new products and new product categories, and new and innovative sales and marketing programs. This growth was partially offset by reduced sales in the personal winemaking market, increased competition from subsidized lower priced imported wines, and lower duty-free export sales due to trade and political disputes between Canada and China.

Gross margin as a percentage of sales strengthened for the three months and year ended March 31, 2020, rising to 43.5% in the fourth quarter and 43.3% for the year compared to 41.6% and 39.2%, respectively, last year. Gross margin is benefitting from an increased focus on higher margin products and the positive impact of the Companys cost control initiatives. On the acquisition of three wineries in October 2017, the Company recorded an increase of $10.4 million to inventory to represent the fair value of goods acquired from the new wineries. This increase is being expensed over time to the consolidated statement of earnings as finished goods are sold. For the year ended March 31, 2020 the Company recorded a charge of $1.7 million to cost of goods sold as a result of this adjustment compared to $5.5 million in fiscal 2019. Management is continually focused on enhancing production efficiency and productivity and believes gross margin will remain strong for the foreseeable future.

Selling and administrative expenses were lower in fiscal 2020 compared to the prior year. Included in fiscal 2020 is the reduction of lease expenses of $3.2 million due to the accounting treatment for lease obligations in accordance with IFRS 16, adopted on April 1, 2019. Partially offsetting these reductions are expenditures related to the Companys implementation of a new Enterprise Resource Planning (ERP) solution, and an increase in the allowance for doubtful accounts due to the potential impact of the COVID-19 pandemic on certain customers. As a percentage of sales, selling and administrative expenses improved to 27.4% in fiscal 2020 compared to 27.8% in the prior year.

Earnings before interest, amortization, net unrealized gains and losses on derivative financial instruments, other (income) expenses, and income taxes (EBITA) were $9.7 million and $61.5 million for the three months and year ended March 31, 2020, respectively, up from $6.6 million and $52.9 million in the prior year. EBITA strengthened due primarily to the improved gross margin and the lower selling and administrative costs in fiscal 2020. Adjusted EBITA, which excludes from EBITA one-time acquisition related charges, was $9.9 million and $63.2 million for three months and year ended March 31, 2020, up from $6.5 million and $58.3 million in the prior year.

Interest and amortization expense increased in fiscal 2020 compared to the prior year due primarily to the lease obligations as mentioned above. Other expenses in fiscal 2020 include $1.7 million in restructuring costs.

The Company recorded a net unrealized non-cash loss in fiscal 2020 of $1.4 million related to mark-to-market adjustments on interest rate swaps and foreign exchange contracts compared to a net unrealized loss of $1.7 million in the prior year.

Net earnings for the year ended March 31, 2020 increased to $23.5 million ($0.55 per Class A Share) from $22.0 million ($0.51 per Class A Share) in the prior year. The Company generated a net loss of $1.0 million ($0.02 per Class A Share) in the fourth quarter of fiscal 2020 compared to net earnings of $0.8 million ($0.00 per Class A Share) in the fourth quarter of fiscal 2019. Adjusted earnings, defined as net earnings not including net unrealized gains and losses on derivative financial instruments, other (income) expenses, non-recurring, non-operating (gains) and losses, and the related income tax effect were $1.2 million and $27.6 million for the three months and year ended March 31, 2020, respectively, compared to $1.5 million and $29.4 million, respectively, in the prior year.

COVID-19 Pandemic On March 11, 2020, the World Health Organization characterized the outbreak of COVID-19 as a global pandemic. Management continues to closely monitor and assess developments regarding the pandemic, including industry, market and internal factors, as well as regulations enacted by governments across Canada. Businesses selling beer, wine and other alcohol products have been deemed essential services, as well as those businesses that supply them. As a result, all of the Companys production facilities remain open, as do the Companys retail locations and retail estate locations. New protocols related to cleanliness and social distancing have been deployed at all locations. In late March 2020, the Company introduced a temporary wage increase for front line staff to recognize their efforts during the COVID-19 pandemic. Management believes its export, estate property hospitality and personal winemaking sales will be affected by the pandemic. However, consumption of alcohol beverages remain stable in Canada with consumers purchasing products through alternative trade channels available during the pandemic, benefiting the Companys sales through provincial liquor stores and its other retail channels. The Company has enhanced its capabilities to support increased demand for direct-to-home purchases. In response to COVID-19, the Company has implemented working practices to address potential impacts to its operations, employees and customers and will take further measures, if required. These practices have been permanently established to enhance the ability for the Company to respond in the future. The outbreak may also have an effect on the future collectability of certain receivables, recoverability of property plant and equipment, goodwill and intangible assets, as well as the fair value of derivatives. At present, the Company has not identified any material continuity-risks specifically associated with COVID-19. The Company believes it has the management experience and the financial resources and flexibility to meet the liquidity needs presented by the pandemic. The Company continues to review all capital allocations to ensure it remains financially stable and well capitalized going forward.

