Month: March 2026

PORTLAND, Maine, March 20, 2026 /3BL/ – Sappi North America has received the Climate Performance Award from ClimateWork Maine, recognizing the company’s leadership in reducing carbon emissions across its operations and supply chain. ClimateWork Maine presented the award at its fourth annual summit on March 19 in Portland.

The Climate Performance Award honors a Maine business that does not sell climate products or services but makes measurable progress reducing carbon emissions through climate-friendly actions in its operations or supply chain.

ClimateWork Maine cited Sappi’s Somerset Mill in Skowhegan and Westbrook Mill in Westbrook. Together, the two operations employ about 900 people and play an important role in Maine’s forest products economy. Sappi also operates a Technology Center for research and development in Westbrook.

“Sappi’s Maine operations show how established industries can take meaningful steps to reduce emissions while supporting jobs and local communities,” said Jeff Marks, Executive Director of ClimateWork Maine. “The company’s commitment to renewable energy and responsible forestry demonstrates how companies can reduce their environmental impact while continuing to grow.”

Seventy-eight percent of Sappi’s energy comes from renewable sources. Somerset Mill generates much of that energy on-site using biomass from papermaking byproducts such as bark and wood chips. Sappi also holds an approved Science Based Targets initiative (SBTi) goal of reducing its carbon emissions 41% by 2030, a commitment that closely mirrors Maine’s own targets of reducing greenhouse gas emissions 45% by 2030 and achieving carbon neutrality by 2045.

“Sappi North America’s approach demonstrates that industrial innovation and environmental stewardship can go hand in hand,” said Bakul Wadgaonkar, Sustainability Director, Sappi North America. “By leveraging renewable materials and continuously improving our processes, we are helping advance Maine’s climate objectives while supporting local communities and the forest-based economy.”

Somerset Mill holds triple certification from the Forest Stewardship Council, Sustainable Forestry Initiative, and Programme for the Endorsement of Forest Certification. Sappi recently completed a

$500 million modernization of the Somerset Mill, reinforcing its long-term commitment to manufacturing and sustainability in Maine.

About ClimateWork Maine

ClimateWork Maine (CWM) is a support network for businesses that are taking action on climate change, to meet its challenges and to seize the opportunities it presents to build a more sustainable economy for the future. CWM provides services, information, and networking to promote Maine companies with products, services, or projects related to climate solutions, and to assist companies that want to do more. Our overall objective is to strengthen the image or brand of Maine as a place to bring and build businesses focused on climate impacts with a network of businesses who share similar ideas and a workforce prepared to support the industry.

About Sappi North America, Inc.

Headquartered in Boston, Massachusetts, Sappi North America, Inc., is a leader in converting wood fiber into superior products that are used worldwide. Sappi NA has a corporate office in Portland, Maine and mills in Skowhegan and Westbrook, Maine, Cloquet, Minnesota, and Matane, Quebec, along with a dedicated Technology Center and Sheeting Facility. Sappi NA employs approximately 2,100 people in the United States and Canada.

Sappi NA uses a renewable, recyclable natural source – woodfiber – to create packaging, specialty papers, graphic papers, and pulp that make everyday products more sustainable. Sappi supports sustainable forestry and sustainable manufacturing to mitigate climate change, protect biodiversity and improve soil and water quality.

Sappi North America is a subsidiary of Sappi Limited (JSE), a global company headquartered in Johannesburg, South Africa, with more than 12,000 employees and manufacturing operations on three continents in seven countries and customers in over 150 countries. To learn more,

visit www.sappi.com

###

Contacts

Contact: April Jones
Corporate Communications Manager, Sappi North America
april.jones@sappi.com
617.398.0691

Contact: Hannah Lilly
Client Manager, Broadreach Public Relations
hannahl@broadreachpr.com
207.228.3869

PORTLAND, Maine, March 20, 2026 /3BL/ – Sappi North America has received the Climate Performance Award from ClimateWork Maine, recognizing the company’s leadership in reducing carbon emissions across its operations and supply chain. ClimateWork Maine presented the award at its fourth annual summit on March 19 in Portland.

The Climate Performance Award honors a Maine business that does not sell climate products or services but makes measurable progress reducing carbon emissions through climate-friendly actions in its operations or supply chain.

