Tag: 3BL

TORONTO, March 27, 2025 /3BL/ – Tata Consultancy Services (TCS) (BSE: 532540, NSE: TCS), a global leader in IT services, consulting, and business solutions, announced that the 2024 TCS Toronto Waterfront Marathon has officially been awarded Evergreen Certification by the Council for Responsible Sport for the second time, reflecting the event’s ongoing commitment to environmental responsibility and its leadership in sustainable race management.

As part of the event’s growing list of environmental initiatives, the 2024 TCS Toronto Waterfront Marathon has achieved zero waste status, with over 90% of event-related waste diverted from landfills. To achieve this goal, race organizers, Canada Running Series, ensured waste reduction and diversion measures were in place through all stages of race planning and implementation, including sending almost 4,000 kg of organic waste to a commercial composting facility to ensure its proper disposal. Additionally, nearly 2,000 kg of discarded clothing was donated to local charities, while 3,769 kg of leftover food was redirected to local food programs to help address local food insecurity. The marathon also transformed 150 kg of heat sheets into a park bench through their partnership with Green Event Ninjas and GreenWell Plastics. The bench will be donated to a local community space for use by the public.

“Canada Running Series is dedicated to putting on premier running events that leave a meaningful impact beyond race day, and our hope is that with this Evergreen Certification, the marathon can set a benchmark for responsible event management while demonstrating that large-scale races can be both high-performance and low impact,” said Charlotte Brookes, Race Director of Canada Running Series. 

Environmentally conscious decisions are carefully considered through all facets of the event, from selecting sustainable venues, such as the Leadership in Energy and Environmental Design (LEED) certified Enercare Centre at Exhibition Place to host the TCS Toronto Waterfront Marathon Expo, down to the implementation of policies banning all single-use plastic water bottles. The event sourced local produce for the 5K race, such as apples from an Ontario-based farm in Newcastle, to provide participants with fresh, locally grown food post-race. A plogging event was also held along the Martin Goodman Trail ahead of the marathon in partnership with Trans Canada Trail, directly combining running with environmental stewardship to create lasting impacts beyond the race itself.

The marathon’s 2024 edition marked the introduction of the Green Bib Program, allowing participants to forgo receiving a race shirt and medal in favor of a donation to sustainability focused charities. In its inaugural year, 6.7% of participants opted in, raising over $20,000 for Trees for Life and Trans Canada Trail through the Green Bib Program, and contributing to the $72,000 raised across all Canada Running Series races in 2024.

“Sustainability has always been a major focus for TCS, and we are proud to work with Canada Running Series to implement innovative solutions to create a greener event,” said Soumen Roy, Executive Director and Country Head, TCS Canada. “When we became the title sponsor of the event, we pledged 32,000 person-hours to set a new standard for environmentally responsible racing. It has been incredible to witness how much the TCS Toronto Waterfront Marathon has been able to accomplish on this front.”

“Sustainability is just one way we aim to show the TCS Toronto Waterfront Marathon’s broader commitment to positive community impact, and we are proud to lead the way in environmental responsibility while also championing inclusivity and engagement in sport,” continued Brookes. “The Women’s Training Program and Women’s Panel continue to promote gender equity in the sport, and our Athletes With Disabilities (AWD) Program works toward accessibility for all. We are dedicated to making a meaningful difference for both runners and the city we call home.”

As the TCS Toronto Waterfront Marathon continues to evolve, it remains dedicated to balancing elite competition with environmental and social responsibility. With the 2024 Evergreen Certification now secured, Canada Running Series looks ahead to further innovations that will enhance sustainability, inclusivity, and community engagement in the years to come. This year’s weekend will take place October 18-19, 2025.

