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The global pharmaceutical market is set to surpass a total value of US$1.75 trillion by the end of the decade, according to Evaluate Pharma.

Experienced and novice investors alike may want to consider pharmaceutical exchange-traded funds (ETFs) as a way to gain exposure to the top pharma companies. Like all ETFs, pharmaceutical ETFs are a good option for those who want to trade a set of assets in the pharmaceutical industry instead of focusing solely on individual pharmaceutical stocks.

The main advantage of a pharmaceutical ETF is the fact that it can provide exposure to an overarching sector, but still trades like a stock. Pharma ETFs also offer less market volatility and lower fees and expenses.

Big Pharma ETFs

Many of these funds have diverse holdings across some of the most important sectors in the pharmaceutical industry, including pain therapeutics, oncology, vaccines and biotechnology. Data was gathered on November 20, 2025.

1. VanEck Pharmaceutical ETF (NASDAQ:PPH)

Total assets under management: US$1.15 billion

Established in late 2011, the VanEck Pharmaceutical ETF tracks the MVIS US Listed Pharmaceutical 25 Index. It has the capacity to provide big returns, even though there are some risks attached to the ETF. An analyst report indicates that investors looking for ‘tactical exposure’ to the pharma sector might consider this ETF as an investment option.

The ETF has 26 holdings, with the top five being Eli Lilly (NYSE:LLY), Novartis (NYSE:NVS), Merck & Company (NYSE:MRK), Novo Nordisk (NYSE:NVO) and the McKesson (NYSE:MCK).

2. iShares US Pharmaceuticals ETF (ARCA:IHE)

Total assets under management: US$669.2 million

Created on May 5, 2006, the iShares US Pharmaceuticals ETF tracks some of the top US pharma companies. In total, the iShares US Pharmaceuticals ETF has 45 holdings, with the vast majority being large-cap stocks.

Of its holdings, Johnson & Johnson (NYSE:JNJ) and Eli Lilly are by far the largest portions in its portfolio, combining for nearly 50 percent, followed by Merck, Royalty Pharma (NASDAQ:RPRX) and Viatris (NASDAQ:VTRS).

3. Invesco Pharmaceuticals ETF (ARCA:PJP)

Total assets under management: US$299.48 million

The Invesco Pharmaceuticals ETF is primarily focused on providing exposure to US-based pharma companies. An analyst report states that this ETF chooses individual securities based on certain investment criteria, namely stock valuation and risk factors.

This ETF was started on June 23, 2005, and currently tracks 31 companies. Its top holdings are Eli Lilly, Amgen (NASDAQ:AMGN), Johnson & Johnson, Merck and AbbVie (NYSE:ABBV).

4. State Street SPDR S&P Pharmaceuticals ETF (ARCA:XPH)

Total assets under management: US$189.93 million

The State Street SPDR S&P Pharmaceuticals ETF came into the market on June 19, 2006, and represents the pharmaceutical sub-industry sector of the S&P Total Market Index (INDEXSP:SPTMI).

This pharma ETF tracks 52 holdings, with relatively close weighting among its holdings, a fact that sets it apart from other entries on this list. XPH’s top five holdings are Jazz Pharmaceuticals (NASDAQ:JAZZ), Tarsus Pharmaceuticals (NASDAQ:TARS), Eli Lilly, Ligand Pharmaceuticals (NASDAQ:LGND), and Crinetics Pharmaceuticals (NASDAQ:CRNX).

5. KraneShares MSCI All China Health Care Index ETF (ARCA:KURE)

Total assets under management: US$95.29 million

The KraneShares MSCI All China Health Care Index ETF was launched in February 2018 and tracks an index of large- and mid-cap Chinese stocks in the healthcare sector, all weighted by market capitalization. According to an analyst report, the fund provides investors with ‘exposure to a relatively small slice of the Chinese economy.’

The ETF tracks 50 holdings, and its top five are BeOne Medicines (NASDAQ:ONC), Jiangsu Hengrui Medicine (SHA:600276), Innovent Biologics (HKEX:1801), WuXi Biologics (HKEX:2269) and Sino Biopharmaceutical (HKEX:1177).

Securities Disclosure: I, Melissa Pistilli, hold no investment interest in any of the companies mentioned in this article.

