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THE SANTA ROSA PLATEAU ECOLOGICAL RESERVE, Calif. — The scientist traipses to a pond wearing rubber boots but he doesn’t enter the water. Instead, Brad Hollingsworth squats next to its swampy edge and retrieves a recording device the size of a deck of cards. He then opens it up and removes a tiny memory card containing 18 hours of sound.

Back at his office at the San Diego Natural History Museum, the herpetologist — an expert in reptiles and amphibians — uses artificial intelligence to analyze the data on the card. Within three minutes, he knows a host of animals visit the pond — where native red-legged frogs were reintroduced after largely disappearing in Southern California. There were owl hoots, woodpecker pecks, coyote howls and tree frog ribbits. But no croaking from the invasive bullfrog, which has decimated the native red-legged frog population over the past century.

It was another good day in his efforts to increase the population of the red-legged frog and restore an ecosystem spanning the U.S.-Mexico border. The efforts come as the Trump administration builds more walls along the border, raising concerns about the impact on wildlife.

At 2 to 5 inches long, red-legged frogs are the largest native frogs in the West and once were found in abundance up and down the California coast and into Baja California in Mexico.

The species is widely believed to be the star of Mark Twain’s 1865 short story, “The Celebrated Jumping Frog of Calaveras County,” and their crimson hind legs were eaten during the Gold Rush. But as the red-legged frog declined in numbers, the bullfrog — with its even bigger hind legs — was introduced to menus during California’s booming growth in the late 19th and early 20th centuries.

AP correspondent Ed Donahue reports on an international effort to bring back a type of frog.

The red-legged frog population was decimated by the insatiable appetite of the bullfrogs and the disease the non-native species brought in, but also because it lost much of its habitat to drought and human development in the shape of homes, dams and more.

Hollingsworth couldn’t estimate the number of red-legged frogs that remain but said they have disappeared from 95% of their historical range in Southern California.

Brad Hollingsworth records an image of a red-legged froglet in a restoration pond on Aug. 11, on a ranch outside of El Coyote, Mexico.Gregory Bull / AP

Robert Fisher of the U.S. Geological Survey’s Amphibian Research and Monitoring Initiative Program searched for the frog for decades across 250 miles from Los Angeles to the border. He found just one in 2001 and none after that.

Scientists using DNA from red-legged frogs captured in Southern California before their disappearance discovered they were more genetically similar to the population in Mexico than any still in California.

In 2006, Fisher, Hollingsworth and others visited Baja where they had heard of a small population of red-legged frogs. Anny Peralta, then a student of Hollingsworth at San Diego State University, joined them. They found about 20 frogs, and Peralta was inspired to dedicate her life to their recovery.

Peralta and her husband established the nonprofit Fauna del Noroeste in Ensenada, Mexico, which aims to promote the proper management of natural resources. In 2018, they started building ponds in Mexico to boost the frog population that would later provide eggs to repopulate the species across the border.

But just as they were preparing to relocate the egg masses, the COVID-19 pandemic hit. Peralta and the U.S. scientists scrambled to secure permits for the unusual cargo and a pilot to fly the two coolers of eggs closer to the border. The rest of their journey north was by road, after the eggs passed a U.S. border guard inspection.

Over the past five years, Hollingsworth and his team have searched for sounds to prove their efforts to repopulate ponds in Southern California worked.

On Jan. 30, he heard the quiet, distinct grunting of the red-legged frog’s breeding call in an audio flagged by AI.

“It felt like a big burden off my shoulder because we were thinking the project might be failing,” Hollingsworth said. “And then the next couple nights we started hearing more and more and more, and more, and more.”

Over the next two months, two males were heard belting it out on microphone 11 at one of the ponds. In March, right below the microphone, the first egg masse was found, showing they had not only hatched from the eggs brought from Mexico but had gone on to produce their own eggs in the United States.

Conservationists are increasingly turning to artificial intelligence to monitor animals on the brink of extinction, track the breeding of reintroduced species and collect data on the impact of climate change and other threats.

Herpetologists are building on the AI-powered tools already used to analyze datasets of bird sounds, hoping that it might help build audio landscapes to identify amphibians and track their behavior and breeding patterns, said Zachary Principe of The Nature Conservancy, which is working with the museum on the red-legged frog project. The tools could also help scientists analyze tens of thousands of audio files collected at universities, museums and other institutions.

Scientists working to restore the red-legged frog population in Southern California hope to soon be provided with satellite technology that will send audio recordings to their phones in real time, so they can act immediately if any predators — in particular bullfrogs — are detected.

Herpetologist Bennet Hardy holds a leaping red-legged froglet in a restoration pond on a ranch outside of El Coyote, Mexico.Gregory Bull / AP

It could also help track the movement of the frogs, which can be difficult to find in the wild, especially because cold-blooded creatures cannot be detected using thermal imagery.

The AI analysis of the pond audio has saved time for Hollingsworth and the others, who previously had to painstakingly listen to countless hours of audio files to detect the calls of the red-legged frog — which resembles the sound of a thumb being rubbed on a balloon — over the cacophony of other animals.

