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Commercial Negotiation
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Killexams : CIPS Negotiation learning - BingNews Search results Killexams : CIPS Negotiation learning - BingNews Killexams : 3 Salary Negotiation Mistakes To Avoid When Countering A Job Offer

A week ago I received a job offer. I counteroffered and 3 days later they told the recruiter that they denied my counteroffer and were rescinding the offer altogether. No explanation. Have you ever encountered this before? – Terri

Having a job offer rescinded for making a counteroffer during the salary negotiation is rare. In over 20 years of recruiting, I have only seen it firsthand one single time: A senior manager in advisory services had verbally accepted an offer after a long back-and-forth. Not a week later, he asked yet again for more money (and not a lot of money, less than five percent of the total package). Not only did the prospective employer decline the counter, but they pulled the offer altogether.

In the senior manager case, the deciding factor wasn’t that the candidate made a counteroffer on salary. The candidate counteroffered multiple times during the long earlier negotiation, as did the prospective employer. What killed the offer was that the candidate had gone back on their word and could no longer be trusted.

Mistake 1 – Don’t accept the job before making your counteroffer

Terri doesn’t mention accepting the offer and then counteroffering after the fact. However, maybe Terri inadvertently did that by appearing to accept the original offer. This might happen if Terri had earlier proposed the salary that was offered, and the counter was for a new, higher number. You absolutely can renegotiate if you propose a lower salary early on in the hiring process (here’s how) but it’s critical that you don’t say outright you would accept that role at that salary.

Mistake 2 – Don’t issue an ultimatum (or even seem threatening in any way)

Another key mistake to avoid when delivering your counteroffer is to make it an ultimatum: “I can’t accept anything less than X” for example. Maybe you felt the salary offered was low, and in the heat of the moment, your tone let on that you were offended. Unfortunately, the prospective employer may take your emotional response as anger and feel threatened or simply annoyed. You want a collaborative back-and-forth.

The ideal first response to any offer – even one with a terrible, lowball, you’ve-got-to-be-kidding-me salary number – is: “I’m so excited at the prospect of working together. I’m sure I’ll have questions about the offer. Can we set up some time to discuss after I’ve had a chance to review it?” This works because the first sentence is unequivocally positive, but at the same time, you don’t accept the offer (see Mistake 1). The next sentence plants the seed that there will be back-and-forth, but you don’t specify about what. This way, you don’t deliver anything away prematurely while you’re still thinking about your negotiation strategy. The last sentence pushes the negotiation out to the future, buying you time to think about what you’re going to ask for and how you’ll do it. You want time to prepare exactly what you’re asking for since it might be more than salary, such as non-monetary factors like flexibility.

Mistake 3 – Don’t assume rejection of your counteroffer is the end of the negotiation

When you do make your counteroffer, expect some pushback so you’re not deterred when it comes. To be a strong negotiator, you need to be able to move forward after hearing “No” (here are ways to overcome 10 common negotiating obstacles) Negotiating all aspects of the job offer can take several rounds of going back and forth. Even the most straightforward job has multiple items to confirm, all of which can be negotiated – salary, title, start date, exact job duties, who your direct manager would be. For management and executive roles, the compensation structure typically has multiple moving parts — salary, performance bonus, company stock, retirement contributions, etc. – each of which might require negotiation.

Companies appreciate good negotiation skills

Making a counteroffer to the first job offer is generally a good thing. As long as you don’t fold at the first No, you don’t issue ultimatums or make threats and the counteroffer isn’t a surprise after the prospective employer already thinks you’ve accepted, then you will be OK. In fact, you’ll be more than OK when you showcase your savvy negotiating skills, and your new employer is even more excited that you’ll be joining and on their side of the negotiating table the next time.

Thu, 06 Oct 2022 02:39:00 -0500 Caroline Ceniza-Levine en text/html
Killexams : Negotiation Skills Workshop by UMD Smith on Tap November 2-4 in Washington, D.C.

