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A group of health care workers from the Clinic in ward 31Zaka South, could not help but express their joy during the commissioning ofthe newly built staff quarters as they shared their horrible experiencesdescribed as ‘living like mice’ in the old houses that they shared. Established in 1963 and serving over 90 villages with anestimated population of 13000, the clinic never had decent shelter for thestaff as it only had two houses where six nurses and their families had toshare over the years. The houses started dilapidating and were no longer safe forthe nurses as the responsible authorities failed to repair them until theintervention by Solidar-Med to construct three more houses. Speaking during the commissioning ceremony, one of thesenior nurses who had been at the clinic for almost two decades, FelistuzGwamuri said they lived like mice for decades sharing the two houses. She said they ended up using some of the clinic wards asaccommodation to minimise congestion in the dilapidated structures. “The houses were not enough to accommodate us and ourfamilies. We ended up resolving that some nurses use a part of the clinic foraccommodation to decongest the overwhelmed living quarters,” said Gwamuri. Gwamuri said the houses were not only small but had becomedangerous to live in, exposing them to snakes and other insects as well asharsh weather conditions. “At one point I narrowly escaped a snake bite when I wassleeping in the house. The snake spat its venom on me and that is when I wokeup to see a big snake in the ceiling. The other day my children escaped harm bya whisker after the ceiling fell on them while they were sleeping,” saidGwamuri. She also said there was no personal privacy as they almostalways ended up mixing work issues with personal issues. “The way we lived was distressing as we did not even havepersonal privacy which is required for every human being,” she said. Ward 31 councillor Tumai Madzikona thanked Solidar-Med forthe housing project and the community for its cooperation during the wholeprocess up to the stage of commissioning. “I want to appreciate the community for cooperating withour sponsors, throughout the whole process of the construction of staff houses.The situation was bad, these old houses were inadequate and substandard as someof them had broken doors and ceilings. “The new quarters have saved the nursing staff from theravaging storms that had been destroying structures across the district oflate,” said Madzikona. SolidaMed Project Coordinator Justin Mahuni said the staffhouse will improve staff retention and morale as their social life standardshave been improved in a decent manner. “The staff houses will help in improving staff retention asthe standard of living is better than before. Their morale at work will beimproved which will ultimately impact service delivery,” said Mahuni.TellZimNewsSmall businesses giving back in Leeds and Grenville with Giving Tree CampaignIf you've been in the Wollongong music scene - or even just watched TV - over the years, you've probably heard something recorded at Main Street Studios. Black Friday Sale Subscribe Now! Login or signup to continue reading Hundreds of Wollongong bands would have the phrase - "recorded at Main Street Studios " - printed somewhere on the CDs they'd sell at gigs. At least back in the days before streaming. But in addition to helping to make a lasting aural record of the local scene, Main Street was also the place where a load of jingles were laid down. Some will still remember the old Southern Classic Cars radio jingle, perhaps Mr Spudley's Vegie Patch and the infamous Computer Town ad, ("Windang Road at Windang") - they all came from Main Street. After just over 40 years of recording the city's music first at Corrimal and then Fairy Meadow the studio is closing its doors. Main Street started way back in 1980 when Rob Specogna and friends Michael Fix, Paul Coombes and Nick Mazxone decided to set it up in a shed in his backyard. "I turned around to the guys and said, 'okay, you've got the gear, he's got the tape recorder, I've got the space. Let's put it in here'," Specogna said. "Let's form something because the Illawarra needs something. Nobody else is doing any recording for the bands locally, so let's create the space and make it work." Specogna had been involved in the local music scene at the time, playing bass in bands since 1974. In 1978, a local band, East Coast Music, lost its sound guy and asked if Specogna wanted to take over. "I would have been just out of school and I had started an electronics course," he said. "So I said 'yeah, I'd be interested in learning about sound'. From that point on, I never looked back at playing anymore. I just kept on working in the sound field." He was involved at Main Street until around 2009 and recorded bands, including well-known acts like Tumbleweed, Proton Energy Pills, The Unheard and Segression. "Oh my God, we easily recorded literally hundreds of bands and all genres," he said. "Not only did we work in the rock genre at that point in time, but I would do choirs, I would do little orchestral recordings and some of them are even on-location in places as well where we go and actually record them. "We ended up getting quite a lot of folk bands coming through, so a lot of my stuff is still being played on Vox FM." He also worked in the studio with comedian Rodney Rude. "I ended up working with Rodney Rude because Rodney had a number of albums that he needed editing at that point in