“There’s tree frogs calling, there’s cows mooing, a road nearby with a motorcycle zooming back and forth,” Hollingsworth said of the ponds’ audio landscape. “There’s owls, there’s ducks splashing, just all this noise”

The red-legged frog is the latest species to see success from binational cooperation along the near-2,000-mile border spanning California, Arizona, New Mexico and Texas. Over the years, Mexican gray wolves have returned to their historic range in the southwestern U.S. and in Mexico, while the California Condor now soars over skies from Baja to Northern California.

Based off the latest count, scientists estimate more than 100 adult red-legged frogs are in the Southern California ponds, and tadpoles were spotted at a new site.

The team plans to continue transporting egg masses from Baja, where the population has jumped from 20 to as many as 400 adult frogs, with the hope of building thriving populations on both sides of the border. Already the sites are seeing fewer mosquitos that can carry diseases like dengue and Zika.

A restoration pond in Baja that Peralta’s organization built recently teemed with froglets, their tiny eyes bobbing on its aquatic fern-covered surface. They could, one day, lay eggs for relocation to the U.S.

“They don’t know about borders or visas or passports,” Peralta said of the frogs. “This is just their habitat, and these populations need to reconnect. I think this shows that we can restore this ecosystem.”

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It’s been a busy week for Cracker Barrel Old Country Store’s marketing team.

The restaurant chain announced a rebrand and new logo last week, faced widespread criticism from social media users, including President Donald Trump, and proceeded to walk back its plan to change the logo.

In that span of time, the company lost and regained almost $100 million in market value, bringing it about back to where it started. The stock gained 8% on Wednesday.

The Cracker Barrel saga is just the latest example of a consumer-facing company making big branding decisions, then pulling back after alienating its customer base.

“It’s very tricky to be a brand for everyone today,” Carreen Winters, president of reputation at the global public relations firm MikeWorldWide, said in an interview. “Legacy brands are particularly tricky, because you have to figure out what is cherished and authentic from the old and marry it with the new.

“In Cracker Barrel’s case, they’re trying to attract a new, younger customer [which] is no longer sufficient,” she continued. “You need to actually think about all of your stakeholders and how they will react, respond, feel about what you’re doing or the direction you’re taking. And you need to be sure that what you’re doing is consistent with shared values.”

Rebranding failures are not a new phenomenon. One of the most famous marketing blunders of all time happened in 1985 when the Coca-Cola company introduced “New Coke” with a new formula. After a firestorm of outrage from its customers, the company returned to its classic formula a few months later.

But social media has made backlash from consumers faster and more widespread, meaning businesses are usually quicker to walk back on their branding failures.

In 2010, retailer Gap ditched its decades-old blue box logo for a more minimalist design. It faced intense backlash on social media through thousands of engagements and, within less than a week, the company said it was reverting to its original logo.

More recently in May, Warner Bros. Discovery announced its streaming platform would undergo another name change, after switching from HBO to HBO Max to Max and then back again to HBO Max.

Major rebrands don’t always go awry. For example, Kentucky Fried Chicken successfully rebranded to KFC in 1991. Its customers already used the acronym and the rebrand signified that the restaurant chain offers more than just fried chicken.

Dunkin’ Donuts also successfully underwent its name change to Dunkin’ in 2019. It did face some criticism from its loyal customers at the time, but Winters said today the “Dunkin’” name and branding are widely accepted over its original name.

“Dunkin’ rebranded in accordance with the behavior that the customer created,” she said. “It aligned with their strategy of being more than Donuts and really building their coffee business.”

She also mentioned IHOP as an example of a brand that has been able to freshen up its look and stay relevant in culture. She said IHOP’s change has been an “evolution, not a revolution.”

Beth LaGuardia Cooper, chief marketing officer at Advantage, The Authority Company, added during an interview that Starbucks had subtle changes to its logo over time, which allowed it to hold the base of its identity close.

While some social media users disliked Cracker Barrel’s new branding simply because they said it lacked substance and was too “sterile” or “soulless,” others, especially conservatives, claimed the new logo leaned into “wokeness” and diversity efforts.

Cracker Barrel is widely considered a classic American restaurant chain. It began in Tennessee in 1969 and its branding evokes Southern charm and nostalgia for its consumer base.

Eric Schiffer, chairman of the firm Reputation Management Consultants, said the new branding, without the iconic “Uncle Herschel” figure, suggested to conservatives that having a white man featured on the logo was wrong or politically incorrect.

He said that pushback represents a larger trend where conservatives are feeling under attack by diversity, equity and inclusion efforts.

“I think the perspective of conservatives is, don’t ruin Cracker Barrel with the Bud Light meets Jaguar marketing playbook,” said Schiffer, adding that those brands “attempted to disrupt positively and what they did was they nuked brand sentiment and shareholder confidence.”

In November, Tata Motors-owned Jaguar Land Rover announced a rebrand that removed its “leaper” big cat imagery from its logo and changed the brand’s font. Its new promotional materials included brightly dressed models, but no cars. The brand faced significant pushback, including tens of thousands of responses on social media.

Elon Musk criticized the company on X at the time, asking Jaguar’s official account: “Do you sell cars?”

Earlier this month, Trump piped in with his insults, calling Jaguar’s ad campaign “stupid” and “seriously WOKE.”

The Telegraph reported in May that Jaguar was searching for a new advertising agency after the public backlash.

