What changed in this filing

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Item 1. Business

2025-08-19 compared with 2024-08-08 · 138 added, 192 removed, 603 unchanged (35% of the section changed)

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Edge View owns five (5) acres zoned medium density residential (MDR) with 12 lots

already platted, six (6) acres zoned high-density residential (HDR) that can be platted in various configurations to meet current

housing needs, and twelve (12) acres zoned in Lemhi County as Agriculture that is available for further annexation into the City of Salmon

for development, as well as a common area for landowners to view wildlife, provide access to the Salmon River and fishing in a two (2)

Management has invested years working to develop a new and exciting housing development in Salmon, Idaho and plans

to enter into a joint venture agreement with a developer for this planned concept development.

already platted, six (6) acres zoned high-density residential (HDR) that can be platted in various configurations to meet current housing

needs, and twelve (12) acres zoned in Lemhi County as Agriculture that is available for further annexation into the City of Salmon for

development, as well as a common area for landowners to view wildlife, provide access to the Salmon River and fishing in a two (2) acre

Management has invested years working to develop a new and exciting housing development in Salmon, Idaho and plans to enter into

a joint venture agreement with a developer for this planned concept development.

Our Corporate History and Structure

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to individuals and companies that have federal and state tax liabilities by assisting clients to settle outstanding tax debts.

We also previously owned all of the equity interests

of We Three, LLC, d/b/a Affordable Housing Initiative, or AHI, an affordable home acquirer located in Maryville, Tennessee.

31, 2022, we entered into a buyback agreement to sell AHI back to the original owners in exchange for the return of 175,045 shares of

series F preferred stock by the original owners and our issuance of 67,500 shares of series B preferred stock to the original owners.

Our Business Strategy

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Utilizing our management teams and principals’

expansive network of relationships, we believe there are a substantial number of small to mid-sized healthcare companies, second stage

startups – emerging businesses with a strong organic growth plan that is materially cash generative and income producing real estate

holdings that we can seek to acquire that can potentially generate attractive returns for our stockholders.

We further believe the economic

and market dislocation resulting from the COVID-19 pandemic enhanced our opportunity to obtain potentially profitable businesses, which

are facing lingering working capital challenges post pandemic, but have rebounded and returned to or near previous levels of profitability.

In this environment, we believe the expertise and relationships of our management team represent a compelling value proposition for potential

business targets looking for additional working capital infusion, a pathway to exit some equity, and leadership to assist them to grow

expansive network of relationships, we believe there to be a significant opportunity for organic growth and expanded utilization of our

current locations and an opportunity to open additional locations within new markets.

Additionally, we believe there are a substantial

number of small to mid-sized healthcare companies, second stage startups – emerging businesses with a strong organic growth plan

that is materially cash generative and income producing real estate holdings that we may seek to acquire that can potentially generate

attractive returns for our stockholders.

We further believe the economic and market dislocation resulting from the COVID-19 pandemic enhanced

our opportunity to obtain potentially profitable businesses, which are facing lingering working capital challenges post pandemic, but

have rebounded and returned to or near previous levels of profitability.

In this environment, we believe the expertise and relationships

of our management team represent a compelling value proposition for potential business targets looking for additional working capital

infusion, a pathway to exit some equity, and leadership to assist them to grow and expand.

Our Acquisition Process

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We anticipate structuring our acquisitions in

such a way so that the post-business combination subsidiary company will own or acquire 100% of the equity interests or assets of the

target business or businesses.

We may, however, structure future acquisitions such that the post-business combination company owns or

acquires less than 100% of such interests or assets of the target business in order to meet certain objectives of the target management

team or stockholders or for other reasons, but we will only complete such acquisition if the post-business subsidiary company owns or

acquires 50% or more of the outstanding voting securities of the target or otherwise acquires a controlling interest in the target sufficient

for it not to be required to register as an investment company under the Investment Company Act of 1940, as amended, or the Investment

such a way so that the post-business combination subsidiary company will directly or indirectly own, acquire, or control 100% of the equity

interests or assets of the target business or businesses.

We may, however, structure future acquisitions such that the post-business combination

company owns or acquires less than 100% of such interests or assets of the target business in order to meet certain objectives of the

target management team or stockholders or for legal or other reasons, but we will only complete such acquisition if the post-business

subsidiary company owns or acquires 49% or more of the outstanding voting securities of the target or otherwise acquires a controlling

interest in the target sufficient for it not to be required to register as an investment company under the Investment Company Act of 1940,

as amended, or the Investment Company Act.