Maintaining a Strong Financial Position Overall bank debt increased to $165.2 million at March 31, 2020 from $154.8 million at March 31, 2019. The increase is due to cash flows from operations in fiscal 2020 offset by regularly scheduled debt repayments. With the increase in debt, the Companys debt to equity ratio was 0.67:1 at March 31, 2020 compared to 0.66:1 at March 31, 2019. At March 31, 2020, the Company had unutilized debt capacity in the amount of $24.2 million on its operating facility and $112.4 million on its investment facility.

Shareholders equity as at March 31, 2020 was $245.5 million or $5.63 per common share compared to $234.8 million or $5.31 per common share as at March 31, 2019. The increase in shareholders equity was due to the net earnings in fiscal 2020, partially offset by the payment of dividends.

For the year ended March 31, 2020, the Company generated cash from operating activities, after changes in non-cash working capital items, of $31.5 million compared to $49.0 million in the prior year. Investing activities of $23.3 million in fiscal 2020 relate primarily to capital expenditures to improve operations and to implement the new ERP system.

On June 10, 2020, the Companys Board of Directors approved a common share dividend with no increase to preserve capital as a result of COVID-19. The annual dividend on Class A Shares is $0.215 per share and the dividend on Class B Shares is $0.187 will be paid quarterly to shareholders. The Company has consistently paid common share dividends since 1979.

Financial Highlights (Financial Statements and the Companys Management Discussion and Analysis for the period can be obtained on the Companys web site at http://www.andrewpeller.com)

Investor Conference Call An investor conference call hosted by John Peller, Chief Executive Officer, Randy Powell, President, and Steve Attridge, CFO, will be held Thursday, June 11, 2020 at 9:30 a.m. ET. The telephone numbers for the conference call are Local/International: (416) 406-0743, North American Toll Free: (800) 806-5484. The telephone numbers to listen to the call after it is completed (Instant Replay) are local/international (905) 694-9451 or North American toll free (800) 408-3053. The Passcode for the Instant Replay is 3162957#. The Instant Replay will be available until midnight,July 13, 2020. The call will also be archived on the Companys website at http://www.andrewpeller.com.

About Andrew Peller Limited Andrew Peller Limited is one of Canadas leading producers and marketers of quality wines and craft beverage alcohol products. The Companys award-winning premium and ultra-premium VQA brands include Peller Estates, Trius, Thirty Bench, Wayne Gretzky, Sandhill, Red Rooster, Black Hills Estate Winery, Tinhorn Creek Vineyards, Gray Monk Estate Winery, Raven Conspiracy, and Conviction. Complementing these premium brands are a number of popularly priced varietal offerings, wine based liqueurs, craft ciders, beer and craft spirits. The Company owns and operates 101 well-positioned independent retail locations in Ontario under The Wine Shop, Wine Country Vintners, and Wine Country Merchants store names. The Company also operates Andrew Peller Import Agency and The Small Winemakers Collection Inc., importers and marketing agents of premium wines from around the world. With a focus on serving the needs of all wine consumers, the Company produces and markets premium personal winemaking products through its wholly-owned subsidiary, Global Vintners Inc. (GVI), the recognized leader in personal winemaking products. More information about the Company can be found at http://www.andrewpeller.com.

The Company utilizes EBITA (defined as earnings before interest, amortization, net unrealized gains and losses on derivative financial instruments, other (income) expenses, and income taxes) and Adjusted EBITA (defined as EBITA before non-recurring expenses such as acquisition transaction and transition costs) to measure its financial performance. EBITA and Adjusted EBITA are not recognized measures under IFRS. Management believes that EBITA and Adjusted EBITA are useful supplemental measures to net earnings, as these measures provide readers with an indication of earnings available for investment prior to debt service, capital expenditures, and income taxes, as well as provide an indication of recurring earnings compared to prior periods. Readers are cautioned that EBITA and Adjusted EBITA should not be construed as an alternative to net earnings determined in accordance with IFRS as indicators of the Companys performance or to cash flows from operating, investing, and financing activities as a measure of liquidity and cash flows. The Company also utilizes gross margin (defined as sales less cost of goods sold, excluding amortization) and adjusted earnings. The Companys method of calculating EBITA, Adjusted EBITA, gross margin, and adjusted earnings may differ from the methods used by other companies and, accordingly, may not be comparable to measures used by other companies.

Andrew Peller Limited common shares trade on the Toronto Stock Exchange (symbols ADW.A and ADW.B).