Similarly, Anheuser-Busch InBev’s Bud Light faced heavy criticism from conservatives in 2023 after a collaboration between the beer brand and social influencer Dylan Mulvaney, who is transgender.

“If you’re trying to be a tough, male-focused, football fan-oriented beer, the last thing you want to do is put the wrong spokesperson in front of the brand,” Schiffer said. “It will turn off that audience and it allows competitors to capture that market share.”

“The throughline in all of this is, don’t rip apart and disrespect audiences that brought you to the dance,” Schiffer said. “Find a way, if you’re going to want to expand, do it in a way that doesn’t cut at the core of what the brand stands for — and in the process, create cognitive dissonance and blow up market cap.”

Branding experts told CNBC that at the end of the day, people are talking about Cracker Barrel, which is a win for the company by itself.

“Everybody loves a comeback in America,” LaGuardia Cooper said. “So I would root for them to make this happen, make something good out of it.”

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Nevgold Corp. (‘ NevGold ‘ or the ‘ Company ‘) ( TSXV:NAU,OTC:NAUFF) (OTCQX:NAUFF) (Frankfurt:5E50 ) is pleased to announce that it has entered into a standstill agreement with GoldMining Inc. (‘ GoldMining ‘), pursuant to which GoldMining has agreed not to, directly or indirectly, sell common shares of NevGold through open market transactions for a period of 18 months subject to certain customary exceptions. GoldMining holds, and has control and direction over, 19,073,350 common shares, representing approximately 16.7% of the Company’s outstanding common shares.

NevGold CEO, Brandon Bonifacio, comments: ‘We are pleased to execute this Standstill Agreement with GoldMining, which prohibits selling, transferring or disposing NevGold shares for a period of 18 months through open market transactions. The Company will have an extremely active end to 2025, and we will have more updates out shortly from our Limousine Butte (oxide gold-antimony), Nutmeg Mountain (oxide gold), and Zeus (copper) projects.’

GoldMining CEO, Alastair Still, comments: ‘We continue to be supportive of NevGold and continue to be its largest shareholder holding 16.7% of NevGold’s outstanding shares. We look forward to working with NevGold as it continues to progress and develop its high quality projects in the Western USA.’

ON BEHALF OF THE BOARD

‘Signed’

Brandon Bonifacio, President & CEO

For further information, please contact Brandon Bonifacio at bbonifacio@nev-gold.com, call 604-337-4997, or visit our website at www.nev-gold.com .

About the Company
NevGold is an exploration and development company targeting large-scale mineral systems in the proven districts of Nevada and Idaho. NevGold owns a 100% interest in the Limousine Butte and Cedar Wash gold projects in Nevada, and the Nutmeg Mountain gold project and Zeus copper project in Idaho.

Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.

 

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(TheNewswire)

GRANDE PRAIRIE, ALBERTA – August 28, 2025 TheNewswire – Angkor Resources Corp. (TSXV: ANK,OTC:ANKOF) (‘ANGKOR’ OR ‘THE COMPANY’) announces its previous partner, CanBodia Copper Corp. (‘CCC’) failed to meet its obligations regarding the Andong Bor License.  Following multiple notices to CCC from October 2024 to May 31, 2025, Angkor, through its Cambodian solicitor, filed a Notice of Default with CCC on July 1, 2025, terminating the letter agreement with CCC on the Andong Bor License and declaring the joint relationship null and void.

The license of 100.29 square kilometers straddles two provinces of Oddar Meanchey and Banteay Meanchey in the northwest area of Cambodia and is just south of the Thailand border and has indications of a copper gold porphyry system. The Ministry of Mines and Energy sets requirements for work to be completed on each license in each term, including drilling of prospects. The first three-year term is due for renewal in late August.

In its commitment to maintain the license in good standing, Angkor raised necessary funds and commenced drilling in early July as required.  Before drilling was completed, the border conflict between Thailand and Cambodia caused suspension of drilling activities for safety reasons; the core from the initial drilling has been sent for assays.

Angkor remains committed to continuing its exploration activities and has advanced to license renewal. Following its strategic plan for its mineral licenses, Angkor will continue to advance exploration upon review of the assays.

QUALIFIED PERSON:

Dennis Ouellette, B.Sc., P.Geo., is a member of The Association of Professional Engineers and Geoscientists of Alberta (APEGA #104257) and a Qualified Person as defined by National Instrument 43-101 (‘NI 43-101’). He is the Company’s VP Exploration on site and has reviewed and approved the technical disclosure in this document.

ABOUT Angkor Resources CORPORATION:

Angkor Resources Corp. is a public company, listed on the TSX-Venture Exchange, and is a leading resource optimizer in Cambodia working towards mineral and energy solutions across Canada and Cambodia. ANGKOR’s carbon capture and gas conservation project in Saskatchewan, Canada is part of its long-term commitment to Environmental and Social projects and cleaner energy solutions across jurisdictions.

The company’s mineral subsidiary, Angkor Gold Corp. in Cambodia holds three mineral exploration licenses in Cambodia and its Cambodian energy subsidiary, EnerCam Resources, was granted an onshore oil and gas license of 7300 square kilometers in the southwest quadrant of Cambodia called Block VIII.   The company then removed all parks and protected areas to reduce the size to just over 3700 square kilometers.   Since 2022, Angkor’s Canadian subsidiary, EnerCam Exploration Ltd., has been involved in gas/carbon capture and oil and gas production in Saskatchewan, Canada.