Online Information Sessions October 13 and October 25 for Certificate Course for Professionals at all Levels

COLLEGE PARK, Md., Oct. 6, 2022 /PRNewswire/ -- Negotiation at work is constant – whether with customers, colleagues or bosses. Professionals at all levels should be ready to "think on their feet" when the next situation arises to negotiate – whether in product pricing, partnership agreements or the next job offer, says Professor of Management and Organization Vijaya Venkataramani at the University of Maryland's Robert H. Smith School of Business.

Venkataramani is co-director of "Building Negotiating Skills" – a three-day professional certificate course from Nov. 2-4, 2022, at the Maryland Smith Washington D.C. campus in the Ronald Reagan Building and International Trade Center. The workshop can be previewed in free information sessions, via Zoom, noon-1 p.m. Thursday, Oct. 13 and 11:30 a.m.-12:30 p.m. Tuesday, Oct. 25.

"The workshop-based program will involve experiential exercises and real-life simulations that cover a broad spectrum of workplace negotiation simulations," Venkataramani says. The activities further are designed "to bust the myth that good negotiators are born, not made."

But it's not about learning how to "win" at any cost, says program co-director Rellie Derfler-Rozin, associate professor of management and organization at Maryland Smith. "The goal is to learn how to get to a place where you are happy with the negotiation outcome, and your partner is also happy with the outcome and wants to negotiate with you further in the future. This is an invaluable skill in the dynamic business environment, in which reputation builds very quickly and is very important to maintain."

What's crucial to success in negotiations, she says, is for "both parties to shy away from the idea that if one side is getting more, the other must be coming out worse for wear."

Derfler-Rozin, who has extensively researched and taught about effective negotiating, gives three keys:

Don't have a zero-sum mindset. "Don't think about negotiations as a 'fixed pie,' where if one side gains a larger slice, the other side is losing. Instead, think about how you can expand what you are offering and asking for so that everyone leaves satisfied."

Decide what's most important. "Both sides can win if they prioritize the factors most important to them. Chances are, those aren't the same things and with a successful give-and-take based on those priorities, both sides can gain in a negotiation."

Finish strong. "You want to finish a negotiation in a situation where the other party highly respects you as a competent problem solver who tries to create value for both sides."

For more information and to register, go to the Smith Executive Education's Building Negotiation Skills homepage.

Video: Rellie Derfler-Rozin and Vijaya Venkataramani preview the Building Negotiation Skills workshop.

About the University of Maryland's Robert H. Smith School of Business

The Robert H. Smith School of Business is an internationally recognized leader in management education and research. One of 12 colleges and schools at the University of Maryland, College Park, the Smith School offers undergraduate, full-time and flex MBA, executive MBA, online MBA, business master's, PhD and executive education programs, as well as outreach services to the corporate community. The school offers its degree, custom and certification programs in learning locations in North America and Asia.

Contact: Greg Muraski at

View original content:

SOURCE University of Maryland's Robert H. Smith School of Business

© 2022 Benzinga does not provide investment advice. All rights reserved.

Thu, 06 Oct 2022 03:33:00 -0500 text/html
Killexams : 3 Negotiation Myths Still Harming Women’s Careers

Israel Sebastian/Getty Images

We’re in an unprecedented moment for employee negotiations. The pandemic accelerated the transformation of work practices, and we’re living through a historic labor migration and uncertain economic times in which organizations are struggling to attract and retain talent. In the subsequent surge in negotiation, if women and men are confined to outdated gender expectations, we could come out of this in an even more inequitable place. The authors dispel three myths that are hampering women’s potential to seize opportunities and overcome barriers in their careers. As organizations redefine the future of work, it’s time for leaders to make their employee negotiations more equitable.

We work with professional women all the time on their career negotiations: training them, advising their employers, and studying their successes and pitfalls. One of us (Kathryn) is a negotiation coach and trainer and the other (Hannah) is a scholar and educator. Over and over again, we hear three negotiation myths that we fear are hampering women’s potential to seize opportunities and overcome barriers in their careers. As organizations redefine the future of work, it’s time to dispel these myths about negotiation so leaders can make their employee negotiations more equitable.