About TCS Toronto Waterfront Marathon

The TCS Toronto Waterfront Marathon is Canada’s premier running event and the grand finale of the Canada Running Series (CRS). It celebrated its 35th edition in 2024. Since 2017, the race has served as the Athletics Canada national marathon championship race and has doubled as the Olympic trials. Using innovation and organization as guiding principles, Canada Running Series stages great experiences for runners of all levels, from Canadian Olympians to recreational and charity participants. With a mission of “building community through the sport of running,” CRS is committed to making sport part of sustainable communities and the city-building process.

To learn more about the TCS Toronto Waterfront Marathon, visit www.torontowaterfrontmarathon.com.

About Tata Consultancy Services

Tata Consultancy Services (TCS) (BSE: 532540, NSE: TCS) is a digital transformation and technology partner of choice for industry-leading organizations worldwide. Since its inception in 1968, TCS has upheld the highest standards of innovation, engineering excellence and customer service.

Rooted in the heritage of the Tata Group, TCS is focused on creating long term value for its clients, its investors, its employees, and the community at large. With a highly skilled workforce of over 607,000 consultants in 55 countries and 180 service delivery centres across the world, the company has been recognized as a top employer in six continents. With the ability to rapidly apply and scale new technologies, the company has built long term partnerships with its clients – helping them emerge as perpetually adaptive enterprises. Many of these relationships have endured into decades and navigated every technology cycle, from mainframes in the 1970s to Artificial Intelligence today.

TCS sponsors 14 of the world’s most prestigious marathons and endurance events, including the TCS New York City Marathon, TCS London Marathon and TCS Sydney Marathon with a focus on promoting health, sustainability, and community empowerment. TCS generated consolidated revenues of US $29 billion in the fiscal year ended March 31, 2024. For more information, visit www.tcs.com

TCS media contacts:

Corporate Communications & India	Email: corporate.communications@tcs.com Email: saxena.kritika@tcs.com| Phone: +91 22 6778 9999 Email: kimberly.solomon@tcs.com | Phone: +91 22 67789098
Canada	Email: tiffany.fisher@tcs.com | Phone: +1 416-999-2140

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Albertsons Companies, in collaboration with Albertsons Companies Foundation, has been named a finalist for the Best Technology for Good Initiative at the 2025 Halo Awards, presented by Engage for Good. This recognition highlights the Foundation’s collaboration on SummerEBT.org, a platform that connects families to new summer grocery benefits, ensuring that no child goes hungry during school breaks.

See original post on LinkedIn and read more about Albertsons Companies and our Recipe for Change on our website.

Las Vegas Sands

As part of Women’s History Month 2025, Sands is showcasing insights from successful women throughout the company. Eileen Madigan joined Sands in 2018 as vice president of global interior design. In 2020, she was promoted to senior vice president and oversees global design vision and aesthetics, as well as the management of all design projects. Sands currently has more than 80 design projects at various stages, ranging from existing property upgrades to new developments.

What early experiences helped you build a successful career?

“I always wanted to be an interior designer – I have always been drawn to anything to do with interiors, furnishing and space planning. I completed my Bachelor of Science in interior design at Drexel University in Philadelphia, and based on my senior-year thesis on restaurant design I knew I only wanted to practice hospitality design. I thought hospitality was a very unique offering, with endless creativity combined with structured project requirements.

“My experience spans from doing the work, managing the work, leading the work and large teams, and pursuing the work to landing accounts such as Ritz Carlton and then becoming an associate. As an associate, I began to understand the business aspect of design; that was invaluable experience. I was in Washington, D.C., and exposed to large hospitality brands and large government projects. I had the opportunity to see all project types and all aspects of projects, and I know that’s what makes my experience unique.

“From there, I decided that I wanted to focus on luxury hospitality. I was fortunate to have support from people around me, who gave me ideas on how to define my brand based on my experience and my reputation. I received an offer from Rosewood Hotels and Resorts, an international luxury brand, and this was my segue into traveling the world. I learned how to do projects internationally – in the Middle East, Europe, Asia, the Caribbean and South America. Being exposed to diverse cultures, technology, the means and methods of the regions, as well as the legal and financial aspects of these projects was invaluable for my career.