CONTACT: Delayne Weeks – CEO

Email: info@angkorresources.com Website: angkor resources.com Telephone: +1 (780) 831-8722

Please follow @AngkorResources on , , , Instagram and .

Neither TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.

Certain information set forth in this news release may contain forward-looking statements that involve substantial known and unknown risks and uncertainties. These forward-looking statements are subject to numerous risks and uncertainties, certain of which are beyond the control of the Company, including, but not limited to the potential for gold and/or other minerals at any of the Company’s properties, the prospective nature of any claims comprising the Company’s property interests, the impact of general economic conditions, industry conditions, dependence upon regulatory approvals, uncertainty of sample results, timing and results o f future exploration, and the availability of financing.  Readers are cautioned that the assumptions used in the preparation of such information, although considered reasonable at the time of preparation, may prove to be imprecise and, as such, undue reliance should not be placed on forward-looking statements.

Copyright (c) 2025 TheNewswire – All rights reserved.

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Bold Ventures Inc. (TSXV: BOL,OTC:BVLDF) (the ‘Company’ or ‘Bold’) is pleased to announce that it has received two exploration permits for work at the Burchell Gold Copper Project. The applications were made as a result of recent exploration work in and around the ‘111 Zone’ gold discovery (see Bold News Release dated January 9, 2025) and the strike extension of the Moss Trend on the adjacent Moss Gold Property of Goldshore Resources Inc. to the west (see Bold New Release dated July 21, 2025 and Bold News Release dated August 18, 2025). The Burchell Property is located approximately 100 km west of Thunder Bay, Ontario.

The permits contemplate line cutting, mechanical stripping, geophysical surveys and diamond drilling. The Company anticipates a mechanical stripping program in the coming weeks at the 111 Zone. Based on those results, a diamond drilling program is planned to target the 111 Zone and the northwest corner of the Property, where an MMI(TM) soil sampling survey earlier this summer identified numerous polymetallic anomalies along strike from the Moss Gold Deposit of Goldshore Resources Inc.

Ring of Fire News

The Company would like to highlight recent news pertaining to the Black Horse Chromite Deposit on the Koper Lake (Black Horse) Project in the Ring of Fire, of which Bold Ventures owns a 10% carried interest to production. The Canadian Chrome Company Inc. (‘CCC’, formerly KWG Resources Inc.), which owns the remaining interest, recently announced a $25 million financing to drill deep geophysical targets at the chrome discovery, which they postulate is the fault-offset twin of the Black Thor chromite deposit (see CCC News Release dated February 24, 2023).

Bold’s Koper Lake Project in the Ring of Fire:

Bold holds a 10% carried interest (through to production) in the Black Horse Chromite NI 43-101 Inferred Resource of 85.9 Mt grading 34.5% Cr2O3 at a cut-off of 20% Cr2O3 (KWG Resources Inc., NI 43-101 Technical Report, Aubut 2015). Bold also holds a 40% working interest in all other metals found within the Koper Lake Project and has a Right of First Refusal on a 1% NSR covering all metals found within the claim group.

The Black Horse is contiguous with the Blackbird Chromite deposits owned by Ring of Fire Metals (formerly Noront Resources Inc.). The Koper Lake claims are located approximately 300 m from their Eagle’s Nest Ni-Cu Massive Sulphide Deposit that is in the permit acquisition stage. Chromite, nickel and copper are critical minerals that will play an important role in the electrification plans of Ontario and North America. The Company is encouraged by these ongoing developments in this emerging critical mineral mining camp.

The environmental assessment process for all-weather road access to the Ring of Fire is being developed as three proposed road projects: the Northern Road Link, the Marten Falls Community Access Road and the Webeque Supply Road. Information and progress regarding these projects may be accessed via the links provided on Bold’s Critical and Battery Minerals page.

The technical information in this news release was reviewed and approved by Coleman Robertson, B.Sc., P. Geo., the Company’s V.P. of Exploration and a qualified person (QP) for the purposes of NI 43-101.

Bold Ventures management believes our suite of Battery, Critical and Precious Metals exploration projects are an ideal combination of exploration potential meeting future demand. Our target commodities are comprised of: Copper (Cu), Nickel (Ni), Lead (Pb), Zinc (Zn), Gold (Au), Silver (Ag), Platinum (Pt), Palladium (Pd) and Chromium (Cr). The Critical Metals list and a description of the Provincial and Federal electrification plans are posted on the Bold Critical and Battery Minerals page.

About Bold Ventures Inc.

The Company explores for Precious, Battery and Critical Metals in Canada. Bold is exploring properties located in active gold and battery metals camps in the Thunder Bay and Wawa regions of Ontario. Bold also holds significant assets located within and around the emerging multi-metals district dubbed the Ring of Fire region, located in the James Bay Lowlands of Northern Ontario.

For additional information about Bold Ventures and our projects please visit boldventuresinc.com or contact us at 416-864-1456 or email us at info@boldventuresinc.com.

‘Bruce A MacLachlan’
Bruce MacLachlan
President and COO
‘David B Graham’
David Graham
CEO

 

Direct line: (705) 266-0847

Email: bruce@boldventuresinc.com

Neither TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.