Myth #1: Men Negotiate and Women Don’t

The truth is that both men and women have a hard time negotiating for resources that are counter-stereotypical for them, particularly because they are more likely to encounter resistance for doing so. Following traditional gender roles (that are in many respects outdated), men are the breadwinners and women the caregivers, and these stereotypes spill over into the workplace. As a result, women tend to encounter more challenges than men when negotiating for higher pay, and men more challenges than women when seeking access to family-friendly work practices. Moreover, men from historically marginalized groups also face challenges negotiating their pay.

In studies examining what managers and professionals negotiate in their career, both men and women overwhelmingly recounted negotiating their roles — and with about equal frequency. But case examples focused on pay or workload showed men recounting more job-offer negotiations and women recounting negotiating more around work and family. (If negotiation scholars had focused first on how people access family-friendly work practices, they might have concluded that men don’t negotiate at all!)

For gender equality, it’s critically important that women have as much potential to negotiate their pay as men, and men as much potential to access family-friendly work practices as women.

Myth #2: Women Should Always Negotiate Pay

The second misconception is that women need to negotiate their pay in order to close the gender wage gap. As one client Kathryn worked with said, “Given everything I’ve read about the gender pay gap, it feels like if I don’t push for higher pay, I’m letting women down.” This is an unfair burden to place on women, particularly because the gender wage gap is more about the types of jobs that men and women are in than about differentials in pay for the same work.

The gender wage gap is calculated by comparing the earnings of male and female full-time workers. Jobs dominated by men tend to be higher paid and more time-intensive, on average, than those dominated by women. To be sure, there are situations in which women are unfairly paid, and those should be addressed. However, negotiating for women’s occupational advancement is likely to have a greater impact on the gender wage gap than negotiating solely for more pay in current roles.

The keys to closing the gender wage gap are to support women’s occupational advancement into higher-paid jobs and to decrease the costs workers pay for seeking family-friendly work arrangements. In other words, let’s redirect the emphasis toward supporting women’s role negotiations and toward problem solving around work and family for all workers — and stop pressuring to women to focus on pay negotiations only.

Myth #3: Backlash Is Inevitable

Many professional women approach career negotiations with trepidation, fearing social backlash such as being alienated from co-workers or even being disinvited from work teams. Organizations can ward against this through education and norm setting. For example, they can educate managers about potential biases — such expecting men, not women, to self-advocate for their career advancement — while also encouraging them to actively resist expectations that people will or should act in gender-stereotypical ways (e.g., that women should be modest about their ambitions or that men should be more concerned about work than family). As part of this education, companies should encourage both employees and employers to think broadly about what can be negotiated in career conversation, including roles (e.g., advancement or developmental opportunities) and workload (e.g., assignments, schedules, etc.), as well as pay.

How Women Can Advocate for Themselves in the Meantime

While companies have a responsibility to make their negotiation practices more equitable, there are also strategies women can use to reduce the risk of backlash and increase their chances of success.

Best practice in negotiation suggests doing two things to be more persuasive and build relationships. First, explain why your request is appropriate and justified. Second, share why your proposal serves the interest of both parties. For example, in Kathryn’s negotiation training, she advises that instead of saying “I deserve a promotion,” try explaining why your performance meets the criteria (e.g., “I’m on track to exceed my sales target by 10%, which will help the department hit our end-of-year goal”) and advances the company’s goals (e.g., “The credibility that comes with a VP title will help me land and convert more accounts”).

This is what Jackie, one of Kathryn’s clients, reported after she negotiated a new job offer. “I was thrilled about the company, but the compensation was too low, and the role itself was a level below my qualifications. I met with them and highlighted that, given my past experience, I could add more value to the company at a higher level, where I would be able to contribute to our growth strategy. As a result of that conversation, I was given an amended offer with a higher title, a 40% increase in compensation, and a clearer career progression.”

. . .

We’re in an unprecedented moment for employee negotiations. The pandemic accelerated the transformation of work practices, and we’re living through a historic labor migration and uncertain economic times in which organizations are struggling to attract and retain talent. In the subsequent surge in negotiation, if women and men are confined to outdated gender expectations, we could come out of this in an even more inequitable place. We can’t let myths about gender and negotiation stand in the way of co-creating a more equitable future of work.