“In my career, I have always gone to where opportunity presents itself. Some people would say it’s very ambitious or courageous to pick up and move, but I find it amazing. I’ve lived in Paris, Hong Kong and Toronto – those opportunities brought me many different perspectives.

“In Paris, I worked on one of the last five historical palaces that was commissioned by King Louis XV. I had once-in-a-lifetime experience collaborating with Carl Lagerfeld, the fashion icon, for Chanel and Fendi couture. When I was at Rosewood, the company was bought by New World Development Company, a large Hong Kong conglomerate. I was asked to bridge the gap between Western and Asian culture and experience by determining how the brand could create a fusion of culture for the new brand launch. In Toronto, I was vice president of creative at Four Season Hotels and Resorts and was able to look at the brand holistically and see how design aesthetic came through in the guest experience throughout their collection of hotels, working very closely with their owners and developers.

“From there, I started my own firm, and a well-known designer called me about an opportunity at Sands. At first, I wasn’t sure if I was the right person, because I didn’t have the experience or knowledge about integrated resort development, gaming or arenas. My initial response: ‘I’m not the right person or right fit.’ What I learned was don’t sell yourself short and don’t say you can’t do it because you can always learn. Don’t ever underestimate the value of your past experience, your future growth, and the vision of where you can go and what you can actually accomplish if you set your mind to it.

“My experiences through all of the years of travel, all of the amazing projects and all of the people I have met led me to where I have been in the last seven years. I don’t think I would have been as prepared or successful in this position without all of those experiences.”

What has driven you to remain at Sands?

“I have had incredible support from our chairman and the president and COO through very difficult decision-making and projects, as well as in giving me the resources and freedom to develop the design experience and create the methodology and process.

“It’s also about the people. The DNA of people at Sands is that they work hard and they’re incredibly intelligent and on top of their game. I also think the organization is very collaborative. It’s a big organization, and you could get lost in trying to get your bearings or learning where to go – all of the colleagues want the best for everyone and support each other. This is why Sands is so successful.

“Also, we enjoy what we’re doing. We’re delivering exceptional design and projects that exceed the expectations of the industry. We’re enjoying the amazing journey.”

What are your ideas for empowering women in their careers?

“I think really understanding your strengths and weaknesses and being honest with yourself is key to your personal growth – seeing how you fit into the organization, how you define your value and how you need to build relationships and allies.

“A lot of people, and maybe women more so, keep their heads down and work really hard. I was certainly one of them, and you can continue to get the promotions and recognition. But, if you really want to pivot and make significant strides in your career, you have to continue to keep learning and developing your mindset and skills. What got you here isn’t going to get you there.

“It’s also not just about working hard – you need to be an advocate for yourself and have the courage and confidence to stand up and say I want that next promotion. The more you can justify the contributions you have made for the company or situation, the more you will start to be seen as someone who has leadership and courage. It can be very hard to get your voice heard, but never give up because it will come. You have to consistently demonstrate your value.

“If I could give any insight, it’s that there will always be change in your life and career. You will have to embrace it, open your mind and keep moving forward. You have to be able to be flexible. Learn the business and financial aspect of your department. Understand how to find your place and your value within the organization.

“It’s also important to make a plan for yourself. I took the time in my career to build a plan and encourage everyone who works for me or who I mentor to have the outline of a plan with goals. And if you don’t meet all the goals, it’s okay. But if you don’t have a plan and an idea of your goals, it’s easy to get distracted. You won’t be as passionate or focused, or you’ll work on things that you might think are important at the time, or most of all, you might miss a future opportunity. I can’t encourage having a plan enough. I didn’t realize that until halfway through my career.

“Also, the more you can articulate your value proposition clearly in three sentences and what you want in your future professional goals, people will remember you and encourage other people to contact you for opportunities. Someone once said to me, ‘It’s not about who you know; it’s about who knows you.’ Those words have been a testament to the success of my career and landed me in my current position.