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Corazon Mining Ltd (ASX:CZN) (‘Corazon’ or ‘Company’) is pleased to announce the granting of two key tenements at its Two Pools Gold Project (‘Two Pools’ or the ‘Project’) in the Gascoyne region of Western Australia (Figure 1).

Highlights

  • Two core tenements at the Two Pools Gold Project have been successfully granted by the West Australian Department of Energy, Mines, Industry Regulation and Safety (DEMIRS).
  • Granting allows Corazon to expedite works to enable diamond drilling to commence in early 2026, pending completion of heritage surveys, and discussion with drilling contractors have commenced.
  • The initial program is designed to confirm high-grade historical results and provide essential structural controls on mineralisation.
  • Planning for follow-up Reverse Circulation (RC) drilling at Two Pools is also underway as part of the Company’s systematic exploration campaign.
  • The granting marks another key milestone in the Company’s positive operational reset over the past three months.

The granting of Exploration Licences E52/4460 and E52/4468, which were vended into the Company as part of the Two Pools acquisition – represents a significant regulatory milestone. With tenure now secured, Corazon is moving immediately to finalise preparations for its maiden drill program.

Corazon Mining Ltd Managing Director, Simon Coyle, commented: “The granting of these tenements is an important green light, allowing us to get boots on the ground at Two Pools. We are now moving quickly to secure a rig and finalise logistics to ensure we are drilling early in the new year. Our maiden diamond program is designed to give us a definitive look at the geology and structure of the high-grade zones, setting the stage for a systematic and aggressive exploration campaign throughout 202c.

The reset of the Company over the last three months has been extremely positive and productive. With the team now fully operational and our key tenure granted, we look forward to the exceptional development of both Two Pools and Feather Cap Gold Projects in 202c.”

Click here for the full ASX Release

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Rapid Critical Metals Limited (‘Rapid,’ ‘RCM’ or ‘Company’) is pleased to announce that it has completed the acquisition of the Webbs Consol Silver Project (Webbs Consol) in northeast New South Wales, comprising EL 8933 and EL 9454 from Lode Resources Limited (ASX: LDR) (Lode Resources).

The Board sees the acquisition of the Webbs Consol as a highly accretive strategic investment for Rapid which:

  • Builds critical mass to the Company’s existing Webbs and Conrad high grade deposits;
  • Secures a district-scale silver corridor by consolidating contiguous tenure across a high- grade silver belt in the New England Fold Belt;
  • Unlocks new discovery potential with adjoining tenure, increasing the likelihood of new discoveries between the two high grade silver deposits;
  • Consolidates ownership of three nearby, high-grade deposits supporting unified mine planning, centralised processing options, and potential operating synergies; and
  • Positions Rapid for growth with proximity to existing infrastructure and strong silver market fundamentals, providing a favourable backdrop for accelerated development.

Commenting on the completion of the Webbs Consol acquisition, Byron Miles, Managing Director of Rapid, said:

“The completion of the acquisition of the Webbs Consol builds on the Board’s strategy of becoming one of the ASX’s leading silver-focused growth Companies with a platform in New South Wales with significant potential for further growth.

We have now secured a contiguous silver corridor with outstanding geological prospectivity and opened up exciting potential for new discoveries in the area.

With a prospective portfolio of assets and a team focused on execution and delivery, we are well placed to accelerate exploration and development activities to create long-term value for our shareholders.”


Click here for the full ASX Release

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Nevada Sunrise Metals (TSXV:NEV,OTCP:NVSGF) is a Nevada-focused exploration company with a portfolio spanning gold, copper and lithium projects. Nevada ranked as the world’s second most attractive exploration jurisdiction in 2024, providing a strong foundation for the company’s growth strategy.

The Griffon Gold Mine project, a past-producing gold asset located within the prolific Battle Mountain–Eureka Trend. Griffon hosts Carlin-type mineralization, produced 62,661 ounces of oxide gold from 1998 to 1999, and benefits from extensive historical drilling, favorable host stratigraphy and new target zones identified by VRIFY’s DORA A.I. predictive modeling. Ongoing geophysics and geochemical programs in 2025 will refine drill targets ahead of a drilling program planned for 2026.

