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IPO News Today Live Updates on December 30, 2024 : Senores Pharmaceuticals IPO listing date today. GMP, experts signal up to 70% gain for share allotteesBURLINGTON, N.J., Nov. 26, 2024 (GLOBE NEWSWIRE) -- Burlington Stores, Inc. (NYSE: BURL), a nationally recognized off-price retailer of high-quality, branded apparel, footwear, accessories, and merchandise for the home at everyday low prices, announced today that Shira Goodman, former Chief Executive Officer of Staples, Inc., is joining its Board of Directors and its Audit Committee effective January 1, 2025. John Mahoney, Chairman of the Board, stated, "We are very pleased to welcome Shira to our Board as a highly accomplished business leader with considerable public company board experience. I believe that she will enhance the depth and strength of our Board as it continues to oversee the Company's continued strategic growth.” Michael O'Sullivan, Chief Executive Officer, stated, "We are very excited to have Shira as a Board member. She has almost three decades of experience in the retail industry, and her perspectives and expertise will benefit us as we continue to execute on the Burlington 2.0 strategy and aim to drive sales and earnings growth in the years ahead.” Ms. Goodman added, "I am excited to join Burlington's Board and work with the leadership team. I believe the Company is well positioned for continued growth and I am eager to contribute to the Company's continued success.” About Shira Goodman Ms. Goodman has served as an Advisory Director to Charlesbank Capital Partners, a private equity firm, since January 2019. She previously served as the Chief Executive Officer of Staples, Inc. from September 2016 to January 2018. Ms. Goodman served in roles with increasing responsibility at Staples since joining the company in 1992, including President and Interim Chief Executive Officer from June 2016 to September 2016, President, North American Operations from January 2016 to June 2016, and President, North American Commercial from February 2014 to June 2016. Prior to that, she served as Executive Vice President of Global Growth from February 2012 to February 2014, Executive Vice President of Human Resources from March 2009 to February 2012, Executive Vice President of Marketing from May 2001 to March 2009, and in various other management positions. Prior to Staples, Ms. Goodman worked at Bain & Company from 1986 to 1992, in project design, client relationships and case team management. She currently serves on the board of directors of CarMax, Inc. and CBRE Group, Inc., and previously served on the board of directors of Henry Schein, Inc., Staples, Inc. and The Stride Rite Corporation. About Burlington Stores, Inc. Burlington Stores, Inc., headquartered in New Jersey, is a nationally recognized off-price retailer with Fiscal 2023 net sales of $9.7 billion. The Company is a Fortune 500 company and its common stock is traded on the New York Stock Exchange under the ticker symbol "BURL.” The Company operated 1,103 stores as of the end of the third quarter of Fiscal 2024, in 46 states, Washington D.C. and Puerto Rico, principally under the name Burlington Stores. The Company's stores offer an extensive selection of in-season, fashion-focused merchandise at up to 60% off other retailers' prices, including women's ready-to-wear apparel, menswear, youth apparel, baby, beauty, footwear, accessories, home, toys, gifts and coats. For more information about the Company, visit www.burlington.com . Investor Relations Contacts: David J. Glick Daniel Delrosario 855-973-8445 [email protected] Allison Malkin ICR, Inc. 203-682-8225 Safe Harbor for Forward-Looking and Cautionary Statements This release contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. All statements other than statements of historical fact included in this release are forward-looking statements. Forward-looking statements discuss our current expectations and projections relating to our financial condition, results of operations, plans, objectives, future performance and business. You can identify forward-looking statements by the fact that they do not relate strictly to historical or current facts. We do not undertake to publicly update or revise our forward-looking statements, except as required by law, even if experience or future changes make it clear that any projected results expressed or implied in such statements will not be realized. If we do update one or more forward-looking statements, no inference should be made that we will make additional updates with respect to those or other forward-looking statements. All forward-looking statements are subject to risks and uncertainties that may cause actual events or results to differ materially from those we expected, including general economic conditions, such as inflation, and the domestic and international political situation and the related impact on consumer confidence and spending; competitive factors, including the scale and potential consolidation of some of our competitors, rise of e-commerce spending, pricing and promotional activities of major competitors, and an increase in competition within the markets in which we compete; seasonal fluctuations in our net sales, operating income and inventory levels; the reduction in traffic to, or the closing of, the other destination retailers in the shopping areas where our stores are located; our ability to identify changing consumer preferences and demand; our ability to meet our environmental, social or governance ("ESG”) goals or otherwise expectations of our stakeholders with respect to ESG matters; extreme and/or unseasonable weather