If our board of directors is not able to independently

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We have not selected any specific business combination

target for our next acquisition, and we have not entered into any letters of intent, nor has anyone on our behalf, initiated any substantive

acquisition discussions, directly or indirectly, with any specific business combination target.

target for our next acquisition, and we have not entered into any binding letters of intent.

To the extent we effect any future acquisition

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our acquisition strategy exposes us to substantial risk;

· we may experience difficulty as we evaluate, acquire and integrate businesses that we may acquire, which

could result in drains on our resources, including the attention of our management, and disruptions of our on-going business;

we may experience difficulty as we evaluate, acquire and integrate businesses that we may acquire, which could result in drains on our resources, including the attention of our management, and disruptions of our on-going business;

we may not be able to effectively integrate the businesses that we acquire;

· we face competition for businesses that fit our acquisition strategy and, therefore, we may have to acquire

targets at sub-optimal prices or, alternatively, forego certain acquisition opportunities;

· we may not be able to successfully fund acquisitions due to the unavailability of debt or equity financing

on acceptable terms, which could impede the implementation of our acquisition strategy;

· we may change our management and acquisition strategies without the consent of our stockholders, which

may result in a determination by us to pursue riskier business activities.

we face competition for businesses that fit our acquisition strategy and, therefore, we may have to acquire targets at sub-optimal prices or, alternatively, forego certain acquisition opportunities;

we may not be able to successfully fund acquisitions due to the unavailability of debt or equity financing on acceptable terms, which could impede the implementation of our acquisition strategy;

we may change our management and acquisition strategies without the consent of our stockholders, which may result in a determination by us to pursue riskier business activities.

In identifying, evaluating, and selecting potential

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Management Operating and Investing Experience .

Our directors and executive officers have significant executive, investment

and operational experience in the management and growing of small and middle market companies.

We believe that this breadth of experience

provides us with a competitive advantage in evaluating businesses and acquisition opportunities.

Our directors and executive officers have significant executive, investment and operational experience in managing and growing small and middle market companies.

We believe that this breadth of experience provides us with a competitive advantage in evaluating businesses and acquisition opportunities.

Extensive Network of Small to Middle Market Companies .

As a result of their experience with acquisitions and in providing

services to small to middle market companies around the United States, our management team members have developed a broad array of contacts

at private and closely held companies.

We believe that these contacts will be important in generating potential acquisition opportunities

As a result of their experience with acquisitions and in providing services to small to middle market companies around the United States, our management team members have developed a broad array of contacts at private and closely held companies.

We believe that these contacts will be important in generating potential acquisition opportunities for us.

Public Company Benefits .

We believe our structure will make us an attractive business transaction partner to prospective

acquisition targets.

As an existing public company, we will be able to raise capital to deploy to our acquired businesses for their business

Additionally, we will be able to offer to the employees of our subsidiaries equity in our company as an additional means of

creating management incentives that are better aligned with stockholder’s interests.

We believe our structure will make us an attractive business transaction partner to prospective acquisition targets.

As an existing public company, we will be able to raise capital to deploy to our acquired businesses for their business operations.

Additionally, we will be able to offer to the employees of our subsidiaries equity in our company as an additional means of creating management incentives that are better aligned with stockholder’s interests.

Maintaining of day-to-day control of operations .

As part of our acquisition criteria for a target company, we search

for companies with what we believe are strong management teams, which allows us to have the management team maintain control of the day-to-day

operations of the companies.

We believe this model is attractive to target companies with management desiring to obtain the benefits of

being a public company while maintaining control over the operations of their company.

As part of our acquisition criteria for a target company, we search for companies with what we believe are strong management teams, which allows us to have the management team maintain control of the day-to-day operations of the companies.

We believe this model is attractive to target companies with management desiring to obtain the benefits of being a public company while maintaining control over the operations of their company.

Intellectual Property

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holding company.

As of December 31, 2023, our company had three

full-time employees (excluding our operating subsidiaries described below).

None of our employees are represented by labor unions, and

we believe that we have an excellent relationship with our employees.

As of December 31, 2024, our company had seventeen

employees, of which fifteen of these employees were full time (including our operating subsidiaries described below).

None of our employees

are represented by labor unions, and we believe that we have an excellent relationship with our employees.