“Finally, always drive for excellence and think big. When you drive for excellence, it puts you above the bar in the competition, and everyone around you will see that you have very high expectations of yourself and what you do. When you think big, you will become BIG. If you think small, you will continue to limit yourself in thinking small. Do not underestimate your future, and embrace change, growth and learning.  Your career has endless opportunities waiting for you!”

This Women’s Month, Bacardi shines a spotlight on Global VP Emma Fox, who, having helped bring a fresh take to the world of Spritz with the ST-GERMAIN Spritz, was recently appointed to also lead Global Marketing for MARTINI, one of the most iconic brands in the world of drinks. 

The growing trend for lighter tasting cocktails, that are lower in alcohol, has helped the rise of the Spritz. In the 2025 Bacardi Cocktail Trends Report, the Spritz was ranked as number three in the list of most popular cocktails with only the Mojito and Margarita more popular. Now, with her new responsibility for helping to drive the growth of MARTINI and the introduction this summer of the brand’s new signature drink, the MARTINI Bianco Spritz, Emma Fox is truly championing the Spritz occasion.

What’s a typical day like for you? 

I love that no day is ever the same. In my new role as Global VP for MARTINI & ST-GERMAIN, one day I can be out talking to our commercial leaders about their plans for the coming year and the next I can be meeting the owners of beautiful bars in cities like Paris, Madrid or London, or speaking to our fabulous MARTINI team in Italy, about the harvesting of our botanical ingredients for our classic MARTINI vermouth. 

When you started in marketing, did you picture yourself here? 

I have enjoyed a varied career in the hospitality industry. It’s always a place I’ve enjoyed, whether I’ve been working behind the bar or in front of it. 

Working for Bacardi, it’s a real privilege to know our drinks are part of special moments in people’s lives, both big and small, and I am in awe of the amazing talent working in bars who create these beautiful experiences for people to enjoy. It really is an art form and it’s personal! 

What is your favorite thing about your job? 

What I love about Bacardi is that as a family-owned company it’s deeply personal, from the relationships you build to the results you deliver. And I love that I get to work with so many different people in many different roles across the Bacardi business and across the world. We treat Bacardi like our own business and each of us can make a real difference.

There is also nothing more exciting than seeing great work go out the door and make a difference to our business. When I’m sitting in a bar and I hear someone order a cocktail made with ST-GERMAIN or MARTINI or friends discover a great drink with MARTINI Non-Alcoholic Vibrante, it genuinely makes my day. 

What is the best advice you’ve ever received? 

I’ve had a lot of good and not so good advice, but these four stand out for me… 

1. You don’t need to dim other people’s light to shine. 

2. We spend a lot of time working together so surround yourself with people you trust and value.

3. The best teams are ones that have a mix of talents, experiences and background. We should not be carbon copies of each other, if we want to understand the world around us.

4. Keep it simple. The best ideas in the world won’t get off the page if no one understands them. 

If you could enjoy a spritz with any historical figure, who would it be and where? 

Since I’m new to the wonderful world of MARTINI I would love to travel back in time to the 1860s and enjoy a spritz or two with the brand’s founders, entrepreneur Alessandro Martini and master herbalist Luigi Rossi, at the home of MARTINI in Pessione, Italy. Imagine the stories! 

What is your proudest career achievement? 

The journey on ST-GERMAIN is something I’m truly proud of. It’s been a transformational time for the brand and for me personally – it’s really helped me define the type of leader I want to be. Looking forwards, it’s the honor of beginning a new era for MARTINI, a true drinks industry icon. Cheers! 
 