conditions caused by climate change or otherwise adversely impacting demand; effects of public health crises, epidemics or pandemics; our ability to sustain our growth plans or successfully implement our long-range strategic plans; our ability to execute our opportunistic buying and inventory management process; our ability to optimize our existing stores or maintain favorable lease terms; the availability, selection and purchasing of attractive brand name merchandise on favorable terms; our ability to attract, train and retain quality employees and temporary personnel in sufficient numbers; labor costs and our ability to manage a large workforce; the solvency of parties with whom we do business and their willingness to perform their obligations to us; import risks, including tax and trade policies, tariffs and government regulations; disruption in our distribution network; our ability to protect our protect our information systems against service interruption, misappropriation of data, breaches of security, or other cyber-related attacks; risks related to the methods of payment we accept; the success of our advertising and marketing programs in generating sufficient levels of customer traffic and awareness; damage to our corporate reputation or brand; impact of potential loss of executives or other key personnel; our ability to comply with existing and changing laws, rules, regulations and local codes; lack of or insufficient insurance coverage; issues with merchandise safety and shrinkage; our ability to comply with increasingly rigorous privacy and data security regulations; impact of legal and regulatory proceedings relating to us; use of social media by us or by third parties our direction in violation of applicable laws and regulations; our ability to generate sufficient cash to fund our operations and service our debt obligations; our ability to comply with covenants in our debt agreements; the consequences of the possible conversion of our convertible notes; our reliance on dividends, distributions and other payments, advance and transfers of funds from our subsidiaries to meet our obligations; the volatility of our stock price; the impact of the anti-takeover provisions in our governing documents; impact of potential shareholder activism; and each of the factors that may be described from time to time in our filings with the U.S. Securities and Exchange Commission, including under the heading "Risk Factors” in our most recent Annual Report on Form 10-K. For each of these factors, the Company claims the protection of the safe harbor for forward-looking statements contained in the Private Securities Litigation Reform Act of 1995, as amended.y888 。

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It’s a daunting reality for Democrats: Republican Donald Trump's support has grown broadly since he last sought the presidency. In his defeat of Democrat Kamala Harris , Trump won a bigger percentage of the vote in each one of the 50 states, and Washington, D.C., than he did four years ago. He won more actual votes than in 2020 in 40 states, according to an Associated Press analysis. Certainly, Harris’ more than 7 million vote decline from President Joe Biden’s 2020 total was a factor in her loss, especially in swing-state metropolitan areas that have been the party’s winning electoral strongholds. But, despite national turnout that was lower than in the high-enthusiasm 2020 election, Trump received 2.5 million more votes than he did four years ago. He swept the seven most competitive states to win a convincing Electoral College victory, becoming the first Republican nominee in 20 years to win a majority of the popular vote. Trump cut into places where Harris needed to overperform to win a close election. Now Democrats are weighing how to regain traction ahead of the midterm elections in two years, when control of Congress will again be up for grabs and dozens of governors elected. There were some notable pieces to how Trump's victory came together: Trump took a bite in Northern metros Though Trump improved across the map, his gains were particularly noteworthy in urban counties home to the cities of Detroit, Milwaukee and Philadelphia, electoral engines that stalled for Harris in industrial swing states Michigan, Wisconsin and Pennsylvania. Harris fell more than 50,000 votes — and 5 percentage points — short of Biden's total in Wayne County, Michigan, which makes up the lion's share of the Detroit metro area. She was almost 36,000 votes off Biden's mark in Philadelphia County, Pennsylvania, and about 1,000 short in Milwaukee County, Wisconsin. It wasn't only Harris' shortfall that helped Trump carry the states, a trio that Democrats had collectively carried in six of the seven previous elections before Nov. 5. Trump added to his 2020 totals in all three metro counties, netting more than 24,000 votes in Wayne County, more than 11,000 in Philadelphia County and almost 4,000 in Milwaukee County. It’s not yet possible to determine whether Harris fell short of Biden’s performance because Biden voters stayed home or switched their vote to Trump — or how some combination of the two produced the rightward drift evident in each of these states. Harris advertised heavily and campaigned regularly in each, and made Milwaukee County her first stop as a candidate with a rally in July. These swings alone were not the difference in Michigan, Pennsylvania and Wisconsin, but her weaker performance than Biden across the three metros helped Trump, who held on to big 2020 margins in the three states' broad rural areas and improved or held steady in populous suburbs. Trump's team and outside groups supporting him knew from