Mon, 03 Oct 2022 12:00:00 -0500 text/html
Killexams : These Big Issues Are Up For Negotiation With Your New Employer No result found, try new keyword!“More is available for negotiation than either the prospective employee or the employer realizes,” said Venn Negotiation founder Christine McKay told TheStreet in an interview. "In my years of ... Wed, 12 Oct 2022 07:08:00 -0500 en-us text/html Killexams : Navigating Negotiations? 11 Underrated Skills To Master For Success

Successful business owners all know that nothing in business happens without negotiation. While developing one’s ability to negotiate is crucial to overcoming difficult situations, other skills also play a key role in the negotiation process.

To offer their insights, 11 Forbes Business Council members each share one underrated skill that can drastically Boost one’s ability to successfully navigate negotiations.

1. The Ability To Put Yourself In Someone Else's Shoes

Putting yourself in the shoes of the other party helps in negotiating. It gives you an idea of what the other party wants from the transaction while also helping you negotiate from a point of strength. Most people negotiate thinking only about their ask, when in fact, you might be asking for too much or selling yourself short. - Nnamdi Nwizu, Comercio Partners Limited

2. Listening To Learn

Many times, people listen to respond instead of listening to learn. Listening is how one can truly understand what matters to the other side, gain their perspective and learn what their true motivations are. In my experience, this is consistently the best path to get to an optimal outcome. - Mark Costanza, MobileSmith Health, Inc.

Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?

3. Emotional Intelligence

I think emotional intelligence is highly underestimated when it comes to business and negotiation. A lot of these situations cause emotions to run high and logic to go out the window. So yes, you can be a good listener, but if you don't have the ability to truly understand how someone feels, you won't be able to determine what they want. The ability to manage these emotions is powerful. - Sabrina Chevannes, Complex Creative

4. The Ability To Manage Stress

Stress resistance is a skill great leaders have that helps them keep their goals above any difficult situations that may arise during work-related and personal concerns. Great leaders are also great risk managers as they can drive teams to focus on solving problems in a timely manner. - Ihor Bauman, Workee

5. Curiosity

A skill that has helped me through various negotiations is curiosity. Approaching a negotiation with curiosity for what is important to the other party and uncovering why something is important has always been key to striking a balanced, win-win outcome. A curious approach requires asking questions to uncover the needed information, but in a neutral, non-invasive way. - Boris Sotnikov, KraftyLab

6. Vulnerability

Vulnerability, and the willingness to show it, remains the most underrated leadership trait of our generation. Executives think they have to act strong and tough to be heard when negotiating, but the reality is that building a genuine relationship through transparency and personal connection leads not only to better business outcomes, but also to more enjoyable and longer-lasting partnerships. - Tyler Weitzman, Speechify

7. The Ability To Develop Trust

Be consistent in your interactions. At the heart of any meaningful engagement is trust. To show trust, honesty and authenticity, we must allow ourselves to be vulnerable. Trust is a unique emotion where the more we show it, the stronger it grows. When we develop a reputation of trust with our employees, clients, partners and investors, it is easier to find a mutual win for everyone's success. - Kelley Powell, MacLaurin Group

8. The Ability To Read The Room

The ability to effectively read the other party during a negotiation is an essential skill. Negotiations are a give-and-take process, and it is important for both parties to feel like they are getting what they want out of the negotiation. The best negotiators can read the other party and know when to move or push for what they want. - Sheffy Kolade, Boxes and Baskets Limited

9. Observation

Observation is one skill that is often overlooked, but it can Boost your ability to successfully negotiate when cultivated. While being prepared, confident, articulate and clear on your nonnegotiables and desired outcome are essential, skillfully observing the other person's breathing, body language, tone, movements and more can provide you with invaluable insight into the unspoken things you can utilize. - Ellie Shefi, Made to Change the World, Inc.