Cautionary Note Regarding Forward-Looking Statements: This Press Release contains forward-looking statements that involve risks and uncertainties, which may cause actual results to differ materially from the statements made. When used in this document, the words ‘may’, ‘would’, ‘could’, ‘will’, ‘intend’, ‘plan’, ‘anticipate’, ‘believe’, ‘estimate’, ‘expect’ and similar expressions are intended to identify forward-looking statements. Such statements reflect our current views with respect to future events and are subject to such risks and uncertainties. Many factors could cause our actual results to differ materially from the statements made, including those factors discussed in filings made by us with the Canadian securities regulatory authorities. Should one or more of these risks and uncertainties, such actual results of current exploration programs, the general risks associated with the mining industry, the price of gold and other metals, currency and interest rate fluctuations, increased competition and general economic and market factors, occur or should assumptions underlying the forward looking statements prove incorrect, actual results may vary materially from those described herein as intended, planned, anticipated, or expected. We do not intend and do not assume any obligation to update these forward-looking statements, except as required by law. Shareholders are cautioned not to put undue reliance on such forward-looking statements.

NOT FOR DISTRIBUTION TO U.S. NEWSWIRE SERVICES OR FOR DISSEMINATION
IN THE UNITED STATES

To view the source version of this press release, please visit https://www.newsfilecorp.com/release/264249

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E-Power Resources Inc. (CSE: EPR) (FSE: 8RO) (‘E-Power’ or the ‘Company’) announces that William Pfaffenberger has retired from the Board of Directors (‘Board’), effective immediately.

The Company wishes to thank Dr. Pfaffenberger for his dedicated service and valuable contributions to the Company, as well as for waiting until a successor was confirmed. We wish him all the best in his retirement.

The company is pleased to announce the appointment of Alexis de la Renaudière to the Board, effective immediately.

Mr. de la Renaudière, until recently, coordinated investor relations at E3 Lithium, leading communications strategy with institutional investors and ensuring compliance with Stock Exchange and NI 43-101 standards. He has extensive experience in investor relations and capital markets, with a focus on small and mid-cap public companies. He served as Managing Director at Peterson Capital, where he was the firm’s top performer, successfully raising over $200 million for multiple companies while expanding the retail advisory network by 300%. His experience includes organizing investor conferences across Canada and Europe, managing relationships with institutional investors and fund managers, and developing comprehensive investor communications programs. His bilingual capabilities and proven track record in capital raising and investor relations will be instrumental in advancing the Company’s growth objectives as well as enhancing shareholder value.

E-Power Stakes Additional Claims at Graphi-Centre

The Company is also pleased to announce the acquisition of 4 additional claims covering favorable airborne survey conductive trends. The new claims are contiguous with Graphi-Centre, a priority flake graphite surface target on the Tetepisca Property.

About E-Power Resources Inc.

E-Power Resources Inc. is an exploration stage company engaged principally in the acquisition, exploration, and development of graphite properties in Quebec. Its flagship asset, the Tetepisca Graphite Property, is located in the Tetepisca Graphite District of the North Shore Region of Quebec, approximately 215 kilometers from the Port of Baie-Comeau. For further information, please refer to the Company’s disclosure record on SEDAR (www.sedarplus.ca) or contact the Company by email at info@e-powerresources.com.

On Behalf of the Company

James Cross
President & CEO
+1 (438) 701-3736
info@e-powerresources.com

Disclaimer for Forward-Looking Information

This news release contains certain forward-looking statements within the meaning of applicable securities laws. All statements that are not historical facts, including without limitation, statements regarding future estimates, plans, programs, forecasts, projections, objectives, assumptions, expectations, or beliefs of future performance are ‘forward-looking statements’. These forward-looking statements reflect the expectations or beliefs of management of the Company based on information currently available to it. Forward-looking statements are subject to a number of risks and uncertainties, including those detailed from time to time in filings made by the Company with securities regulatory authorities, which may cause actual outcomes to differ materially from those discussed in the forward-looking statements. These factors should be considered carefully and readers are cautioned not to place undue reliance on such forward-looking statements. The forward-looking statements and information contained in this news release are made as of the date hereof and the Company undertakes no obligation to update publicly or revise any forward-looking statements or information, whether as a result of new information, future events or otherwise, unless so required by applicable securities laws.

The CSE has not reviewed, approved, or disapproved the contents of this news release.

To view the source version of this press release, please visit https://www.newsfilecorp.com/release/264280

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  • 12,000 – 15,000 m diamond drill program to expand gold zones and advance toward a maiden Mineral Resource Estimate at the Kossou Gold Project
  • New strategic advisor appointed to support technical execution and identify regional growth opportunities in Côte d’Ivoire and across West Africa

Kobo Resources Inc. (‘ Kobo ‘ or the ‘ Company ‘) ( TSX.V: KRI ) is pleased to announce that it will commence up to 10,000 – 15,000 metre (‘ m ‘) of diamond drill program at its 100%-owned Kossou Gold Project (‘ Kossou ‘) in Côte d’Ivoire on September 4, 2025, with two diamond drill rigs mobilized to site. In addition, the Company is strengthening its strategic and technical capabilities through the appointment of a highly experienced industry veteran as a consultant and advisor to support its growth initiatives across West Africa.