Discovery Ridge Pit, Griffon Gold Mine Project, White Pine County, Nevada

Nevada Sunrise integrates historical data with advanced geophysics, modern geochemical methods, and AI-driven exploration tools. This technology-enhanced approach, combined with experienced leadership and a strong technical team, is central to the Company’s strategy for building shareholder value.

Company Highlights

  • Flagship past-producing gold project in a Tier-1 jurisdiction: The Griffon Gold Mine project lies within Nevada’s prolific Battle Mountain–Eureka Trend, near producing mines and major gold developers.
  • AI-powered exploration strategy: Nevada Sunrise is using VRIFY’s predictive modeling to identify high-priority drill targets, an emerging technology rarely applied in Nevada.
  • Clear path to 2026 drilling: Soil, magnetic, IP/resistivity and CSAMT surveys in fall 2025 will feed into an updated AI model, enabling optimized drill targeting planned for 2026.
  • Highly experienced management and geological team: Leadership includes executives and advisors with decades of exploration success across Nevada and globally.
  • Diversified asset portfolio: Gold, copper and lithium assets create optionality across multiple mineral markets.
  • Flagship past-producing gold project in a Tier-1 jurisdiction: The Griffon Gold Mine project lies within Nevada’s prolific Battle Mountain–Eureka Trend, near producing mines and major gold developers.
  • AI-powered exploration strategy: Nevada Sunrise is using VRIFY’s predictive modeling to identify high-priority drill targets, an emerging technology rarely applied in Nevada.
  • Clear path to 2026 drilling: Soil, magnetic, IP/resistivity and CSAMT surveys in fall 2025 will feed into an updated AI model, enabling optimized drill targeting planned for 2026.
  • Highly experienced management and geological team: Leadership includes executives and advisors with decades of exploration success across Nevada and globally.
  • Diversified asset portfolio: Gold, copper and lithium assets create optionality across multiple mineral markets.

This Nevada Sunrise Metals profile is part of a paid investor education campaign.*

Click here to connect with Nevada Sunrise Metals (TSXV:NEV) to receive an Investor Presentation

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Investor Insight

Heliostar offers a rare combination of immediate cash flow from two producing mines and a significant growth story driven by the high-grade Ana Paula development project. This blend of near-term production, strong margins and a robust pipeline positions the company as a compelling emerging mid-tier gold producer.

Overview

Heliostar Metals (TSXV:HSTR,OTCQX:HSTXF,FRA:RGG1) is an emerging mid-tier gold producer focused on unlocking high-grade gold production in Mexico’s premier mining regions.

The company rapidly expanded its asset base by acquiring a diverse portfolio of producing and development-stage assets. This positions it for long-term, scalable production growth supported by both high-grade underground and large open-pit heap-leach operations.

Heliostar now holds two producing mines – La Colorada and San Agustin, with combined production of 30,000 to 40,000 oz of gold – and is advancing the development of its flagship Ana Paula project. Two additional development assets in Mexico, Cerro del Gallo and San Antonio, in addition to exploration projects in North Sonora and Unga in Alaska complete Heliostar’s portfolio. This diversified platform enables the company to fund development through operating cash flow while continuing to expand its resource base.

Heliostar prioritizes capital discipline and low-cost acquisitions, significantly expanding its asset base while maintaining a lean financial structure. With a growing operating cash flow, the company is reducing reliance on equity financing for development.

The company is positioned for strong year-over-year production growth as San Agustin restarts in Q4 2025, La Colorada executes its updated 2025 mine plan, and Ana Paula advances toward construction and expected first production in 2028, following a positive underground PEA in November 2025 and an ongoing feasibility study. These milestones support the company’s strategy of building a multi-asset production base with increasing scale and margins.

Looking ahead, the company has a long-term vision of achieving 500,000 ounces of gold production annually by 2030. This growth will be driven by the development of Ana Paula, followed by Cerro del Gallo and San Antonio, with continued exploration success and strategic acquisitions supplementing organic growth.