We do not expect that our holding company will

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Our service model is designed to promote referral

relationships, facilitate patient access, and coordinate administration among our company, as a medical provider, personal injury

attorneys, and chiropractors.

This “referral relationship” approach to case management results in increased revenue as attorneys

consider the value of our patient management process when brokering settlements.

As EMC and early stage continued care providers, we believe

that we have superior access to patient information to determine the validity of each case and manage cases appropriately.

relationships, facilitate patient access, and coordinate administration among our company, as a medical provider, personal injury attorneys,

and chiropractors.

This “referral relationship” approach to case management results in increased revenue as attorneys consider

the value of our patient management process when brokering settlements.

As EMC and early stage continued care providers, we believe that

we have superior access to patient information to determine the validity of each case and manage cases appropriately.

Revenue is primarily provided by bodily injury

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Healthcare Facilities

We currently operate ten facilities, most of which

were opened in the last twenty-four months.

As of December 31, 2023, management estimates that the ten facilities are operating at 35%

We believe that the most important factors relating to the overall utilization of a facility include adequate working capital,

the quality and market position of the facility and the number, quality and specialties of physicians providing patient care within the

Other factors that affect utilization include general and local economic conditions, market penetration, the degree of outpatient

use, the availability of reimbursement programs such as Medicare and Medicaid, and demographic changes such as the growth in local populations.

The main office for our healthcare business is

located at 1903 S 25 th Street, Suite 103, Fort Pierce, FL 34947.

We currently operate twelve facilities, most of which were

opened in the last thirty-six months.

As of December 31, 2024, management estimates that the twelve facilities are operating at 35% capacity.

We believe that the most important factors relating to the overall utilization of a facility include adequate working capital, the quality

and market position of the facility and the number, quality and specialties of physicians providing patient care within the facility.

Other factors that affect utilization include general and local economic conditions, market penetration, the degree of outpatient use,

the availability of reimbursement programs such as Medicare and Medicaid, and demographic changes such as the growth in local populations.

Utilization across the industry is also being affected by improvements in clinical practice, medical technology and pharmacology.

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As of December 31, 2024, we provide services to

approximately 150-180 patients per month at ten facilities.

Patients are primarily referred through a growing network of personal injury

attorneys, insurance carriers, physical therapy providers, and chiropractic care providers.

approximately 250 - 325 patients per month on average at twelve facilities.

Patients are primarily referred through a growing network

of personal injury attorneys, insurance carriers, physical therapy providers, and chiropractic care providers.

The health care industry is highly competitive.

In recent years, competition among healthcare providers for patients, such as our company, has intensified in the United States

due to, among other things, regulatory and technological changes, increasing use of managed care payment systems, cost containment pressures

and a shift toward outpatient treatment.

In all of the geographical areas in which we operate, there are other facilities that provide

services comparable to those offered by our facilities.

In recent years, competition among healthcare providers for patients, such as our company, has intensified in the United States due to,

among other things, regulatory and technological changes, increasing use of managed care payment systems, cost containment pressures and

a shift toward outpatient treatment.

In all of the geographical areas in which we operate, there are other facilities that provide services

comparable to those offered by our facilities.

In addition, some of our competitors include hospitals that are owned by tax-supported

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The increase in outpatient treatment and diagnostic facilities,

outpatient surgical centers and freestanding ambulatory surgical also increases competition for us.

outpatient surgical centers and freestanding ambulatory surgical centers also increases competition for us.

The number and quality of the physicians on a

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Although most of our revenue is provided by bodily

injury policies, general liability policies, and personal injury protection policies, our ability to negotiate favorable service contracts

with purchasers of group health care services also affects our competitive position and significantly affects the revenues and operating

results of our facilities.

Managed care plans attempt to direct and control the use of services and to demand that we accept lower rates

In addition, employers and traditional health insurers are increasingly interested in containing costs through negotiations

with facilities for managed care programs and discounts from established charges.

In return, facilities secure commitments for a larger

number of potential patients.

Generally, facilities compete for service contracts with group health care service purchasers on the basis

of price, market reputation, geographic location, quality and range of services, quality of the medical staff and convenience.

The importance

of obtaining contracts with managed care organizations varies from market to market depending on the market strength of such organizations.

injury insurance policies, general liability policies, and personal injury protection policies, our ability to negotiate favorable service

contracts with purchasers of group health care services also affects our competitive position and significantly affects the revenues and

operating results of our facilities.