ClimateWork Maine cited Sappi’s Somerset Mill in Skowhegan and Westbrook Mill in Westbrook. Together, the two operations employ about 900 people and play an important role in Maine’s forest products economy. Sappi also operates a Technology Center for research and development in Westbrook.

“Sappi’s Maine operations show how established industries can take meaningful steps to reduce emissions while supporting jobs and local communities,” said Jeff Marks, Executive Director of ClimateWork Maine. “The company’s commitment to renewable energy and responsible forestry demonstrates how companies can reduce their environmental impact while continuing to grow.”

Seventy-eight percent of Sappi’s energy comes from renewable sources. Somerset Mill generates much of that energy on-site using biomass from papermaking byproducts such as bark and wood chips. Sappi also holds an approved Science Based Targets initiative (SBTi) goal of reducing its carbon emissions 41% by 2030, a commitment that closely mirrors Maine’s own targets of reducing greenhouse gas emissions 45% by 2030 and achieving carbon neutrality by 2045.

“Sappi North America’s approach demonstrates that industrial innovation and environmental stewardship can go hand in hand,” said Bakul Wadgaonkar, Sustainability Director, Sappi North America. “By leveraging renewable materials and continuously improving our processes, we are helping advance Maine’s climate objectives while supporting local communities and the forest-based economy.”

Somerset Mill holds triple certification from the Forest Stewardship Council, Sustainable Forestry Initiative, and Programme for the Endorsement of Forest Certification. Sappi recently completed a

$500 million modernization of the Somerset Mill, reinforcing its long-term commitment to manufacturing and sustainability in Maine.

About ClimateWork Maine

ClimateWork Maine (CWM) is a support network for businesses that are taking action on climate change, to meet its challenges and to seize the opportunities it presents to build a more sustainable economy for the future. CWM provides services, information, and networking to promote Maine companies with products, services, or projects related to climate solutions, and to assist companies that want to do more. Our overall objective is to strengthen the image or brand of Maine as a place to bring and build businesses focused on climate impacts with a network of businesses who share similar ideas and a workforce prepared to support the industry.

About Sappi North America, Inc.

Headquartered in Boston, Massachusetts, Sappi North America, Inc., is a leader in converting wood fiber into superior products that are used worldwide. Sappi NA has a corporate office in Portland, Maine and mills in Skowhegan and Westbrook, Maine, Cloquet, Minnesota, and Matane, Quebec, along with a dedicated Technology Center and Sheeting Facility. Sappi NA employs approximately 2,100 people in the United States and Canada.

Sappi NA uses a renewable, recyclable natural source – woodfiber – to create packaging, specialty papers, graphic papers, and pulp that make everyday products more sustainable. Sappi supports sustainable forestry and sustainable manufacturing to mitigate climate change, protect biodiversity and improve soil and water quality.

Sappi North America is a subsidiary of Sappi Limited (JSE), a global company headquartered in Johannesburg, South Africa, with more than 12,000 employees and manufacturing operations on three continents in seven countries and customers in over 150 countries. To learn more,

visit www.sappi.com

###

Contacts

Contact: April Jones
Corporate Communications Manager, Sappi North America
april.jones@sappi.com
617.398.0691

Contact: Hannah Lilly
Client Manager, Broadreach Public Relations
hannahl@broadreachpr.com
207.228.3869

FedEx has deepened its long-standing support for Historically Black Colleges and Universities (HBCUs) with a four-year, $500,000 commitment to the business schools of Tennessee State University, Jackson State University, Mississippi Valley State University, and LeMoyne‑Owen College.

This strategic investment marks a significant step in the company’s more than 20‑year legacy of advancing opportunities for HBCU students, reaffirming the company’s belief that these historic institutions are essential engines of talent, innovation, and community empowerment.

The collaboration with FedEx is designed to meet the unique needs and strategic priorities of each HBCU partner and will enhance student success, empower faculty, and modernize business education through innovation‑focused initiatives. The overarching program goals aim to:

• Increase Access & Support: Award scholarships and expand mentorship participation
• Accelerate Career Outcomes: Improve internship, co‑op, and full‑time job placements
• Strengthen Talent Pipelines: Grow enrollment in targeted academic programs that align with industry and future workforce needs.
• Fuel Faculty Growth: Build faculty expertise in emerging business disciplines and support research that delivers innovative solutions to real-world challenges

The investment from FedEx is more than a financial contribution; it serves as a catalyst for progress, a pathway to opportunity, and a powerful affirmation of the role HBCUs play in shaping economic futures.  This commitment ensures that talented students—regardless of background—have access to the tools and experiences needed to compete in the global marketplace.