time," he said. "And this is going back before digital; the editing back in those days was all tape. So it was a case of having the skill of finding the parts, putting it together, cutting it with a razor blade. "And that's how we made the actual albums. That was a lot of fun. A lot of stress, too." His two-and-a-bit decades spent recording at Main Street were a very enjoyable part of his life, more fun than a so-called "real" job. "My accountant often saw what I was doing as more of a lifestyle business than it was an actual making a lot of money type business," he said. "I was doing with my life what I enjoyed doing and I was working and making it able to have some money for me to be able to do that work. "If you can find a job that you really enjoy and can make money from it, then why would you not do it?" The enjoyment faded with the introduction of MP3s posted online. They had all the fancy gear in the studio to record a great sound, and that quality just couldn't be heard when a song was compressed to an MP3. Also, artists would come in and record and then expect him to "fix it up in the computer", rather than just performing better. "I started feeling, this was not really what I signed up for," he said. "I loved recording an artist and obviously capturing the best sound that you possibly could. For it then to end up on some sort of shitty little MP3 player was definitely not something that I thought was good." He left Main Street around 2009, and the operation was taken over by Adam Jordan, who had been working there since 2004. Jordan remembered being "thrown in the deep end" and having to learn how to use recording software like Pro Tools in an era before YouTube videos were around that could explain everything. For him, recording was a combination of two things he loved. "For me as a kid, what I liked to do was listen to music and pull things apart and try to put them back together," Jordan said. "So I feel like doing the studio thing is exactly what that is. A band comes in with their song, 'Okay, let's pull it apart. How can we put it back together and make it better than what it was?'." Jordan was thrilled to see some artists turn up in the studio and instantly know they would go on to do something big. "Over 20 years, you see someone that's come in when they were in high school and go, 'oh, you've got something good', and then they move on, and then they become something better," he said. "I like seeing The Vanns at the moment, seeing them get out there doing well because they started off doing things here when they were in high school and that sort of thing. "Same as Hockey Dad; those guys had come through in different bands, you know, before being Hockey Dad, and then they did some Hockey Dad stuff here as well." Jordan said the development of technology that allows bands to record at home did lead to a drop-off in business at Main Street. But it came back when people realised there were just things they couldn't do at home, like recording the drums. Now, Jordan encourages bands to record a demo ahead of time in the studio, because it streamlines the whole process. "I would have a listen [to the demo] and it would kind of take out almost like the first half of the day of work," he said. "Let's go from there as opposed to when I used to have to go to a rehearsal room to watch a band and then try to dissect it there and then." He does admit to missing the days when bands released physical CDs that better replicated the sound quality he had recorded, as opposed to the trend of a "release" meaning nothing more than posting the songs to a streaming platform. "So three days later, they're like 'hey, check out our EP, ' posting it on Facebook or wherever, and their friends and family would listen, and then that would be it," he said. "I'm like, why did we just go and spend 70 hours working on this thing? You guys wrote the songs, we put all of this effort into it and then you just go, 'oh, here's our recording' and then nothing. "I miss those days of the CDs. Things with bands getting vinyl, it's a return of a 'thing' and things have to sound good to be on vinyl." Jordan has decided to close Main Street Studios. He's been storing away the equipment he wants to keep and looking to sell the rest. The storage of equipment shows that he hasn't given up recording; he just wants to do it differentlyand he wants it to be fun, citing the case of recording the band Shot to Pieces at Bermagui. "It wasn't in the studio, there was this big house with a Queenslander verandah," he said. "The drum kit was on the verandah and there were the doors that you would just open and close. If they needed more foldback on the drums, we just open the doors, need less then we'd close it, with the band in a massive lounge room. "We'd get up in the morning, they would rehearse, we'd have lunch. Then after lunch, we'd actually do the recording. "And it is probably one of the best experiences I've ever had. So now it's like, if I'm going to record, I just want that experience over and over again." Part of the legacy of Main Street Studios, as Jordan saw it, was it gave people a shot at immortality, of having this piece of them still surviving on CD or vinyl long after they're gone. "With recording, I want something that's good so you can then go, 'I was 20 when I did this and the band broke up. I'm now married, I've got kids'," he said. Then their kid will pick up a guitar and it's like, 'oh, I used to play in a band, check this out'. They put it on and it still sounds good. They will still