Company Highlights

  • Heliostar Metals is rapidly advancing from a junior explorer to a mid-tier gold producer, targeting 150,000 oz per year in the near term and 500,000 oz annually by 2030.
  • Heliostar has rapidly expanded its portfolio with key acquisitions, now controlling two producing mines and three advanced-stage growth assets in Mexico. Added 3.5 million measured and indicated gold ounces for just US$15 million, reinforcing a capital-efficient growth model.
  • The company prioritizes capital discipline and low-cost acquisitions to expand its asset base and maintain a lean financial structure. Unlike many juniors that rely on dilution to grow, Heliostar leverages gold production cash flows to drive project development.
  • Annual gold production at La Colorada and San Agustin mines as of 2025 is between 30,000 to 40,000 oz, with mine operations earning $14.2 million in Q3 2025. Cash flow from these two mines funds Heliostar’s exploration and development without significant dilution.
  • CEO Charles Funk leads a seasoned team of mine builders and exploration experts with a track record of developing world-class deposits.
  • The company also features a favorable shareholder registry: 53 percent institutional investors, 42 percent high-net-worth and retail investors, and 5 percent held by the board and management.

Key Projects

Ana Paula (Flagship Development Project)

Ana Paula is Heliostar’s flagship high-grade underground gold project located in the Guerrero Gold Belt, one of Mexico’s most prolific precious metals regions.

The November 2025 underground PEA confirms Ana Paula as a low-cost, high-margin development opportunity with a nine-year mine life producing approximately 875,000 ounces of gold, averaging roughly 101,000 ounces per year after ramp-up. The project benefits from a wide, high-grade panel that continues to demonstrate strong continuity and exceptional grades, supported by a mineral resource of 710,920 ounces of measured and indicated gold at 6.6 grams per ton (g/t) and 447,500 ounces of inferred gold at 4.24 g/t.

Heliostar has transitioned the project to an underground-only development plan to enhance economics, minimize surface disturbance and reduce capital intensity. The company is advancing engineering and permitting programs, including a permit amendment to convert the existing open-pit approval into an underground operation. A recently expanded 20,000-metre drill program is underway to upgrade inferred resources, expand the mineral envelope and support the ongoing feasibility study. Recent results included 83.2m grading 17.35 g/t gold from 76.0 m and 70.7 m grading 9.38 g/t gold from 49.65 m.

Heliostar intends to advance the existing decline in 2026 to access underground drilling platforms and complete bulk sampling, enabling a construction decision shortly thereafter and positioning the project for first production in 2028. Ana Paula is expected to become the cornerstone asset underpinning Heliostar’s long-term production growth.

La Colorada Mine

La Colorada, located in Sonora, Mexico, is a fully operating open-pit heap-leach mine that underwent a major turnaround in early 2025. Mining was restarted in January 2025, and an updated October 2025 technical report outlines a significantly strengthened operation with a 6.1-year mine life and total production of 286,000 ounces of gold. The mine is expected to produce between 17,500 and 23,800 gold-equivalent ounces in 2025 at competitive cash costs and all-in sustaining costs, benefiting from strong gold prices and improved operational performance.

La Colorada has meaningful opportunities for growth through drilling of the Veta Madre Plus area, which could add up to 28,000 ounces of additional near-surface resource, and the evaluation of the underground potential at El Creston, where deeper drilling has returned high-grade gold and silver intercepts. Further optimization of low-grade stockpiles also offers a route to additional production with minimal capital requirements. With its expanded reserves, improving margins and active exploration pipeline, La Colorada remains a key cash-flow generator and a vital contributor to Heliostar’s self-funded growth strategy.

San Agustin Mine

San Agustin is a heap-leach gold mine in Durango, Mexico, that produced approximately 14,700 ounces of gold in 2024 and continues to generate cash flow through stockpile processing in 2025. The mine is scheduled to restart active mining in the fourth quarter of 2025 following approval of the Corner Permit Area, with the restart plan outlining roughly 44,500 ounces of total gold production over a 1.2-year mine life. The restart requires just US$4.2 million in initial capital, funded entirely from Heliostar’s balance sheet, and delivers strong economics with significant leverage to higher gold prices. Beyond the restart, San Agustin provides meaningful growth potential through near-surface oxide expansion and deeper sulfide and breccia targets, where drilling has identified encouraging mineralization.