Click here to learn about FedEx Cares, our global community engagement program.

FedEx has deepened its long-standing support for Historically Black Colleges and Universities (HBCUs) with a four-year, $500,000 commitment to the business schools of Tennessee State University, Jackson State University, Mississippi Valley State University, and LeMoyne‑Owen College.

This strategic investment marks a significant step in the company’s more than 20‑year legacy of advancing opportunities for HBCU students, reaffirming the company’s belief that these historic institutions are essential engines of talent, innovation, and community empowerment.

The collaboration with FedEx is designed to meet the unique needs and strategic priorities of each HBCU partner and will enhance student success, empower faculty, and modernize business education through innovation‑focused initiatives. The overarching program goals aim to:

• Increase Access & Support: Award scholarships and expand mentorship participation
• Accelerate Career Outcomes: Improve internship, co‑op, and full‑time job placements
• Strengthen Talent Pipelines: Grow enrollment in targeted academic programs that align with industry and future workforce needs.
• Fuel Faculty Growth: Build faculty expertise in emerging business disciplines and support research that delivers innovative solutions to real-world challenges

The investment from FedEx is more than a financial contribution; it serves as a catalyst for progress, a pathway to opportunity, and a powerful affirmation of the role HBCUs play in shaping economic futures.  This commitment ensures that talented students—regardless of background—have access to the tools and experiences needed to compete in the global marketplace.

Click here to learn about FedEx Cares, our global community engagement program.

State and local governments have different needs than private companies when implementing enterprise resource planning (ERP) systems. They work with tighter budgets, face more regulatory oversight, deal with aging workforces and operate under constant public scrutiny. ERP implementation success needs a real understanding of government accounting, treasury management and how public finance departments actually work.  At Baker Tilly, we bring this unique combination: depth of expertise in government accounting, coupled with deep Oracle Cloud know-how. From our experiences with state and local clients, we have consolidated the following insights to inform prospective organizations as they embark on their Oracle Cloud ERP journey.   

How local government organizations are different

Government does not pursue profit. They manage risk, meet compliance and respond to constant pressures from nature to politics. Technology decisions in this sector are often reactive rather than strategic. A failed audit, key staff departures, an inability to close the books – any of these factors can trigger urgent modernization efforts with compressed timelines and inadequate planning.

Government technology projects also involve competing stakeholder interests. Elected officials focus on public perception. Finance directors prioritize audit compliance. Information technology (IT) departments care about stability and security. On top of that, the public visibility of major technology investments slows down decisions.

Achieving buy-in: Three critical stakeholder to address

1. Treasury management: Treasury management is where government ERP implementations most often fail. The complexity of fund accounting, cash pooling, investment tracking and bank reconciliations creates significant configuration challenges. Common failures include late or failed bank reconciliations, fund balance calculation errors, investment tracking deficiencies and intergovernmental transactions that process incorrectly. Therefore, treasury management requires dedicated focus during requirements gathering, configuration and testing, with subject matter experts actively involved throughout.
2. Controller’s office and front-line users: When IT departments drive implementations without meaningful finance department input, systems get configured in ways that do not reflect how work actually gets done. The consequences of these decisions surface after go-live, when they are far more expensive to fix. Finance staff face pressures that make engagement difficult:they cannot pause operations to meet statutory deadlines, they have limited time for training and they can often view system changes as threats to their roles and established routines. Successful implementations bring finance leadership into project governance from the start, ensuring decisions reflect operational realities.
3. Project management: Generic project management experience is insufficient in this sector. Effective project managers in this space must simultaneously understand ERP systems, governmental accounting, as well as the pressures influencing decisions within the organization. Key areas of government accounting knowledge include fund accounting structures, intergovernmental revenue recognition, modified accrual accounting and the reporting requirements of annual financial reports and single audits.