be proud of it X number of years later. "So let's spend the time and effort to make this good because when you're gone, that can still exist." I'm an award-winning senior journalist with the Illawarra Mercury and have well over two decades' worth of experience in newspapers. I cover the three local councils in the Illawarra for the Mercury, state and federal politics, as well as writing for the TV guide. If I'm not writing, I'm reading. I'm an award-winning senior journalist with the Illawarra Mercury and have well over two decades' worth of experience in newspapers. I cover the three local councils in the Illawarra for the Mercury, state and federal politics, as well as writing for the TV guide. If I'm not writing, I'm reading. More from Latest News Newsletters & Alerts DAILY Today's top stories curated by our news team. Also includes evening update. WEEKDAYS Grab a quick bite of today's latest news from around the region and the nation. WEEKLY The latest news, results & expert analysis. WEEKDAYS Catch up on the news of the day and unwind with great reading for your evening. WEEKLY Love footy? We've got all the action covered. WEEKLY Every Saturday and Tuesday, explore destinations deals, tips & travel writing to transport you around the globe. WEEKLY Get the latest property and development news here. WEEKLY Find out what's happening in local business. WEEKLY Going out or staying in? Find out what's on. WEEKDAYS Sharp. Close to the ground. Digging deep. Your weekday morning newsletter on national affairs, politics and more. 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MINNEAPOLIS (AP) — A Connecticut couple has been charged in Minnesota with being part of a shoplifting ring suspected of stealing around $1 million in goods across the country from the upscale athletic wear retailer Lululemon. Jadion Anthony Richards, 44, and Akwele Nickeisha Lawes-Richards, 45, both of Danbury, Connecticut, were charged this month with one felony count of organized retail theft. Both went free last week after posting bail bonds of $100,000 for him and $30,000 for her, court records show. They're due back in Ramsey County District Court in St. Paul on Dec. 16. According to the criminal complaints, a Lululemon investigator had been tracking the pair even before police first confronted them on Nov. 14 at a store in suburban Roseville. The investigator told police the couple were responsible for hundreds of thousands of dollars in losses across the country, the complaints said. They would steal items and make fraudulent returns, it said. Police found suitcases containing more than $50,000 worth of Lululemon clothing when they searched the couple's hotel room in Bloomington, the complaint said. According to the investigator, they were also suspected in thefts from Lululemon stores in Colorado, Utah, New York and Connecticut, the complaint said. Within Minnesota, they were also accused of thefts at stores in Minneapolis and the suburbs of Woodbury, Edina and Minnetonka. The investigator said the two were part of a group that would usually travel to a city and hit Lululemon stores there for two days, return to the East Coast to exchange the items without receipts for new items, take back the new items with the return receipts for credit card refunds, then head back out to commit more thefts, the complaint said. In at least some of the thefts, it said, Richards would enter the store first and buy one or two cheap items. He'd then return to the sales floor where, with help from Lawes-Richards, they would remove a security sensor from another item and put it on one of the items he had just purchased. Lawes-Richards and another woman would then conceal leggings under their clothing. They would then leave together. When the security sensors at the door went off, he would offer staff the bag with the items he had bought, while the women would keep walking out, fooling the staff into thinking it was his sensor that had set off the alarm, the complaint said. Richards' attorney declined comment. Lawes-Richards' public defender did not immediately return a call seeking comment Monday. “This outcome continues to underscore our ongoing collaboration with law enforcement and our investments in advanced technology, team training and investigative capabilities to combat retail crime and hold offenders accountable,” Tristen Shields, Lululemon's vice president of asset protection, said in a statement. "We remain dedicated to continuing these efforts to address and prevent this industrywide issue.” The two are being prosecuted under a state law enacted last year that seeks to crack down on organized retail theft. One of its chief authors, Sen. Ron Latz, of St. Louis Park, said 34 states already had organized retail crime laws on their books. “I am glad to see it is working as intended to bring down criminal operations," Latz said in a statement. "This type of theft harms retailers in myriad ways, including lost economic activity, job loss, and threats to worker safety when crime goes unaddressed. It also harms consumers through rising costs and compromised products being resold online.” Two Minnesota women were also charged under the new law in August. They were accused of targeting a Lululemon store in Minneapolis.None

Macron calls Haitian officials 'total morons' over PM sacking