Edward Gosselin, CEO and Director of Kobo commented: ‘The recommencement of our 2025 diamond drill program at Kossou, comprising between 12,000 – 15,000 m of drilling, marks a meaningful step forward in our strategy to define a compelling gold resource within one of West Africa’s most prospective regions. We’ve built strong momentum through the systematic advancement of multiple zones at the Kossou Gold Project, and this next phase is designed to deepen our understanding of the mineralized system while positioning us for future resource growth.’

He continued: ‘We’re also very pleased to welcome Dr. Clay Postlethwaite as a strategic advisor. His extensive experience in exploration business development and structural geology across Africa will provide valuable insight as we continue to execute our future growth plans. Additionally, the increased interest in our recent financing reflects growing recognition of the opportunity we’re pursuing, both at Kossou and across our broader regional footprint in Côte d’Ivoire.’

Upcoming Drill Program to Advance Resource Definition and Grow Gold Targets at Kossou

The upcoming drill program at Kossou is expected to include between 12,000 – 15,000 m of diamond drilling, targeting key zones of mineralization to build on previous exploration success. The Company will prioritize systematic step-out and deeper drilling at the Jagger Zone to support preliminary resource modelling, while also continuing expansion efforts at the Road Cut Zone and following up along the interpreted structural corridor connecting both targets.

In parallel, the Company plans to advance the Contact Zone with targeted drilling informed by recent structural mapping and begin testing new targets on the western side of the permit, where soil geochemical surveys have identified a strong northwest-trending gold anomaly. This expanded program is designed to support the Company’s goal of advancing toward a maiden Mineral Resource Estimate and unlocking further value across its prospective targets at Kossou.

Appointment of Industry Veteran to Technical Advisory Role

Kobo is also pleased to announce the appointment of Dr. Clay E. Postlethwaite, Ph.D., P.Geo., to the role of Technical Advisor. Dr. Postlethwaite brings over 30 years of exploration and structural geology expertise across North America and Africa, including senior technical and business development roles with Newmont Corporation (‘ Newmont ‘). As Africa/Europe Exploration Business Development Manager at Newmont (2016–2025), he led the identification and evaluation of regional growth opportunities that aligned with Newmont’s development model, assessed exploration upside potential of M&A targets, and developed regional growth strategies. Previously, he served as Chief Geologist–Africa for Newmont Ghana Gold, where he was responsible for technical oversight, geologic modelling, and early-stage project evaluations across West Africa. Dr. Postlethwaite holds a Ph.D. in Structural Geology and has deep familiarity with the structural and orogenic settings of the Birimian belt. He will assist Kobo in identifying and evaluating new regional opportunities and provide strategic technical guidance on the Company’s exploration programs.

Expanding Regional Growth Strategy Across Côte d’Ivoire

In parallel with advancing Kossou, the Company continues to execute on its broader regional exploration strategy, with active field programs underway at both the 100%-owned Kotobi Gold Project (‘ Kotobi ‘) and the Agnibilékrou Gold Project (‘ Agnibilékrou ‘), one of the two recently secured earn-in agreements with NESDAVE MINING SARL (‘ Nesdave ‘) ( see press release dated March 4, 2025 ).

At Kotobi, the Company has completed extensive geochemical coverage to date in 2025, including 2,705 infill and regional-scale soil samples, 46 termite mound samples, and approximately 446 rock, pit, and trench samples across priority target areas. This work is designed to refine target delineation across the project’s most prospective zones.

At Agnibilékrou (permit PR0970), the Company has collected 2,781 soil geochemical samples since July 2025 across a regional-scale grid aimed at identifying anomalous gold trends for future follow-up and prioritization.

AGM Results

The Company held its Annual General Meeting of Shareholders on August 21, 2025, during which all matters presented to shareholders were approved, including the appointment of directors and auditors. The Company appreciates the continued support and engagement of its shareholders.

About Kobo Resources Inc.

Kobo Resources is a growth-focused gold exploration company with a compelling new gold discovery in Côte d’Ivoire, one of West Africa’s most prolific and developing gold districts, hosting several multi-million-ounce gold mines. The Company’s 100%-owned Kossou Gold Project is located approximately 20 km northwest of the capital city of Yamoussoukro and is directly adjacent to one of the region’s largest gold mines with established processing facilities.

With over 18,500 metres of diamond drilling, nearly 5,900 metres of reverse circulation (RC) drilling, and 5,900 metres of trenching completed since 2023, Kobo has made significant progress in defining the scale and prospectivity of its Kossou’s Gold Project . Exploration has focused on multiple high-priority targets within a 9+ km strike length of highly prospective gold-in-soil geochemical anomalies, with drilling confirming extensive mineralisation at the Jagger, Road Cut, and Kadie Zones. The latest phase of drilling has further refined structural controls on gold mineralisation, setting the stage for the next phase of systematic exploration and resource development.

Beyond Kossou , the Company is advancing exploration at its Kotobi Permit and is actively expanding its land position in Côte d’Ivoire with prospective ground, aligning with its strategic vision for long-term growth in-country. Kobo remains committed to identifying and developing new opportunities to enhance its exploration portfolio within highly prospective gold regions of West Africa. Kobo offers investors the exciting combination of high-quality gold prospects led by an experienced leadership team with in-country experience.