Managed care plans attempt to direct and control the use of services and to demand that we accept

lower rates of payment.

In addition, employers and traditional health insurers are increasingly interested in containing costs through

negotiations with facilities for managed care programs and discounts from established charges.

In return, facilities secure commitments

for a larger number of potential patients.

Generally, facilities compete for service contracts with group health care service purchasers

on the basis of price, market reputation, geographic location, quality and range of services, quality of the medical staff and convenience.

The importance of obtaining contracts with managed care organizations varies from market to market depending on the market strength of

such organizations.

A key element of our growth strategy is expansion

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including the following:

array of services focusing on plaintiff related care .

We provide a full range

of diagnostic and surgical services for injuries and disorders of the skeletal system and

associated bones, joints, tendons, muscles, ligaments, and nerves with a focus on plaintiff

related care.

From sports injuries, to sprains, strains, and fractures, orthopedic and pain

procedure services include hip and knee replacement, shoulder reconstruction, fracture care

and hand surgery, as well as spinal surgery.

Our service model is designed to promote referral

relationships, facilitate patient access, and coordinate administration among our company,

as a medical provider, personal injury attorneys, and chiropractors.

As a result, our

revenue is primarily provided by bodily injury policies, general liability policies, and

personal injury protection policies, which partially insulates our business from the declining

reimbursement programs paid from or correlated to Medicare/ Medicaid and traditional health

insurance companies.

Broad array of services focusing on plaintiff related care .

We provide a full range of diagnostic and surgical services for injuries and disorders of the skeletal system and associated bones, joints, tendons, muscles, ligaments, and nerves with a focus on plaintiff related care.

From sports injuries, to sprains, strains, and fractures, orthopedic and pain procedure services include hip and knee replacement, shoulder reconstruction, fracture care and hand surgery, as well as spinal surgery.

Our service model is designed to promote referral relationships, facilitate patient access, and coordinate administration among our company, as a medical provider, personal injury attorneys, and chiropractors.

As a result, our revenue is primarily provided by bodily injury insurance policies, general liability policies, and personal injury protection policies, which partially insulates our business from the declining reimbursement programs paid from or correlated to Medicare/ Medicaid and traditional health insurance companies.

Opportunities for accelerated growth .

We have a track record of delivering strong growth

through a combination of organic growth, new contract additions and selective acquisitions.

Organic growth has historically been supported

by consistent underlying market volume trends, stable pricing and a diversified payor mix.

We believe that our networks of high-quality

providers position us to take advantage of these trends.

We have successfully executed on new contract growth by providing a set of differentiated

services and delivering integrated, efficient, high-quality care, which has helped us expand our relationships with our existing customers

and compete effectively in the bidding process for new contracts.

Additionally, we believe we will have opportunities to expand our services

through acquisitions, as discussed in more detail below.

We have a track record of delivering strong growth through a combination of organic growth, new contract additions and selective acquisitions.

Organic growth has historically been supported by consistent underlying market volume trends, stable pricing and a diversified payor mix.

We believe that our networks of high-quality providers position us to take advantage of these trends.

We have successfully executed on new contract growth by providing a set of differentiated services and delivering integrated, efficient, high-quality care, which has helped us expand our relationships with our existing customers and compete effectively in the bidding process for new contracts.

Additionally, we believe we will have opportunities to expand our services through acquisitions, as discussed in more detail below.

Focus on clinical excellence .

We are focused on achieving the best clinical outcomes

for our patients through the application of rigorous recruiting and credentialing standards, the promotion of a physician-led leadership

culture and the monitoring of our clinical quality measures.

Through extensive clinical and leadership development programs, we train

our healthcare professionals to continually enhance their skills and deliver innovative and patient-focused experiences and outcomes.

We provide internally developed continuing medical education accredited courses to our healthcare professionals, including instructor-led

and on-line education sessions.

We have developed and implemented quality measurement systems that track multiple key indicators, which

assist our professionals in systematically monitoring, examining and analyzing outcomes and processes.

These quality measurement systems

are supplemented by our active peer review infrastructure designed to ensure the development and implementation of actionable items that

will improve patient outcomes.

Our ability to deliver high levels of customer service and patient care is a direct result of this focus,

which helps us to differentiate our services, and to attract and retain providers.