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Quest Partners LLC Acquires 1,016 Shares of KB Home (NYSE:KBH)Sasha Farber and Jenn Tran made their mark on Dancing With The Stars , but now they’ve taken their skills on the road to Taylor Swift ’s Eras Tour. The Dance pro, 40, and his Bachelorette alum dance partner, 27, partied the night away at night two of Swift’s Vancouver concerts on Saturday, December 7. Both Farber and Tran documented their night out on the town via their respective social media accounts, with Farber posting a series of Instagram snaps that featured the duo in their concert outfits. “Festive holiday looks by @amazon,” he captioned a photo. Farber wore a color blocked sweater, while Tran rocked a chic blue jacket and a pair of sparkly black boots. “@JennTran living her best life,” he captioned another pic of his celebrity dance partner. Tran, for her part, also documented the evening, even posting a video via TikTok that she captioned, “Miss americana and her Heartbreak prince,” a song title off Swift’s 2019 album, Lover. In the clip, Tran lip-synced to “Miss Americana and the Heartbreak Prince” with different videos taken throughout her DWTS journey, all the way to her night out with Farber. While the two were eliminated from the long-running dance competition in week 6, they have stayed in the spotlight, sparking romance rumors thanks to their close and flirty dynamic. Speculation that they are more than friends first sparked when Farber called Tran “babe” in a TikTok video on Monday, September 23. She later admitted that she’s been staying at Farber’s home. Miss americana and her Heartbreak prince #taylorswift #swifttok #taylor #erastour #vancouver ♬ original sound – Tswizzle 🪩💗🐍 “Sometimes I crash on his couch,” she exclusively told Us Weekly last month. Farber, for his part, joked that Tran “needs to look for a house.” During a November appearance on Tish Cyrus‘ “Sorry We’re Cyrus” podcast, Tran said she and Farber were “BFFs for life.” Cyrus subsequently referred to Farber as Tran’s boyfriend later in the episode, to which Tran replied, “Oh, God. If you say boyfriend, he’s going to freak out.” Whatever their relationship status, the duo had the night of their lives dancing along with Swift’s discography on Saturday. However, their Swiftie adventure almost didn’t happen due to some passport drama. Tran shared in a Saturday TikTok video that she realized she left her ID behind and wouldn’t be able to go to Canada. “I immediately call my friend Erin,” she said in the December 6 video, explaining that she asked a friend to mail her the passport. “UPS just happens to be around the corner from my apartment, so she went to UPS. What could possibly go wrong?” However, things did not go according to plan. You have successfully subscribed. By signing up, I agree to the Terms and Privacy Policy and to receive emails from Us Weekly Check our latest news in Google News Check our latest news in Apple News “Tuesday comes, passport doesn’t come,” Tran continued. “Wednesday comes around, didn’t come by 9 p.m. So, at that point, I’m panicking because I have a flight to make the next day.” Tran said that ultimately, Farber was able to help her get what she needed. “At around 3:30, he goes out to go to the bank or whatever, and then he runs into a UPS truck,” he said. “Pretty much pulled this guy over. He stopped UPS.”

PRO and LLA trade blows as tension over failed anti-graft bill risesFlex Machine Tools showcases equipment, culture‘All sorts of trouble’: Why ‘it’s all down’ to Alex Carey amid legend’s big warning — LIVE

It was a crazy scene in Columbus after the final whistle blew in the Ohio State Buckeyes vs. Michigan Wolverines game on Saturday afternoon. With the Wolverines pulling off the upset of the year, beating No. 2 Ohio State, 13-10, a brawl broke out between players on the field after Michigan players tried to plant their team's flag on the middle of the field in a disrespectful manner. Buckeyes' players understandably took offense to this, and a huge fight ensued, leading to police officers to get involved and try to break things up. At one point during the scuffle, some officers used pepper spray to try and stop players who were involved in the altercation. Adam Cairns/Columbus Dispatch / USA TODAY NETWORK via Imagn Images After everything settle down in Columbus, the Ohio State Police Department issued a statement on the events, confirming that pepper spray was used, and saying that the incident was going to be further investigated. "Following the game, officers from multiple law enforcement agencies assisted in breaking up an on-field altercation," the OSUPD said. "During the scuffle, multiple officers representing Ohio and Michigan deployed pepper spray. OSUPD is the lead agency for games & will continue to investigate." Following the game, officers from multiple law enforcement agencies assisted in breaking up an on-field altercation. During the scuffle, multiple officers representing Ohio and Michigan deployed pepper spray. OSUPD is the lead agency for games & will continue to investigate. It's unclear whether or not further punishment or suspensions are expected after this fight, but it was an ugly scene that capped an ugly day for Ohio State. There will likely be further fallout in the Ohio State program, as head coach Ryan Day faces some serious questions following his fourth consecutive loss to Michigan, his team's biggest rival. While the Buckeyes had a chance to clinch a spot in the Big Ten Championship Game and play for a first-round bye in the College Football Playoff with a win, they are now being sent home, waiting to hear their fate as an at-large bid next weekend. Meanwhile, there are a lot of fans who are calling for Day to be fired from the