FORWARD-LOOKING INFORMATION Certain statements in this news release may contain forward-looking statements within the meaning of applicable securities laws including the safe harbour provisions of the Securities Act (Ontario) with respect to APL and its subsidiaries. Such statements include, but are not limited to, statements about the growth of the business in light of the Companys acquisitions; its launch of new premium wines and craft beverage alcohol products; sales trends in foreign markets; its supply of domestically grown grapes; and current economic conditions. These statements are subject to certain risks, assumptions, and uncertainties that could cause actual results to differ materially from those included in the forward-looking statements. The words believe, plan, intend, estimate, expect, or anticipate, and similar expressions, as well as future or conditional verbs such as will, should, would, could, and similar verbs often identify forward-looking statements. We have based these forward-looking statements on our current views with respect to future events and financial performance. With respect to forward-looking statements contained in this news release, the Company has made assumptions and applied certain factors regarding, among other things: future grape, glass bottle, and wine and spirit prices; its ability to obtain grapes, imported wine, glass, and other raw materials; fluctuations in foreign currency exchange rates; its ability to market products successfully to its anticipated customers; the trade balance within the domestic Canadian and international wine markets; market trends; reliance on key personnel; protection of its intellectual property rights; the economic environment; the regulatory requirements regarding producing, marketing, advertising, and labelling of its products; the regulation of liquor distribution and retailing in Ontario; the application of federal and provincial environmental laws; and the impact of increasing competition.

These forward-looking statements are also subject to the risks and uncertainties discussed in this news release, in the Risks and Uncertainties section and elsewhere in the Companys MD&A and other risks detailed from time to time in the publicly filed disclosure documents of Andrew Peller Limited which are available at http://www.sedar.com. Forward-looking statements are not guarantees of future performance and involve risks, uncertainties, and assumptions which could cause actual results to differ materially from those conclusions, forecasts, or projections anticipated in these forward-looking statements. Because of these risks, uncertainties and assumptions, you should not place undue reliance on these forward-looking statements. The Companys forward-looking statements are made only as of the date of this news release, and except as required by applicable law, the Company undertakes no obligation to update or revise these forward-looking statements to reflect new information, future events or circumstances or otherwise.

For more information, please contact: Mr. Steve Attridge, CFO and Executive Vice-President, IT (905) 643-4131

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Andrew Peller Limited Reports Solid Operating Performance in Fiscal 2020 - GlobeNewswire

By Jamie Samhan. 7 Jun 2020 10:47 PM

BTS took over the Dear Class of 2020 special with their smooth moves.

The K-pop group performed Boy With Luv, Spring Day and Mikrokosmos all from separate, pre-recorded productions.

The group got the most screen time out of any performer or speaker as they also all shared their own graduation memories.

RELATED: Beyonc Gives Moving Commencement Speech, Dont Let The World Make You Feel You Have To Look A Certain Way To Be Brilliant

RM started off: Ten years ago, it snowed really hard on the day of middle school graduation. I remember that day clearly because I took a picture with my friends and kept it as my messenger profile for the rest of my school years. On that day, I was just a boy who had closed just one chapter, ready to pen another. And I remember that feeling: It was really thrilling and breathtaking. It was a moment I felt most like me, myself.

Next was Jungkook: Unlike RM, my graduation was recorded online via YouTube on BANGTAN BOMB. My fellow BTS members were there throughout all of my high school years. I remember them saying When did you grow old enough to graduate? And once the ceremony was over, we went and had Jajangmyeon together.

Jin added, My memory of graduation is a little different. It was before my debut as BTS. I was around 20, just a high school graduate going into university. Back then, the notion of becoming an adult was something quite scary. Anxious about making my way into an unfamiliar world, I was cautious about everything I said or did. Sometimes, Id feel restless, watching my friends go on far ahead of me, and attempting to keep up with their speed would only leave me breathless. I soon realized that their pace was not my own. What held me together during these times was a promise I made with myself to take it slow.

RELATED: BTS Donates $1 Million To Black Lives Matter

These days, I feel as though Ive fallen to the ground during a race, SUGA said. I dust my knees and get up again, only to find that there is nobody around me. Its as though Im deserted on an island. This might not be the grand finale that you had imagined, and a fresh start might seem far away. But I wish to tell you: Please dont be afraid, dont worry yourself. The end and beginning, beginning and end are connected.

Jimin continued, First, congratulations on your graduation. But at the same time, I am worried for everyone. I think about your health and whether youre doing OK, whether you are holding on tight when nothing seems to go as planned, whether your body and mind are all safe and sound. I hope you are all doing well, but if things are not OKeven in the slightestwe send you our most sincere consolation with all our hearts.

Im not much different from all of you, J-Hope said. At times, I feel as though Ive reached a dead end as I perform and make music. Sometimes, my mind is bleached white, and I can hardly take another step forward. Its a regular occurrence as I work. At these times, I think, just this once. Just this once, and I pick myself back up. I decide to trust myself. The next attempt might not be perfect, but the second is better than the first, and the third is even better than the second.

V concluded, I will remember this day. Today may not be my own graduation, but I will try to look back upon this day years from now and remember it as a memory to treasure. And I look forward to the day you will stand and tell us your own story.

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BTS Take Over Dear Class Of 2020 With 3-Song Performance And Personal Sentiments From Each Member - ETCanada.com

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