The priorities of government finance departments

1. Daily operations: Finance staff want to complete their work reliably and on time. Transformation is successful when it addresses workload and stress reduction, not just capability expansion.
2. Audit compliance: Audit findings carry serious consequences in government, like media coverage, potential impacts on credit ratings and legislative scrutiny. Any system that jeopardizes audit readiness escalates immediately to the executive level.
3. Annual financial reporting: Governments typically have six months from fiscal year-end to close books, compile financial statements and notes, complete an external audit and submit their Annual Comprehensive Financial Report (ACFR). Complexity far exceeds commercial reporting requirements and failure to meet deadlines carries bond rating and reputational consequences.
4. Grant compliance: Federal grant funds come with strict reporting requirements and recapture risk. Proper reporting, project-based accounting and single audit compliance capabilities are essential, not optional.
5. Budgeting and forecasting: Executives and legislative leadership need dynamic planning tools to account for the rigor and complexity of state and local planning and budgeting cycles. Many organizations currently manage this through spreadsheets or external consultants.

Common post go-live challenges

It’s worth noting that the most persistent post-implementation problems have little to do with the software itself. They stem from how the project was structured, managed and executed.

1. Change adoption: Employees who have performed the same function for a long tenure need to understand how new systems make their work easier, not just different. Effective change management treats adoption as a core project workstream, not an afterthought.
2. Data quality and conversion: Poor data conversion is a damaging post-implementation issue. Financial data errors prevent organizations from key tasks, such as managing treasury, completing annual reports, tracking grants and maintaining budgets. These errors can ultimately snowball and disable finance operations.
3. Skills and training: Key resources often lack the technical sophistication that is common in large commercial organizations. Role-specific, hands-on training that is reflective of real job tasks and supported by clear process documentation (and often accompanied by sustained post-go-live assistance) outperforms standard training approaches.

Oracle Cloud capabilities that address government needs

1. EPM Narrative Reporting: Oracle enterprise performance management (EPM) can automate ACFR production, replacing the time-intensive process of assembling reports from spreadsheets and disparate systems. Organizations can generate financial statements, note disclosures and supplementary information directly from the platform.
2. Grant management and project accounting: Oracle Cloud supports project-based cost accounting, effort reporting for personnel on multiple funding sources, indirect cost allocation and federal reporting formats. These capabilities convert grant administration from a manual, high-risk process into an automated workflow with built-in compliance controls.
3. Risk management and internal control: Oracle’s Fusion Data Intelligence (FDI) and enterprise risk management tools provide automated segregation of duties monitoring, continuous control testing, fraud detection and audit trail documentation.

How we can help

Baker Tilly is a premier Oracle PartnerNetwork Member, with global capabilities across Oracle’s Cloud platforms, including Analytics, EPM, ERP, HCM and SCM. We help public sector entities achieve their digital transformation initiatives with a unique approach: Government Accounting united with Oracle Cloud, to create a tailored team based on client challenges, skills and capabilities.

Learn what a successful Oracle Cloud ERP implementation looks like for government agencies by connecting with a Baker Tilly specialist. 

State and local governments have different needs than private companies when implementing enterprise resource planning (ERP) systems. They work with tighter budgets, face more regulatory oversight, deal with aging workforces and operate under constant public scrutiny. ERP implementation success needs a real understanding of government accounting, treasury management and how public finance departments actually work.  At Baker Tilly, we bring this unique combination: depth of expertise in government accounting, coupled with deep Oracle Cloud know-how. From our experiences with state and local clients, we have consolidated the following insights to inform prospective organizations as they embark on their Oracle Cloud ERP journey.   

How local government organizations are different

Government does not pursue profit. They manage risk, meet compliance and respond to constant pressures from nature to politics. Technology decisions in this sector are often reactive rather than strategic. A failed audit, key staff departures, an inability to close the books – any of these factors can trigger urgent modernization efforts with compressed timelines and inadequate planning.

Government technology projects also involve competing stakeholder interests. Elected officials focus on public perception. Finance directors prioritize audit compliance. Information technology (IT) departments care about stability and security. On top of that, the public visibility of major technology investments slows down decisions.