Buckeyes after once again failing to beat "That Team Up North." Related: Fans Calling for Ohio State Coach Ryan Day’s Job After Devastating Loss to MichiganIndiana aims to limit turnovers vs. MinnesotaSAN RAMON, Calif., Dec. 05, 2024 (GLOBE NEWSWIRE) -- CooperCompanies (Nasdaq: COO), a leading global medical device company, today announced financial results for its fiscal fourth quarter and full year ended October 31, 2024. Fourth quarter 2024 revenue of $1,018.4 million, up 10%, or up 7% organically. Fiscal year 2024 revenue of $3.9 billion, up 8%, or up 8% organically. Fourth quarter 2024 GAAP diluted earnings per share (EPS) of $0.58, up 38%. Fiscal 2024 GAAP diluted EPS of $1.96, up 33%. Fourth quarter 2024 non-GAAP diluted EPS of $1.04, up 19%. Fiscal 2024 non-GAAP diluted EPS of $3.69, up 15%. See "Reconciliation of Selected GAAP Results to Non-GAAP Results" below. Commenting on the results, Al White, Cooper's President and CEO said, "Fiscal 2024 was a great year for Cooper having achieved record consolidated revenues, including record CooperVision revenues, record CooperSurgical revenues and record non-GAAP EPS. We look forward to continued success in fiscal 2025 and thank all of our employees for driving these results." Fourth Quarter Operating Results Revenue of $1,018.4 million, up 10% from last year’s fourth quarter, up 9% in constant currency, up 7% organically. Gross margin of 67% compared with 65% in last year’s fourth quarter driven by price and efficiency gains. On a non-GAAP basis, gross margin was similar to last year at 67%. Operating margin of 19% compared with 15% in last year’s fourth quarter driven by SG&A expense leverage and stronger gross margins. On a non-GAAP basis, operating margin was 26%, up from 24% last year. Interest expense of $27.0 million compared with $26.3 million in last year's fourth quarter. On a non-GAAP basis, interest expense was $25.6 million, down from $26.4 million. Cash provided by operations of $268.1 million offset by capital expenditures of $139.9 million resulted in free cash flow of $128.2 million. Fourth Quarter CooperVision (CVI) Revenue Revenue of $676.4 million, up 9% from last year’s fourth quarter, up 8% in constant currency, up 8% organically. Revenue by category: Revenue by geography: Fourth Quarter CooperSurgical (CSI) Revenue Revenue of $342.0 million, up 12% from last year's fourth quarter, up 12% in constant currency, up 5% organically. Revenue by category: Fiscal Year 2024 Operating Results Revenue of $3,895.4 million, up 8% from fiscal 2023, up 9% in constant currency, up 8% organically. CVI revenue of $2,609.4 million, up 8% from fiscal 2023, up 8% in constant currency, up 9% organically, and CSI revenue $1,286.0 million, up 10% from fiscal 2023, up 11% in constant currency, up 5% organically. Gross margin of 67% compared with 66% in fiscal 2023. Non-GAAP gross margin was 67% compared with 66% in fiscal 2023. Operating margin of 18% compared with 15% in fiscal 2023. Non-GAAP operating margin was 25% compared with 24% in fiscal 2023. Cash provided by operations of $709.3 million offset by capital expenditures of $421.2 million resulted in free cash flow of $288.1 million. Fiscal Year 2025 Financial Guidance The Company initiated its fiscal year 2025 financial guidance. Details are summarized as follows: Fiscal 2025 total revenue of $4,080 - $4,158 million (organic growth of 6% to 8%) CVI revenue of $2,733 - $2,786 million (organic growth of 6.5% to 8.5%) CSI revenue of $1,347 - $1,372 million (organic growth of 4% to 6%) Fiscal 2025 non-GAAP diluted earnings per share of $3.92 - $4.02 Non-GAAP diluted earnings per share guidance excludes amortization and impairment of intangible assets, and certain income or gains and charges or expenses including acquisition and integration costs which we may incur as part of our continuing operations. With respect to the Company’s guidance expectations, the Company has not reconciled non-GAAP diluted earnings per share guidance to GAAP diluted earnings per share due to the inherent difficulty in forecasting acquisition-related, integration and restructuring charges and expenses, which are reconciling items between the non-GAAP and GAAP measures. Due to the unknown effect, timing and potential significance of such charges and expenses that impact GAAP diluted earnings per share, the Company is not able to provide such guidance. Reconciliation of Selected GAAP Results to Non-GAAP Results To supplement our financial results and guidance presented on a GAAP basis, we provide non-GAAP measures such as non-GAAP gross margin, non-GAAP operating margin, non-GAAP diluted earnings per share, as well as constant currency and organic revenue growth because we believe they are helpful for the investors to understand our consolidated operating results. Management uses supplemental non-GAAP financial measures internally to understand, manage and evaluate our business, to make operating decisions, and to plan and forecast for future periods. The non-GAAP measures exclude costs which we generally would not have otherwise incurred in the periods presented as a part of our continuing operations. We provide further details of the non-GAAP adjustments made to arrive at our non-GAAP measures in the GAAP to non-GAAP reconciliations below. Our non-GAAP financial results and guidance are not meant to be considered in isolation or as a substitute for comparable GAAP measures and should be read only in conjunction with our consolidated financial statements prepared in accordance with GAAP. To