Kobo’s common shares trade on the TSX Venture Exchange under the symbol ‘KRI’. For more information, please visit www.koboresources.com .

NEITHER THE TSXV NOR ITS REGULATION SERVICES PROVIDER (AS THAT TERM IS DEFINED IN THE POLICIES OF THE TSXV) ACCEPTS RESPONSIBILITY FOR THE ADEQUACY OR ACCURACY OF THIS RELEASE.

Cautionary Statement on Forward-looking Information:

This news release may contain ‘forward-looking information’ and ‘forward-looking statements’ (collectively, ‘forward-looking statements’) within the meaning of the applicable Canadian securities legislation. All statements, other than statements of historical fact, are forward-looking statements. Any statement that involves discussions with respect to predictions, expectations, beliefs, plans, projections, objectives, assumptions, future events or performance (often but not always using phrases such as ‘expects’, or ‘does not expect’, ‘is expected’, ‘anticipates’ or ‘does not anticipate’, ‘plans’, ‘budget’, ‘scheduled’, ‘forecasts’, ‘estimates’, ‘believes’ or ‘intends’ or variations of such words and phrases or stating that certain actions, events or results ‘may’ or ‘could’, ‘would’, ‘might’ or ‘will’ be taken to occur or be achieved) are not statements of historical fact and may be forward-looking statements, including statements related to the Offering or to the exploration program of the Company. Forward-looking statements are necessarily based upon a number of estimates and assumptions that, while considered reasonable as at the date of this news release, are subject to known and unknown risks, uncertainties, and other factors which may cause the actual results and future events to differ materially from those expressed or implied by such forward-looking statements. Such factors include, but are not limited to: general business, economic, competitive, political and social uncertainties; the inherent risks involved win the exploration and development of mineral properties; unanticipated costs and expenses; the delay or failure to receive board, shareholder or regulatory approvals; and other risk factors listed from time to time in our documents filed with Canadian securities regulators on SEDAR+ at www.sedarplus.ca . There can be no assurance that such statements will prove to be accurate, as actual results and future events could differ materially from those anticipated in such statements. Accordingly, readers should not place undue reliance on the forward-looking statements and information contained in this news release. Except as required by law, Kobo assumes no obligation and/or liability to update the forward-looking statements of beliefs, opinions, projections, or other factors, should they change, except as required by law.

View source version on businesswire.com: https://www.businesswire.com/news/home/20250828979376/en/

For further information, please contact:
Edward Gosselin
Chief Executive Officer and Director
1-418-609-3587
ir@kobores.com

Twitter: @KoboResources | LinkedIn: Kobo Resources Inc.

News Provided by Business Wire via QuoteMedia

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Google has eliminated more than one-third of its managers overseeing small teams, an executive told employees last week, as the company continues its focus on efficiencies across the organization.

“Right now, we have 35% fewer managers, with fewer direct reports” than at this time a year ago, said Brian Welle, vice president of people analytics and performance, according to audio of an all-hands meeting reviewed by CNBC. “So a lot of fast progress there.”

At the meeting, employees asked Welle and other executives about job security, “internal barriers” and Google’s culture after several recent rounds of layoffs, buyouts and reorganizations.

Welle said the idea is to reduce bureaucracy and run the company more efficiently.

“When we look across our entire leadership population, that’s mangers, directors and VPs, we want them to be a smaller percentage of our overall workforce over time,” he said.

The 35% reduction refers to the number of managers who oversee fewer than three people, according to a person familiar with the matter. Many of those managers stayed with the company as individual contributors, said the person, who asked not to be named because the details are private.

Google CEO Sundar Pichai weighed in at the meeting, reiterating the need for the company “to be more efficient as we scale up so we don’t solve everything with headcount.”

Google eliminated about 6% of its workforce in 2023, and has implemented cuts in various divisions since then. Alphabet finance chief Anat Ashkenazi, who joined the company last year, said in October that she would push cost cuts “a little further.” Google has offered buyouts to employees since January, and the company has slowed hiring, asking employees to do more with less.

Regarding the buyouts, executives at the town hall said that a total of 10 product areas have presented “Voluntary Exit Program” offers. They’ve applied to U.S.-based employees in search, marketing, hardware and people operations teams this year.

Fiona Cicconi, Google’s chief people officer, said at last week’s meeting that between 3% and 5% of employees on those teams have accepted the buyouts.

“This has been actually quite successful,” she said, adding “I think we can continue it.”

Pichai said the company executed the voluntary buyouts after listening to employees, who said they preferred that route to blanket layoffs.

“It’s a lot of work that’s gone into implementing the VEP program, and I’m glad we’ve done it,” Pichai said. “It gives people agency, and I’m glad to see it’s worked out well.”

Cicconi said one of the main reasons employees are taking the buyouts is because they want to take time off from work.

“It’s actually quite interesting to see who’s taking a VEP, and it’s people sort of wanting a career break, sometimes to take care of family members,” she said.

CNBC previously reported that the layoffs hurt morale as the company was downsizing while at the same time issuing blowout earnings and seeing its stock price jump. Alphabet’s shares are up 10% this year after climbing 36% in 2024 and 58% the year prior.