Cerro del Gallo Project

Cerro del Gallo is a large-scale, gold-silver development project in the Guanajuato district with 2.86 Moz of measured and indicated gold resources and an additional 1 Moz inferred. The project is advancing through permitting and a pre-feasibility study expected in Q4 2025, which is evaluating a long-life heap-leach operation targeting 80,000 to 100,000 ounces of annual gold production. With its scale, simple metallurgy and strong development profile, Cerro del Gallo represents a cornerstone growth asset supporting Heliostar’s strategy to expand production later this decade

San Antonio Project

San Antonio is an open-pit heap-leach development project in Baja California Sur hosting 1.74 million ounces of measured and indicated gold resources. A January 2025 PEA outlines robust economics, including 1.1 Moz of total production over 13 years, low AISC and an after-tax NPV5 of US$715 million at US$2,600 gold. The project is progressing through additional studies and environmental permitting and provides significant medium-term growth potential within Heliostar’s pipeline.

Unga Project

The Unga project in Alaska is a high-grade gold exploration asset, with an inferred resource of 384,000 oz gold (13.8 g/t). While not a primary focus, the project remains a long-term high-grade growth opportunity.

Management Team

Charles Funk – President & CEO

Charles Funk brings over 18 years of experience in business development and exploration. Before joining Heliostar, he held senior roles at Newcrest Mining and OZ Minerals, two of the world’s most prominent mining companies. Funk led the Panuco discovery for Vizsla Silver in 2020, demonstrating his strong expertise in identifying and advancing high-potential gold and silver deposits. Under his leadership, Heliostar has pursued transformational acquisitions that have rapidly expanded the company’s asset base while maintaining capital efficiency.

Gregg Bush – Chief Operating Officer

A highly regarded mine builder, Gregg Bush has a strong track record in mine development, project integration, and operations management. He previously served as COO of Capstone Mining for nine years and as SVP of Mexico for Equinox Gold. With deep experience in Latin American mining operations, Bush plays a pivotal role in advancing Heliostar’s production assets, optimizing operations and ensuring efficient project execution.

Sam Anderson – VP Projects

Sam Anderson brings 20 years of experience in mine geology and project management, including 17 years at Newmont, where he served as mine geology superintendent and senior manager of exploration business development. He played a significant role in the development of Newmont’s Merian Mine in Suriname, from resource stage to steady-state operation. His expertise in mineral resource expansion and project evaluation is crucial to advancing Ana Paula and Cerro del Gallo toward production.

Mike Gingles – VP of Corporate Development

With over 35 years of corporate and entrepreneurial experience in the mining industry, Mike Gingles has been a key player in major mining deals. He led the Pueblo Viejo and Turquoise Ridge transactions for Placer Dome, two of the largest gold assets in North America. His expertise in strategic partnerships, corporate finance, and project acquisitions has positioned Heliostar for transformational growth.

Hernan Dorado – VP Sustainability & Special Projects

As a fifth-generation miner, Hernan Dorado has more than 20 years of experience in the mining sector, including a founding role at Guanajuato Silver, where he served as COO. He has extensive experience in Mexican mining operations, permitting and sustainability practices, ensuring that Heliostar’s projects meet the highest environmental and social responsibility standards.

Vitalina Lyssoun – Chief Financial Officer

Vitalina Lyssoun is a chartered professional accountant (CPA, CA) with over 16 years of financial expertise with a focus on the resource sector. She has strengths in Canadian and US public company reporting, regulatory and tax compliance, and internal controls. She is fluent in Spanish and has experience in operations based in Mexico, Central America and West Africa. Most recently, Lyssoun built and led the corporate accounting team at Gatos Silver, including through their recent merger with First Majestic Silver.

Stephen Soock – VP Investor Relations & Development

Stephen Soock has been in the mining industry for almost 20 years in both technical and capital markets roles. He has worked in various technical roles at mine sites across Canada, including Vale’s Thompson Nickel operation, Mosaic’s Belle Plaine solution potash mine and Rio Tinto’s Diavik Diamond mine complex. Prior to joining Heliostar, Stephen spent eight years as a sell-side research analyst covering growth and development companies in the junior precious metals space. He graduated from Queen’s University with a B.Sc. in Mining Engineering, is a CFA Charterholder, and a Brendan Woods ranked analyst.