present constant currency revenue growth, current period revenue for entities reporting in currencies other than the United States dollar are converted into United States dollars at the average foreign exchange rates for the corresponding period in the prior year. To present organic revenue growth, we excluded the effect of foreign currency fluctuations and the impact of any acquisitions, divestitures and discontinuations that occurred in the comparable period. We define the non-GAAP measure of free cash flow as cash provided by operating activities less capital expenditures. We believe free cash flow is useful for investors as an additional measure of liquidity because it represents cash that is available to grow the business, make strategic acquisitions, repay debt, or buyback common stock. Management uses free cash flow internally to understand, manage, make operating decisions and evaluate our business. In addition, we use free cash flow to help plan and forecast future periods. Investors should consider non-GAAP financial measures in addition to, and not as replacements for, or superior to, measures of financial performance prepared in accordance with GAAP. EPS, amounts and percentages may not sum or recalculate due to rounding. (1) Charges include the direct effects of acquisition accounting, such as amortization of inventory fair value step-up, professional services fees, regulatory fees and changes in fair value of contingent considerations, and items related to integrating acquired businesses, such as redundant personnel costs for transitional employees, other acquired employee related costs, and integration-related professional services, manufacturing integration costs, legal entity rationalization and other integration-related activities. The acquisition and integration-related charges in fiscal 2024 were primarily related to the Cook Medical acquisition and integration expenses. The acquisition and integration-related charges in fiscal 2023 were primarily related to the Generate acquisition and integration expenses. Charges included $2.9 million and $8.4 million related to redundant personnel costs for transitional employees, $0.7 million and $4.5 million of professional services fees, $1.4 million and $1.4 million of manufacturing integration costs, $1.5 million and 1.5 million of inventory fair value step-up amortization, and $0.7 million and $4.1 million of other acquisition and integration-related activities in the three and twelve months ended October 31, 2024, respectively. The twelve months ended October 31, 2024 also included $0.7 million regulatory fees. Charges included $7.5 million and $21.9 million related to redundant personnel costs for transitional employees, $6.5 million and $16.2 million of professional services fees, $2.9 million and $6.5 million of manufacturing integration costs, $3.1 million and $5.0 million of legal entity rationalization costs, $0.9 million and $2.7 million regulatory fees, and $0.6 million and $5.0 million in other acquisition and integration-related activities, in the three and twelve months ended October 31, 2023, respectively. (2) Charges include costs related to product line exits such as inventory write-offs, site closure costs, contract termination costs and specifically-identified long-lived asset write-offs. Charges included $2.3 million of write-offs of long-lived assets and $1.7 million of other costs related to product line exits in the twelve months October 31, 2024. No charge related to product line exits was incurred in the three months ended October 31, 2024. Charges included $3.4 million and $7.9 million of site closure costs related to the exit of the lens care business, $0.4 million and $1.1 million of other costs related to product line exits in the three and twelve months ended October 31, 2023, respectively. The fourth quarter of fiscal 2023 also included $9.8 million of intangible assets impairment charge associated with the discontinuation of certain products. (3) Charges represent incremental costs of complying with the new European Union (E.U.) medical device regulations for previously registered products and primarily include charges for contractors supporting the project and other direct third-party expenses. We consider these costs to be limited to a specific time period. (4) Charges represent the costs associated with initiatives to increase efficiencies across the organization and optimize our overall cost structure, including changes to our IT infrastructure and operations, employee severance costs, legal entity and other business reorganizations, write-offs or impairments of certain long-lived assets associated with the business optimization activities. Charges included $1.5 million and $10.6 million of employee severance costs, $1.0 million and $4.1 million related to changes to our IT infrastructure and operation, and $0.4 million and $2.9 million of legal entity and other business reorganizations costs, in the three and twelve months ended October 31, 2024, respectively. The twelve months ended October 31, 2024 also included $0.7 million of other optimization costs. Charges included $1.4 million and $11.3 million of employee severance costs, $1.4 million and $1.9 million of legal entity and other business reorganizations costs, and $0.3 million and $5.9 million related to changes to our IT infrastructure and operations, partially offset by $0.2 million and $0.4 million of other items in the three and twelve months ended October 31, 2023, respectively. (5) Amount represents an accrual