Achieving buy-in: Three critical stakeholder to address

1. Treasury management: Treasury management is where government ERP implementations most often fail. The complexity of fund accounting, cash pooling, investment tracking and bank reconciliations creates significant configuration challenges. Common failures include late or failed bank reconciliations, fund balance calculation errors, investment tracking deficiencies and intergovernmental transactions that process incorrectly. Therefore, treasury management requires dedicated focus during requirements gathering, configuration and testing, with subject matter experts actively involved throughout.
2. Controller’s office and front-line users: When IT departments drive implementations without meaningful finance department input, systems get configured in ways that do not reflect how work actually gets done. The consequences of these decisions surface after go-live, when they are far more expensive to fix. Finance staff face pressures that make engagement difficult:they cannot pause operations to meet statutory deadlines, they have limited time for training and they can often view system changes as threats to their roles and established routines. Successful implementations bring finance leadership into project governance from the start, ensuring decisions reflect operational realities.
3. Project management: Generic project management experience is insufficient in this sector. Effective project managers in this space must simultaneously understand ERP systems, governmental accounting, as well as the pressures influencing decisions within the organization. Key areas of government accounting knowledge include fund accounting structures, intergovernmental revenue recognition, modified accrual accounting and the reporting requirements of annual financial reports and single audits.

The priorities of government finance departments

1. Daily operations: Finance staff want to complete their work reliably and on time. Transformation is successful when it addresses workload and stress reduction, not just capability expansion.
2. Audit compliance: Audit findings carry serious consequences in government, like media coverage, potential impacts on credit ratings and legislative scrutiny. Any system that jeopardizes audit readiness escalates immediately to the executive level.
3. Annual financial reporting: Governments typically have six months from fiscal year-end to close books, compile financial statements and notes, complete an external audit and submit their Annual Comprehensive Financial Report (ACFR). Complexity far exceeds commercial reporting requirements and failure to meet deadlines carries bond rating and reputational consequences.
4. Grant compliance: Federal grant funds come with strict reporting requirements and recapture risk. Proper reporting, project-based accounting and single audit compliance capabilities are essential, not optional.
5. Budgeting and forecasting: Executives and legislative leadership need dynamic planning tools to account for the rigor and complexity of state and local planning and budgeting cycles. Many organizations currently manage this through spreadsheets or external consultants.

Common post go-live challenges

It’s worth noting that the most persistent post-implementation problems have little to do with the software itself. They stem from how the project was structured, managed and executed.

1. Change adoption: Employees who have performed the same function for a long tenure need to understand how new systems make their work easier, not just different. Effective change management treats adoption as a core project workstream, not an afterthought.
2. Data quality and conversion: Poor data conversion is a damaging post-implementation issue. Financial data errors prevent organizations from key tasks, such as managing treasury, completing annual reports, tracking grants and maintaining budgets. These errors can ultimately snowball and disable finance operations.
3. Skills and training: Key resources often lack the technical sophistication that is common in large commercial organizations. Role-specific, hands-on training that is reflective of real job tasks and supported by clear process documentation (and often accompanied by sustained post-go-live assistance) outperforms standard training approaches.

Oracle Cloud capabilities that address government needs

1. EPM Narrative Reporting: Oracle enterprise performance management (EPM) can automate ACFR production, replacing the time-intensive process of assembling reports from spreadsheets and disparate systems. Organizations can generate financial statements, note disclosures and supplementary information directly from the platform.
2. Grant management and project accounting: Oracle Cloud supports project-based cost accounting, effort reporting for personnel on multiple funding sources, indirect cost allocation and federal reporting formats. These capabilities convert grant administration from a manual, high-risk process into an automated workflow with built-in compliance controls.
3. Risk management and internal control: Oracle’s Fusion Data Intelligence (FDI) and enterprise risk management tools provide automated segregation of duties monitoring, continuous control testing, fraud detection and audit trail documentation.

How we can help

Baker Tilly is a premier Oracle PartnerNetwork Member, with global capabilities across Oracle’s Cloud platforms, including Analytics, EPM, ERP, HCM and SCM. We help public sector entities achieve their digital transformation initiatives with a unique approach: Government Accounting united with Oracle Cloud, to create a tailored team based on client challenges, skills and capabilities.

Learn what a successful Oracle Cloud ERP implementation looks like for government agencies by connecting with a Baker Tilly specialist.