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President Donald Trump pardoned two turkeys Tuesday — Gobble and Waddle — as part of an annual tradition that has occurred at the White House for more than 35 years. 

The Thanksgiving Turkey Pardoning is a ceremony originating from the National Thanksgiving Turkey Presentation dating back to the 1940s, when the National Turkey Federation would present the president with a live turkey for Thanksgiving. 

President John F. Kennedy is often credited with pardoning the first turkey in 1963, when he said that he would ‘let this one grow.’ Although Kennedy didn’t use the word ‘pardon,’ the L.A. Times reported on the matter with the headline, ‘Turkey gets presidential pardon,’ according to an NBC News archive. 

President Ronald Reagan also made a joke about pardoning that year’s turkey, Charlie, in response to a question from a reporter, according to the Ronald Reagan Presidential Library & Museum.

‘If they’d given me a different answer on Charlie and his future, I would have pardoned him,’ Reagan said in 1987. 

However, the tradition was codified during George H.W. Bush’s administration, according to the White House Historical Association. Bush used the word pardon, and the tradition continued each year afterward. 

‘But let me assure you, and this fine tom turkey, that he will not end up on anyone’s dinner table, not this guy — he’s presented a presidential pardon as of right now — and allow him to live out his days on a children’s farm not far from here,’ Bush said in 1989. 

Gobble and Waddle clocked in at 50 pounds and 52 pounds each, and traveled from North Carolina to the Washington’s Willard InterContinental Hotel for the annual tradition. Following the pardoning, they will head to North Carolina State University’s Prestage Department of Poultry Science.

During the ceremony in the Rose Garden, Trump also took aim at former President Joe Biden, and said Biden used the autopen to pardon the 2024 turkeys, and as a result those pardons were ‘totally invalid.’ 

As a result, Trump quipped that he had pardoned those turkeys too, and said he ‘saved them in the nick of time.’

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The end of the shutdown delivered something rare in Washington: a second chance to get healthcare right. As part of the agreement to reopen the government, Senate Majority Leader John Thune, R-S.D., committed to holding a vote in December on extending the enhanced premium tax credits in the individual market. That creates an opportunity to avoid steep premium hikes and to begin building a system that works better for patients. 

For Democrats who voted to end the shutdown, the incentives are straightforward. They want to show that their compromise leads to real relief for families facing higher premiums. They will look for a deal that solves the problem in front of them, but they will back away if Republicans turn the bill into another fight over repealing the Affordable Care Act (Obamacare). The task now is to fix what is broken, not revisit old conflicts. 

This moment also gives Republicans a chance to show they can govern. Healthcare costs are a major driver of the affordability crisis facing families. They reduce take-home pay, increase the price of goods and services, and push both households and governments deeper into debt. Employers, who carry most of the cost of coverage for people under 65, feel the pressure directly, and workers feel it in their wages. 

President Donald Trump has already outlined an important principle: instead of routing federal subsidies through insurance companies, direct that support to individuals so they can choose the care and coverage that work best for them. Florida Republican Sen. Rick Scott has made a similar argument, calling on Republicans to fix Obamacare. Combined with growing bipartisan support for price transparency, these ideas point toward a practical strategy that empowers patients and employers and encourages a more competitive market.

Today’s system moves in the other direction. Prices are hidden, administrative layers keep expanding and incentives are misaligned in ways that guarantee prices will rise year after year. These problems are especially severe in the individual market, which has fewer participants, a less healthy risk pool and limited plan competition. Making this market functional again requires more enrollment, more choices and more transparency. 

The December vote is the right moment to begin that shift. A package that addresses the immediate subsidy issue and lays the groundwork for long-term reform is both achievable and necessary. There are practical solutions already developed by center-right institutions such as the America First Policy Institute, the Paragon Institute, leaders in Congress and Trump’s policy proposals. 

The first step is a responsible phase-out of the enhanced premium tax credits through 2026. This avoids an abrupt cutoff and gives the rest of the reforms time to take effect.

Second, Congress should adopt a proposal from the Paragon Institute to restore and reform the Cost Sharing Reduction (CSR) payments in Obamacare, giving qualifying enrollees the option to receive their CSR subsidies directly into a health savings account (HSA). This one change addresses several problems at once. 