We are focused on achieving the best clinical outcomes for our patients through the application of rigorous recruiting and credentialing standards, the promotion of a physician-led leadership culture and the monitoring of our clinical quality measures.

Through extensive clinical and leadership development programs, we train our healthcare professionals to continually enhance their skills and deliver innovative and patient-focused experiences and outcomes.

We provide internally developed continuing medical education accredited courses to our healthcare professionals, including instructor-led and on-line education sessions.

We have developed and implemented quality measurement systems that track multiple key indicators, which assist our professionals in systematically monitoring, examining and analyzing outcomes and processes.

These quality measurement systems are supplemented by our active peer review infrastructure designed to ensure the development and implementation of actionable items that will improve patient outcomes.

Our ability to deliver high levels of customer service and patient care is a direct result of this focus, which helps us to differentiate our services, and to attract and retain providers.

Ability to attract and retain high-quality providers .

Through our processes, we are

able to identify and target high-quality providers to match the needs of our customers.

We believe that our operating infrastructure enables

us to provide attractive opportunities for our providers to enhance their skills through extensive clinical and leadership development

We believe that our differentiated recruiting, training and development programs strengthen our customer and provider relationships,

enhance our contract and clinician retention rates and allow us to efficiently recruit providers to support our new contract pipeline.

Through our processes, we are able to identify and target high-quality providers to match the needs of our customers.

We believe that our operating infrastructure enables us to provide attractive opportunities for our providers to enhance their skills through extensive clinical and leadership development programs.

We believe that our differentiated recruiting, training and development programs strengthen our customer and provider relationships, enhance our contract and clinician retention rates and allow us to efficiently recruit providers to support our new contract pipeline.

Growth Strategies

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Capitalize on organic growth opportunities .

As noted above, management estimates that

our ten facilities are operating at 35% capacity as of December 31, 2023.

Accordingly, we believe that we have an opportunity for organic

growth at our existing facilities.

We also believe our physician-led, patient-focused culture and approach to clinical solutions will

allow us to continue to successfully recruit and retain clinical professionals.

As noted above, management estimates that our twelve facilities are operating at 35% capacity as of December 31, 2024.

Accordingly, we believe that we have an opportunity for organic growth at our existing facilities.

We also believe our physician-led, patient-focused culture and approach to clinical solutions will allow us to continue to successfully recruit and retain clinical professionals.

Supplement organic growth with strategic acquisitions .

The market in which we compete

is highly fragmented, presenting significant opportunities for additional acquisitions.

We will continue to follow a disciplined strategy

in exploring future acquisitions by analyzing the strategic rationale, financial impact and organic growth profile of each potential opportunity.

Our current focus for future acquisitions is MRI imaging, followed by medical billing and outpatient surgery centers.

We have been in

discussions with several privately owned MRI facilities.

Key targets are strategically located

within our market territory.

We believe that the addition of these profitable businesses would be immediately enhanced by significant

additional new business that we would direct to them.

The market in which we compete is highly fragmented, presenting significant opportunities for additional acquisitions.

We will continue to follow a disciplined strategy in exploring future acquisitions by analyzing the strategic rationale, financial impact and organic growth profile of each potential opportunity.

Our current focus for future acquisitions is outpatient Orthopedic Surgery Centers and related Clinics.

We have been in discussions with several privately owned Surgery Centers and Clinics.

Key targets are strategically located within eighteen states that we have identified to have a combination of favorable dynamics.

Enhance operational efficiencies and productivity .

We believe there are significant

opportunities to continue to build upon our success in improving our productivity and profitability.

We continue to focus on initiatives

to improve productivity, including more efficient scheduling, continued use of mid-level providers, enhancing our leadership training

programs, improving and realigning compensation programs.

We believe that our processes related to managed care contracting, billing,

coding, collection and compliance have driven a strong track record of efficient revenue cycle management.

We have made significant investments

in infrastructure, including management information systems that we believe will continue to enable us to improve clinical results and

key client metrics while reducing the cost of providing patient care.

We have dedicated teams with business and clinical expertise that

are responsible for implementing best practices.

Furthermore, we will continue to utilize risk mitigation programs for loss prevention

and early intervention.

We believe that our significant investments in scalable technology systems will facilitate additional cost reductions

and efficiencies.

We believe there are significant opportunities to continue to build upon our success in improving our productivity and profitability.