for probable payment of a termination fee in connection with an asset purchase agreement in the second quarter of 2023, which was paid in August 2023. (6) Amount represents the release the contingent consideration liability associated with SightGlass Vision's regulatory approval milestone in the first quarter of 2023. (7) Charges include certain business disruptions from natural causes, litigation matters and other items that are not part of ordinary operations. The adjustments to arrive at non-GAAP net income also include gains and losses on minority interest investments and accretion of interest attributable to acquisition installment payables. Charges included $1.5 million and $5.9 million of gains and losses on minority interest investments, $1.4 million and $5.5 million of accretion of interest attributable to acquisition installments payable, $0.6 million and $1.5 million related to legal matters in the three and twelve months ended October 31, 2024, respectively. Charges included $1.6 million and $6.3 million of gains and losses on minority interest investments, and $1.3 million and $4.6 million related to legal matters in the three and twelve months ended October 31, 2023, respectively. The twelve months ended October 31, 2023 also included $1.1 million of other items. (8) In fiscal 2021, the Company transferred its CooperVision intellectual property and goodwill to its UK subsidiary. As a result, we recorded a deferred tax asset equal to approximately $2.0 billion as a one-time tax benefit in accordance with U.S. GAAP in fiscal 2021 as subsequently adjusted for changes in UK tax law. The non-GAAP adjustments reflect the ongoing net deferred tax benefit from tax amortization each period under UK tax law. Audio Webcast and Conference Call The Company will host an audio webcast today for the public, investors, analysts and news media to discuss its fourth quarter results and current corporate developments. The audio webcast will be broadcast live on CooperCompanies' website, www.investor.coopercos.com , at approximately 5:00 PM ET. It will also be available for replay on CooperCompanies' website, www.investor.coopercos.com . Alternatively, you can dial in to the conference call at 800-715-9871; conference ID 2026064. About CooperCompanies CooperCompanies (Nasdaq: COO) is a leading global medical device company focused on improving lives one person at a time. The Company operates through two business units, CooperVision and CooperSurgical. CooperVision is a trusted leader in the contact lens industry, improving the vision of millions of people every day. CooperSurgical is a leading fertility and women's health company dedicated to assisting women, babies and families at the healthcare moments that matter most. Headquartered in San Ramon, CA, CooperCompanies ("Cooper") has a workforce of more than 16,000 with products sold in over 130 countries. For more information, please visit www.coopercos.com. Forward-Looking Statements This earnings release contains "forward-looking statements" as defined by the Private Securities Litigation Reform Act of 1995. Statements relating to guidance, plans, prospects, goals, strategies, future actions, events or performance and other statements of which are other than statements of historical fact, including our fiscal year 2025 financial guidance are forward looking. In addition, all statements regarding anticipated growth in our revenues, anticipated effects of any product recalls, anticipated market conditions, planned product launches, restructuring or business transition expectations, regulatory plans, and expected results of operations and integration of any acquisition are forward-looking. To identify these statements look for words like "believes," "outlook," "probable," "expects," "may," "will," "should," "could," "seeks," "intends," "plans," "estimates" or "anticipates" and similar words or phrases. Forward-looking statements necessarily depend on assumptions, data or methods that may be incorrect or imprecise and are subject to risks and uncertainties. Among the factors that could cause our actual results and future actions to differ materially from those described in forward-looking statements are: adverse changes in the global or regional general business, political and economic conditions including the impact of continuing uncertainty and instability of certain countries, man-made or natural disasters and pandemic conditions, that could adversely affect our global markets, and the potential adverse economic impact and related uncertainty caused by these items; the impact of international conflicts and the global response to international conflicts on the global and local economy, financial markets, energy markets, currency rates and our ability to supply product to, or through, affected countries; our substantial and expanding international operations and the challenges of managing an organization spread throughout multiple countries and complying with a variety of legal, compliance and regulatory requirements; foreign currency exchange rate and interest rate fluctuations including the risk of fluctuations in the value of foreign currencies or interest rates that would decrease our net sales and earnings; our existing and future variable rate indebtedness and associated interest expense is impacted by rate increases, which could adversely affect our financial health or limit our ability to borrow additional funds; changes in tax laws, examinations by tax authorities, and changes in our geographic composition of