It lowers premiums and reduces federal costs. When CSR payments were halted in 2017, insurers responded by sharply raising premiums on silver plans, a practice known as ‘silver loading.’ Because premium tax credits are tied to the price of silver plans, this increased federal spending. A 2018 analysis by the Congressional Budget Office found that restoring CSR funding would reduce the federal deficit by about $30 billion over a decade. Providing the funding is less expensive than continuing the current workaround. 

It also creates the budget space needed to phase out the enhanced premium tax credits in a responsible way. The savings could be used to fund the phase-out or to provide more generous HSA contributions from the CSRs to strengthen support for lower-income Americans. 

Most importantly, it empowers patients. According to Paragon, the typical annual HSA contribution for someone receiving CSR assistance would be about $2,000. That is meaningful support that families can control directly. If they remain healthy, unused dollars stay in the account and continue to grow. If they get sick, they can use the funds for out-of-pocket costs. Because the money belongs to them, they have a clear incentive to compare prices and choose high-value care, which encourages greater competition among providers.

Next, Congress should strengthen the individual market’s risk pool by expanding affordable choices. That means allowing any health plan approved by the state insurance commissioner to be included in the exchanges, expanding access to copper plans, adjusting age-rating rules so younger people pay less, and modernizing individual coverage health reimbursement arrangements (ICHRAs) so more small businesses can offer coverage. Practical changes, such as letting employees choose between an ICHRA and a traditional group plan, allowing workers to contribute pretax dollars to close premium gaps and removing unnecessary COBRA requirements, would make ICHRAs more attractive.  

The first step is a responsible phase-out of the enhanced premium tax credits through 2026. This avoids an abrupt cutoff and gives the rest of the reforms time to take effect.

Finally, these reforms should be paired with the bipartisan Patients Deserve Price Tags Act, sponsored by Kansas Republican Sen. Roger Marshall and Colorado Democrat Sen. John Hickenlooper. The bill would strengthen enforcement of price transparency rules so small businesses, self-funded employers and new purchasing groups can contract directly with providers and transparent pharmacies. This would reduce costs, remove middle men, and increase competition.

This is a moment for practical governing. The shutdown deal did not only reopen the government. It opened a door. If Republicans take this opportunity, they can solve a real problem for millions of Americans and begin a long-overdue transition to a health system that puts patients, not bureaucracies, in charge. 

December’s vote could be the start of that transition. It should be. 

Disclaimer: Gingrich 360 has consulting clients in the healthcare industry which may be impacted by changes to healthcare laws. 

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Further to its announcement on 20 October 20251, Jindalee Lithium Limited (ASX: JLL, OTCQX: JNDAF) (Company) is pleased to advise the results of its Share Purchase Plan (SPP). The SPP closed for applications on 20 November 2025, and the Company has today completed the allocation and issuance of shares and options under the SPP, raising total proceeds of $1.5 million.

The SPP, which targeted to raise up to $1 Million, was met with strong demand and closed oversubscribed. In accordance with the SPP Offer Booklet2, the Board exercised its discretion to accept oversubscriptions, resulting in total proceeds of $1.5 million. To ensure a fair allocation, applications for amounts greater than $5,000 were scaled back on a pro-rata basis. Excess application monies will be refunded to applicants in line with the SPP terms2.

A total of 2,720,065 fully paid ordinary shares (Shares) were issued at $0.55 per Share. Eligible shareholders also received one (1) option for every one (1) Share allotted, exercisable at $0.825 and expiring 30 November 2028 (Option), for nil upfront consideration. Participants in the placement announced on 20 October 2025 will also receive Options on the same basis as SPP participants, to be issued subject to shareholder approval at the Company’s general meeting to be held on 10 December 2025.

Funds raised will be used to advance the McDermitt Lithium Project, including exploration drilling, metallurgical testwork, and working capital to progress the proposed United States special purpose acquisition company (SPAC) transaction3.

Commenting on the SPP, Ian Rodger, the Company’s Managing Director and CEO, said “We are grateful for the outstanding support from our shareholders. The strong response to the SPP reflects confidence in Jindalee and the strategic importance of the McDermitt Project. On behalf of the Board, we thank you for your continued support.”

Click here for the full ASX Release

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