10. Pausing

A pause made at the right time in conversation is the best tool to achieve the desired outcome. Sometimes it can be a 15-second pause between questions, or there can even be days between finding a solution—it depends. Impulsivity in decision making may lead to a negative outcome, so remember to take pauses. - Michael Podolsky,

11. The Ability To Communicate Your Truth

The most underrated skill in negotiation is having the ability to communicate your truth. We tend to hold back our thoughts and ideas due to the fear of being judged or rejected. It’s important that we get clear on our potential and limitations and then communicate that. The consequence of inhibiting your speech results in you not getting what you want and being left frustrated. - Yasmin Walter, KMD Books

Wed, 12 Oct 2022 05:27:00 -0500 Expert Panel® en text/html
Killexams : PureTech confirms negotiations for a possible Nektar merger

Rumours that Nektar Therapeutics may be talking about a merger with healthcare holding company PureTech have been confirmed by the two companies.

UK-based PureTech – which develops its own therapies and also has interests in a wide range of companies, including digital health players Akili and Sonde, as well as drug developers Vedanta, Gelesis, and Follica – said it has “exchanged indicative, non-binding proposals” with Nektar that have no guarantee of leading to a deal.

The possible merger has been announced a few months after Nektar was forced into a major restructuring programme following the failure of its Bristol-Myers Squibb-partnered immuno-oncology candidate bempegaldesleukin, which was discontinued in April after it failed late-stage trials.

Nektar shed 70% of its workforce as a result and refocused its R&D on NKTR-358, an IL-2 conjugate regulatory T cell stimulator for inflammatory conditions like lupus and atopic dermatitis, partnered with Eli Lilly, and the IL-15 agonist candidate NKTR-255 for cancer. Both are in early- to mid-stage clinical testing.

The company said at the time that the reduction in headcount would eke out its cash reserves – forecast to be around $450 million at the end of this year – and allow it to continue operating into 2025.

According to PureTech, the negotiations cover a combination of the businesses, “which may include, amongst other things, an offer for share capital.”

Under UK regulations, Nektar will have to come up with a firm offer by end of working day 3 November or indicate that it will not be moving ahead with a deal – although that deadline can be extended with prior agreement.

While the merger would create a combined company with significant cash reserves – PureTech ended last year with around $466 million in liquid reserves that it also said would fund operations into 2025 – investors seem uncertain about the merits or indeed the rationale of the deal.

The possibility of a transaction has weighed heavily on PureTech shares, dragging them down more than 20% after it issued the statement acknowledging the negotiations.

One link between the two companies lies in PureTech’s president and chief business officer Bharat Chowiria, note analysts at Mizuho.

Chowiria was previously chairman and CBO at Nektar 2011 when it was trying to build a business in respiratory therapeutics, including a now-defunct inhaled formulation of insulin. The analysts point out that merging the businesses will diversify risk and deliver greater scale, but could also lead to more “complexity” in operations.

Nektar’s pipeline would add to various in-house projects at PureTech, currently headed by LYT-100 (deupirfenidone), a tweaked version of established therapy for idiopathic pulmonary fibrosis that has reached the phase 2 testing stage.

PureTech also has discovery and preclinical-stage candidates in oncology, including anti-Galectin-9 and Delta-1 antibodies for solid tumours.

Image by Gerd Altmann from Pixabay 

Sun, 09 Oct 2022 05:31:00 -0500 Phil Taylor en-GB text/html
Killexams : The Latest On WWE And Naomi's Reported Contract Negotiations

It has now been nearly five months since fans last saw Sasha Banks and Naomi, after the then WWE Women's Tag Team Champions walked out prior to an episode of "WWE Raw" following a disagreement with former WWE Chairman Vince McMahon. Since then, both have been reported to be out of WWE, then likely to return following McMahon's retirement, followed by uncertainty. And while things still seem uncertain about Banks, there is at least an update on Naomi.

According to Dave Meltzer in the latest Wrestling Observer Newsletter, there has been nothing new on Naomi returning due to unresolved deal points in negotiations between the two sides over a new contract. Many will recall that Naomi's original WWE contract was set to expire prior to her and Banks walking out, and that the two sides had been negotiating a new deal at the time. Meltzer notes that a potential hold up could be that Naomi is still bound by her original contract, which could have been frozen due to her missing time after her and Banks walked out. As such, Meltzer stated she would not be able to negotiate to go somewhere else under that circumstance, meaning she would have to work out the rest of the time on her old WWE contract in order to complete the deal. Meltzer was sure to reiterate, however, that talks between the two sides were ongoing.