At another point in the town hall, employees asked if Google would consider a policy similar to Meta’s “recharge,” a month-long sabbatical that employees earn after five years at the company.

“We have a lot of leaves, not least our vacation, which is there for exactly that — resting and recharging,” said Alexandra Maddison, Google’s senior director of benefits.

She said the company is not going to offer paid sabbatical.

“We’re very confident that our current offering is competitive,” Maddison said.

Meta didn’t immediately respond to a request for comment.

Other executives jumped in to compare the two companies’ benefits.

“I don’t think they have a VEP at Meta by the way,” Cicconi said.

Pichai then asked, to some laughs from the audience, “Should we incorporate all policies of Meta while we’re at it? Or should we only pick and choose the few policies we like?”

“Maybe I should try running the company with all of Meta’s policies,” he continued. “No, probably not.”

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Uncle Herschel is returning to the Cracker Barrel chair.

After online outrage by conservatives who accused the country-themed restaurant chain of changing its values or going “woke” when it rolled out a new logo, the company said Tuesday that it was returning to its old branding.

‘We thank our guests for sharing your voices and love for Cracker Barrel. We said we would listen, and we have. Our new logo is going away and our ‘Old Timer’ will remain,’ Cracker Barrel said on Facebook.

‘At Cracker Barrel, it’s always been — and always will be — about serving up delicious food, warm welcomes, and the kind of country hospitality that feels like family,’ the company said. ‘As a proud American institution, our 70,000 hardworking employees look forward to welcoming you to our table soon.’

The new Cracker Barrel logo on a menu in a restaurant in Homestead, Fla., on Thursday.Joe Raedle / Getty Images file

Cracker Barrel, which has restaurants in 43 states, on Aug. 18 announced its new ‘All the More’ campaign and logo change, which removed the old man perched on a chair and the barrel from Cracker Barrel signs.

The new logo did not go over well in some spheres, and on social media, conservative critics accused the restaurant chain of abandoning its traditional values or of being ‘woke.’

President Donald Trump weighed in on the matter earlier Tuesday, writing on his social media platform, Truth Social, that the company should return to the old logo.

After Cracker Barrel announced the reversal Tuesday, Trump said on the platform: ‘Congratulations ‘Cracker Barrel’ on changing your logo back to what it was. All of your fans very much appreciate it.’ Trump also wished the company good luck.

Paul Weaver / SOPA Images/LightRocket via Getty Images

Taylor Budowich, a deputy White House chief of staff, claimed on X that he’d spoken with people at Cracker Barrel by phone Tuesday about the issue and said, ‘They thanked President Trump for weighing in on the issue of their iconic ‘original’ logo.’

Cracker Barrel did not immediately respond to a request for comment about a White House call.

Shares of Cracker Barrel jumped sharply Tuesday night after it announced the reversal. Since the debut of the new logo on Aug. 18, shares are down nearly 13%.

Cracker Barrel tried to tamp down the controversy Monday by admitting ‘we could’ve done a better job sharing who we are and who we’ll always be’ and issuing reassurances that its values had not changed.

The change was part of a “strategic transformation” that started in 2024 to revitalize the brand, CNBC reported when the new logo was introduced. The company has said that the initiative included ‘refreshing the brand identity’ and making changes to its menu.

Other companies have been met with right-wing outrage for advertising or other business decisions, including when Bud Light had a branded content partnership with transgender TikToker Dylan Mulvaney.

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Flowers, succulents and Formula One race cars helped fuel a 12% revenue bump for Lego during the first half of the year.

The company reported a record 34.6 billion Danish kroner, or $5.4 billion, in revenue as part of its biannual earnings report on Wednesday. Operating profit rose 10% year over year to 9 billion Danish kroner, or $1.4 billion, the company said.

“It’s the best first half ever,” Lego CEO Niels Christiansen told CNBC. “It’s a record on revenue, a record on operating profit, it’s a record on net profit. … So, we are very happy.”

The brick maker launched 314 new sets during the first six months of the year, another record high. Lego has steadily added new product to its portfolio, branching out into home decor with wall art sets. It has also added new license partners and released sets tied to animated children’s program “Bluey” and fan-favorite anime “One Piece.”

Up next is a multiyear partnership with Pokemon, due to hit shelves in 2026.

“You can always find something that you really like, the pop culture you’re into or the passion point you have,” Christiansen said. “That works really well.”

In expanding its catalog of product, Lego has also grown its consumer base. Gateways into the brand such as its line of botanicals — plants, flower bouquets and succulents — and its ongoing partnership with Epic Games — which brings Lego to the digital space and elements from the popular video game Fortnite into the physical world — have encouraged newcomers into the brick-building space, Christiansen said.

“Then they figure out what it is and what it does for them, how it kind of allows them to express themselves, but also de-stress and focus on stuff in a different way,” he said. “So botanicals sets turn out to be good at recruiting new consumers into the brand, and then as soon as they build their botanical set, they may move on to building something else.”

Lego opened 24 new stores globally during the first six months of the year. The company has been opening more physical retail locations in areas that, unlike the U.K. and the U.S., did not grow up with the iconic colored bricks. This includes countries such as China and India.

Having brick-and-mortar places where kids and adults can get their hands on Legos and see the available sets has previously helped bolster sales.

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