We continue to focus on initiatives to improve productivity, including more efficient scheduling, continued use of mid-level providers, enhancing our leadership training programs, improving and realigning compensation programs.

We believe that our processes related to managed care contracting, billing, coding, collection and compliance have driven a strong track record of efficient revenue cycle management.

We have made significant investments in infrastructure, including management information systems that we believe will continue to enable us to improve clinical results and key client metrics while reducing the cost of providing patient care.

We have dedicated teams with business and clinical expertise that are responsible for implementing best practices.

Furthermore, we will continue to utilize risk mitigation programs for loss prevention and early intervention.

We believe that our significant investments in scalable technology systems will facilitate additional cost reductions and efficiencies.

Intellectual Property

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Employees and Medical Staff

As of December 31, 2023, we had 10 employees.

Our facilities are staffed by licensed physicians who have been admitted to the medical staff of individual facilities.

the medical staff of our facilities also serve on the medical staffs of facilities not owned by us and may terminate their affiliation

with our facilities at any time.

Each of our facilities is managed on a day-to-day basis by a managing director.

In addition, a Board

of Governors, including members of the facility’s medical staff, governs the medical, professional and ethical practices at each

As of December 31, 2024, Nova had 13

Our facilities are staffed by licensed physicians who have been admitted to the medical staff of individual

Members of the medical staff of our facilities also serve on the medical staffs of facilities not owned by us and

may terminate their affiliation with our facilities at any time.

Each of our facilities is managed on a day-to-day basis by a

managing director.

In addition, a Board of Governors, including members of the facility’s medical staff, governs the medical,

professional and ethical practices at each facility.

We believe that our relations with our employees are satisfactory.

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subjected to significant fines or penalties and/or required to repay amounts received from the government for previously billed patient

Although we believe our policies, procedures and practices comply with governmental regulations, no assurance can be given that

Although we believe our policies, procedures and practices comply with government regulations, no assurance can be given that

we will not be subjected to additional governmental inquiries or actions, or that we would not be faced with sanctions, fines or penalties

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by state licensing agencies to review standards of medical care, equipment and cleanliness.

Our facilities s must also comply with the

conditions of participation and licensing requirements of federal, state and local health agencies, as well as the requirements of municipal

building codes, health codes and local fire departments.

Various other licenses and permits are also required in order to dispense narcotics,

operate pharmacies, handle radioactive materials and operate certain equipment.

Our facilities must also comply with the conditions

of participation and licensing requirements of federal, state and local health agencies, as well as the requirements of municipal building

codes, health codes and local fire departments.

Various other licenses and permits are also required in order to dispense narcotics, operate

pharmacies, handle radioactive materials and operate certain equipment.

All of our eligible hospitals have been accredited

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expansion, modernization or initiation of major new services.

Failure to obtain necessary state approval can result in our inability

to complete an acquisition, expansion or replacement, the imposition of civil or, in some cases, criminal sanctions, the inability to

receive Medicare or Medicaid reimbursement or the revocation of a facility’s license, which could harm our business.

significant CON reforms have been proposed in a number of states that would increase the capital spending thresholds and provide exemptions

of various services from review requirements.

In the past, we have not experienced any material adverse effects from those requirements,

but we cannot predict the impact of these changes upon our operations.

Failure to obtain necessary state approval can result in our inability to

complete an acquisition, expansion or replacement, the imposition of civil or, in some cases, criminal sanctions, the inability to receive

Medicare or Medicaid reimbursement or the revocation of a facility’s license, which could harm our business.

In addition, significant

CON reforms have been proposed in a number of states that would increase the capital spending thresholds and provide exemptions of various

services from review requirements.

In the past, we have not experienced any material adverse effects from those requirements, but we cannot

predict the impact of these changes upon our operations.

Conversion Legislation :

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Although we believe our policies, procedures and practices

comply with governmental regulations, no assurance can be given that we will not be subjected to inquiries or actions, or that we will

not be faced with sanctions, fines or penalties in connection with the investigations.

comply with government regulations, no assurance can be given that we will not be subjected to inquiries or actions, or that we will not

be faced with sanctions, fines or penalties in connection with the investigations.

Even if we were to ultimately prevail, the government’s

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Compared sentence by sentence after normalising whitespace, quotation marks, case and digits, so re-formatting and restated figures do not read as changed language. Wording changes appear as one removal and one addition. The current filing and the prior one are authoritative.

What changed 10-K/A

Item 1. Business