While Banks and Naomi were reportedly added back to WWE's internal roster in August, there have been no hints towards a return for either onscreen. The pair have continued to keep busy with outside projects, with Banks notably catching headlines in late September when she changed her Twitter handle from @SashaBanksWWE to @MercedesVernado, her real name.

Fri, 14 Oct 2022 04:01:00 -0500 en-US text/html
Killexams : Columbia nears decision on next fire chief, enters negotiation process cannot provide a good user experience to your browser. To use this site and continue to benefit from our journalism and site features, please upgrade to the latest version of Chrome, Edge, Firefox or Safari.

Fri, 14 Oct 2022 00:52:00 -0500 en-US text/html
Killexams : CBS Studios Updates Covid Protocols As Negotiations For Industrywide Agreement Continue

As negotiations on negotiations on new Covid protocols drag on between the AMPTP and DGA, SAG-AFTRA, IATSE, the Teamsters and the Basic Crafts, CBS Studios has modified some of their rules about testing and contact tracing. They were spelled out in a note sent to crews earlier this week, a copy of which was obtained by Deadline. I hear there have been similar tweaks at other studios but have not been able to confirm that.

CBS Studios is now testing production team members in Zone A, which includes the cast and those directly communicating with them, once weekly, while for those in Zone B, mandatory testing is once weekly every other week, sources tell Deadline.

“With some latest federal changes to Covid guidelines, the Company’s Covid Task Force has also revised some of the Company’s Covid response policies and processes as follows. All changes are effective immediately,” the note said.

Contact tracing will no longer be conducted on studio programs except where required by law, including in the State of California where a lot of the TV production is based.

There is also an adjustment to the period of time those who test positive will not be required to test again. It’s now 30 days, down from 90 days. From days 30-90, the affected individuals will given antigen tests.

First adopted on September 21, 2020, Hollywood’s Covid protocols had originally been set to expire on April 30, 2021, but were extended with no major modifications. Then they were up again last Friday, Sept. 30, but were extended again as the representatives for studios and unions continue to negotiate. Coming up with a new templates has proven hard as the Covid situation continues to be unpredictable amid signs that the worst of the pandemic is over.

The 2020 Covid protocols include strictly enforced testing regimens, physical distancing, Covid compliance officers, wide use of personal protective equipment and a “Zone” system.

They are costly, adding a significant markup on production budgets, and studios have been hoping to alleviate some of those additional expenses as the epidemic subsides by relaxing some of the rules.

Fri, 07 Oct 2022 14:51:00 -0500 en-US text/html
Killexams : PyroGenesis Announces that the Negotiation for the Land-Based System to Destroy PFAS Contract has been Suspended and Discontinued

PyroGenesis Canada Inc.

MONTREAL, Oct. 07, 2022 (GLOBE NEWSWIRE) -- PyroGenesis Canada Inc. ( (TSX: PYR) (NASDAQ: PYR) (FRA: 8PY), a high-tech company (hereinafter referred to as the “Company” or “PyroGenesis”), that designs, develops, manufactures and commercializes advanced plasma processes and sustainable solutions to reduce greenhouse gases (GHG) and address environmental pollutants, announces today that, further to its press release dated October 28, 2021, the negotiation for the land-based system to destroy Perfluoroalkyl and Polyfluoroalkyl Substances (“PFAS”) contract has been suspended and discontinued.

On October 28, 2021, it was announced that PyroGenesis, after a competitive bidding process, had been selected to provide its plasma based thermal process equipment in a two-phase project geared to providing a land-based system to destroy PFAS. The first phase was to provide pilot testing. The second phase was geared to a full fabrication, furbishing and commissioning of a fully commercial land-based system.