their data that he was making inroads with Black voters, particularly Black men younger than 50, more concentrated in these urban areas that have been key to Democratic victories. When James Blair, Trump's political director, saw results coming in from Philadelphia on election night, he knew Trump had cut into the more predominantly Black precincts, a gain that would echo in Wayne and Milwaukee counties. “The data made clear there was an opportunity there,” Blair said. AP VoteCast, a nationwide survey of more than 120,000 voters, found Trump won a larger share of Black and Latino voters than he did in 2020, and most notably among men under age 45. Democrats won Senate races in Michigan and Wisconsin but lost in Pennsylvania. In 2026, they will be defending governorships in all three states and a Senate seat in Michigan. Trump gained more than Harris in battlegrounds Despite the burst of enthusiasm Harris' candidacy created among the Democratic base when she entered the race in July, she ended up receiving fewer votes than Biden in three of the seven states where she campaigned almost exclusively. In Arizona, she received about 90,000 fewer votes than Biden. She received about 67,000 fewer in Michigan and 39,000 fewer in Pennsylvania. In four others — Georgia, Nevada, North Carolina and Wisconsin — Harris won more votes than Biden did. But Trump's support grew by more — in some states, significantly more. That dynamic is glaring in Georgia, where Harris received almost 73,000 more votes than Biden did when he very narrowly carried the state. But Trump added more than 200,000 to his 2020 total, en route to winning Georgia by roughly 2 percentage points. In Wisconsin, Trump's team reacted to slippage it saw in GOP-leaning counties in suburban Milwaukee by targeting once-Democratic-leaning, working-class areas, where Trump made notable gains. In the three largest suburban Milwaukee counties — Ozaukee, Washington and Waukesha — which have formed the backbone of GOP victories for decades, Harris performed better than Biden did in 2020. She also gained more votes than Trump gained over 2020, though he still won the counties. That made Trump's focus on Rock County, a blue-collar area in south central Wisconsin, critical. Trump received 3,084 more votes in Rock County, home of the former automotive manufacturing city of Janesville, than he did in 2020, while Harris underperformed Biden's 2020 total by seven votes. That helped Trump offset Harris' improvement in Milwaukee's suburbs. The focus speaks to the strength Trump has had and continued to grow with middle-income, non-college educated voters, the Trump campaign's senior data analyst Tim Saler said. “If you're going to have to lean into working-class voters, they are particularly strong in Wisconsin,” Saler said. “We saw huge shifts from 2020 to 2024 in our favor.” Trump boosted 2020 totals as Arizona turnout dipped Of the seven most competitive states, Arizona saw the smallest increase in the number of votes cast in the presidential contest — slightly more than 4,000 votes, in a state with more than 3.3 million ballots cast. That was despite nearly 30 campaign visits to Arizona by Trump, Harris and their running mates and more than $432 million spent on advertising by the campaigns and allied outside groups, according to the ad-monitoring firm AdImpact. Arizona, alone of the seven swing states, saw Harris fall short of Biden across small, midsize and large counties. In the other six states, she was able to hold on in at least one of these categories. Even more telling, it is also the only swing state where Trump improved his margin in every single county. While turnout in Maricopa County, Arizona's most populous as the home to Phoenix, dipped slightly from 2020 — by 14,199 votes, a tiny change in a county where more than 2 million people voted — Trump gained almost 56,000 more votes than four years ago. Meanwhile, Harris fell more than 60,000 votes short of Biden's total, contributing to a shift significant enough to swing the county and state to Trump, who lost Arizona by fewer than 11,000 votes in 2020. Rightward shift even in heavily Democratic areas The biggest leaps to the right weren't taking place exclusively among Republican-leaning counties, but also among the most Democratic-leaning counties in the states. Michigan's Wayne County swung 9 points toward Trump, tying the more Republican-leaning Antrim County for the largest movement in the state. AP VoteCast found that voters were most likely to say the economy was the most important issue facing the country in 2024, followed by immigration. Trump supporters were more motivated by economic issues and immigration than Harris', the survey showed. “It’s still all about the economy," said North Carolina Democratic strategist Morgan Jackson, a senior adviser to Democrat Josh Stein, who won North Carolina’s governorship on Nov. 5 as Trump also carried the state. “Democrats have to embrace an economic message that actually works for real people and talk about it in the kind of terms that people get, rather than giving them a dissertation of economic policy,” he said. Governor’s elections in 2026 give Democrats a chance to test their understanding and messaging on the issue, said Democratic pollster Margie Omero, whose firm has advised Wisconsin’s Democratic Gov. Tony Evers in the past and winning Arizona Senate candidate Ruben Gallego this year. “So there’s an opportunity to really make sure people, who governors have a connection to, are feeling some specificity and clarity with the Democratic economic message,” Omero said. Thomas Beaumont, Maya Sweedler, Parker Kaufmann And Humera Lodhi, The Associated Press