income; acquisition-related adverse effects including the failure to successfully achieve the anticipated net sales, margins and earnings benefits of acquisitions, integration delays or costs and the requirement to record significant adjustments to the preliminary fair value of assets acquired and liabilities assumed within the measurement period, required regulatory approvals for an acquisition not being obtained or being delayed or subject to conditions that are not anticipated, adverse impacts of changes to accounting controls and reporting procedures, contingent liabilities or indemnification obligations, increased leverage and lack of access to available financing (including financing for the acquisition or refinancing of debt owed by us on a timely basis and on reasonable terms); compliance costs and potential liability in connection with U.S. and foreign laws and health care regulations pertaining to privacy and security of personal information such as the Health Insurance Portability and Accountability Act of 1996 (HIPAA) and the California Consumer Privacy Act (CCPA) in the U.S. and the General Data Protection Regulation (GDPR) requirements in Europe, including but not limited to those resulting from data security breaches; a major disruption in the operations of our manufacturing, accounting and financial reporting, research and development, distribution facilities or raw material supply chain due to challenges associated with integration of acquisitions, man-made or natural disasters, pandemic conditions, cybersecurity incidents or other causes; a major disruption in the operations of our manufacturing, accounting and financial reporting, research and development or distribution facilities due to the failure to perform by third-party vendors, including cloud computing providers or other technological problems, including any related to our information systems maintenance, enhancements or new system deployments, integrations or upgrades; a successful cybersecurity attack which could interrupt or disrupt our information technology systems, or those of our third-party service providers, or cause the loss of confidential or protected data; market consolidation of large customers globally through mergers or acquisitions resulting in a larger proportion or concentration of our business being derived from fewer customers; disruptions in supplies of raw materials, particularly components used to manufacture our silicone hydrogel lenses; new U.S. and foreign government laws and regulations, and changes in existing laws, regulations and enforcement guidance, which affect areas of our operations including, but not limited to, those affecting the health care industry, including the contact lens industry specifically and the medical device or pharmaceutical industries generally, including but not limited to the EU Medical Devices Regulation (MDR), and the EU In Vitro Diagnostic Medical Devices Regulation (IVDR); legal costs, insurance expenses, settlement costs and the risk of an adverse decision, prohibitive injunction or settlement related to product liability, patent infringement, contractual disputes, or other litigation; limitations on sales following product introductions due to poor market acceptance; new competitors, product innovations or technologies, including but not limited to, technological advances by competitors, new products and patents attained by competitors, and competitors' expansion through acquisitions; reduced sales, loss of customers, reputational harm and costs and expenses, including from claims and litigation related to product recalls and warning letters; failure to receive, or delays in receiving, regulatory approvals or certifications for products; failure of our customers and end users to obtain adequate coverage and reimbursement from third-party payers for our products and services; the requirement to provide for a significant liability or to write off, or accelerate depreciation on, a significant asset, including goodwill, other intangible assets and idle manufacturing facilities and equipment; the success of our research and development activities and other start-up projects; dilution to earnings per share from acquisitions or issuing stock; impact and costs incurred from changes in accounting standards and policies; risks related to environmental laws and requirements applicable to our facilities, products or manufacturing processes, including evolving regulations regarding the use of hazardous substances or chemicals in our products; risks related to environmental, social and corporate governance (ESG) issues, including those related to regulatory and disclosure requirements, climate change and sustainability; and other events described in our Securities and Exchange Commission filings, including the “Business”, “Risk Factors” and "Management's Discussion and Analysis of Financial Condition and Results of Operations" sections in the Company’s Annual Report on Form 10-K for the fiscal year ended October 31, 2024, as such Risk Factors may be updated in annual and quarterly filings. We caution investors that forward-looking statements reflect our analysis only on their stated date. We disclaim any intent to update them except as required by law. Contact: Kim Duncan Vice President, Investor Relations and Risk Management 925-460-3663 ir@cooperco.com THE COOPER COMPANIES, INC. AND SUBSIDIARIES GAAP to Non-GAAP Reconciliation Constant Currency Revenue Growth and Organic Revenue Growth Net Sales

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