“This decision was made because we remained firm in our decision to not compromise nor hand over, to the Client, the intellectual property (IP) which we would have developed in Phase 1,” said Mr. P. Peter Pascali, CEO and Chair of PyroGenesis. “Furthermore, after continuous negotiations, it became clear that there was no guarantee that we would be granted Phase 2. Essentially, if we agreed to the Client’s demand, all the IP we developed in Phase 1 could be used by someone else in Phase 2. As a company who has invested decades in building its intellectual capital and assembling a team of world-leading experts, this was unacceptable to us on many levels, and not in the best interest of shareholders. It must be clear that we will always stand by our investors, and will not jeopardize long term benefits of the Company, no matter how good it might at first seem in the short term.”

PFAS are man-made chemicals that have been widely used in consumer products in various industries, such as aerospace, automotive, construction, amongst others, for many decades. Products that may contain PFAS include nonstick cookware, stain resistant coatings used on carpets, upholstery, and other fabrics, water resistant clothing, cleaning products, personal care and cosmetics products and any other product that resist grease, water and oil1. Because of their widespread use and strong chemical bonds and properties, which account for their persistence in the environment, PFAS are proving to be persistent pollutants that affect humans and wildlife, as they are likely to be exposed to these chemicals by consuming contaminated water or food, using products made with PFAS, or breathing air containing PFAS.

“As disappointing as it may seem, the fact remains that PyroGenesis’ technology and expertise won a very competitive bid to destroy PFAS,” added Mr. Pascali. “Nothing can change that. The take-a-way is that it seems that using PyroGenesis’ plasma technology has a place in the destruction of PFAS. Sadly, we will not prove it out on this project, but rest assured, we are, as we speak, pursuing similar opportunities in the USA.”


About PyroGenesis Canada Inc.

PyroGenesis Canada Inc., a high-tech company, is a leader in the design, development, manufacture and commercialization of advanced plasma processes and sustainable solutions which reduce greenhouse gases (GHG), and are economically attractive alternatives to conventional “dirty” processes. PyroGenesis has created proprietary, patented and advanced plasma technologies that are being vetted and adopted by multiple multibillion dollar industry leaders in four massive markets: iron ore pelletization, aluminum, waste management, and additive manufacturing. With a team of experienced engineers, scientists and technicians working out of its Montreal office, and its 3,800 m2 and 2,940 m2 manufacturing facilities, PyroGenesis maintains its competitive advantage by remaining at the forefront of technology development and commercialization.  The operations are ISO 9001:2015 and AS9100D certified, having been ISO certified since 1997. For more information, please visit:

This press release contains certain forward-looking statements, including, without limitation, statements containing the words "may", "plan", "will", "estimate", "continue", "anticipate", "intend", "expect", "in the process" and other similar expressions which constitute "forward- looking information" within the meaning of applicable securities laws. Forward-looking statements reflect the Corporation's current expectation and assumptions and are subject to a number of risks and uncertainties that could cause actual results to differ materially from those anticipated. These forward-looking statements involve risks and uncertainties including, but not limited to, our expectations regarding the acceptance of our products by the market, our strategy to develop new products and enhance the capabilities of existing products, our strategy with respect to research and development, the impact of competitive products and pricing, new product development, and uncertainties related to the regulatory approval process. Such statements reflect the current views of the Corporation with respect to future events and are subject to certain risks and uncertainties and other risks detailed from time-to-time in the Corporation's ongoing filings with the securities regulatory authorities, which filings can be found at, or at actual results, events, and performance may differ materially. Readers are cautioned not to place undue reliance on these forward-looking statements. The Corporation undertakes no obligation to publicly update or revise any forward- looking statements either as a result of new information, future events or otherwise, except as required by applicable securities laws. Neither the Toronto Stock Exchange, its Regulation Services Provider (as that term is defined in the policies of the Toronto Stock Exchange) nor the NASDAQ Stock Market, LLC accepts responsibility for the adequacy or accuracy of this press release.

SOURCE PyroGenesis Canada Inc.

For further information please contact:
Rodayna Kafal, Vice President, IR/Comms. and Strategic BD
Phone: (514) 937-0002, E-mail:


Fri, 07 Oct 2022 15:02:00 -0500 en-US text/html
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