– ENDS –

^{Please drink responsibly.}

^{Media contact}

^{Andrew Carney, Corporate Communications Director, Europe, Latin America & the Caribbean
acarney@bacardi.com}

^{About Bacardi Limited 
Bacardi Limited, the world’s largest privately held international spirits company, produces, markets, and distributes spirits and wines. The Bacardi Limited portfolio comprises more than 200 brands and labels, including BACARDÍ® rum, PATRÓN® tequila, GREY GOOSE® vodka, DEWAR’S® Blended Scotch whisky, BOMBAY SAPPHIRE® gin, MARTINI® vermouth and sparkling wines, CAZADORES® 100% blue agave tequila, and other leading and emerging brands including WILLIAM LAWSON’S® Scotch whisky, D’USSÉ® Cognac, ANGEL’S ENVY® American straight whiskey, and ST-GERMAIN® elderflower liqueur. Founded more than 163 years ago in Santiago de Cuba, family-owned Bacardi Limited currently employs more than 8,000, operates production facilities in 11 countries and territories, and sells its brands in more than 160 markets. Bacardi Limited refers to the Bacardi group of companies, including Bacardi International Limited. Visit http://www.bacardilimited.com or follow us on LinkedIn and Instagram.}

^{About MARTINI}

^{One of the most iconic brands in the world, MARTINI® is the leading name in Italian winemaking and a purveyor of the highest quality vermouths and sparkling wines. The award-winning, vibrant and bittersweet taste of the MARTINI range is the result of secret blends of more than 40 botanicals sourced from the finest locations across the globe. First created in 1863 in Turin, Italy, the MARTINI portfolio today includes: MARTINI Bianco, Rosso, Fiero, Rosato & Extra Dry, MARTINI Non-Alcoholic Vibrante & Floreale, MARTINI Asti, Prosecco & Rosé Extra Dry. For more information, please visit www.martini.com.}

^{MARTINI AND THE BALL & BAR LOGO ARE TRADEMARKS.}

^{About ST-GERMAIN elderflower liqueur 
ST-GERMAIN is a French liqueur made using fresh, wild, handpicked elderflower blossoms. ST-GERMAIN brings a dash of inspiration and a touch of something playful and unexpected to your favorite cocktail, be that a Hugo Spritz, Margarita, Elderfashioned, Royale or a creation of your own design. The fresh, wild elderflowers help give ST-GERMAIN its distinctive sweet, bright and light taste that is unforgettable once tasted: indulgent, yet delicate with a sweetness, and hints of honeysuckle and pear. Gently blended in France using the Savoir-Faire of our Master Liqueurist and Master of Botanicals, ST-GERMAIN is acclaimed for its uncanny ability to add a universally delicious twist to any cocktail. ST-GERMAIN has received some of the highest accolades in the spirits industry and has been heralded as one of the most influential cocktail components of the last decade. Please visit: www.stgermainliqueur.com.}

 

^{ST-GERMAIN, ITS TRADE DRESS AND VIE PARISIENNE EN BOUTEILLE ARE TRADEMARKS.}

^{MARTINI and the ST-GERMAIN elderflower liqueur brands are part of the portfolio of Bacardi Limited, headquartered in Hamilton, Bermuda. Bacardi Limited refers to the Bacardi group of companies, including Bacardi International Limited.}

Carrissa Dowdy, Manager, Product Formulation, was invited to speak to the Young Women’s Leadership Academy (YWLA) Girls Excelling in Math and Science (GEMS) group as part of their Women’s Empowerment Series. Local NBC5 news anchor, Deborah Ferguson, champions the program and invited Carrissa to sit down for a candid conversation about being a woman in STEM.

Students were captivated with her inspiring journey, highlighting the challenges she overcame and the perseverance required to thrive in a male-dominated field. The opportunity not only showcased Carrissa’s exceptional career achievements but also showed students the many ways career paths can twist and turn. Her powerful message reinforced the importance of resilience and confidence in pursuing careers in science and leadership.

“It was truly inspiring to meet these bright young women and share my story,” said Carrissa. “Seeing their excitement and determination reminded me of why I am passionate about encouraging the next generation of women in STEM. This is just the beginning for them!”

The event was a resounding success, leaving a lasting impact on the students and reminding us all of the importance of representation, mentorship, and empowerment. Mary Kay remains committed to inspiring the next generation of young women in STEM through mentoring, grants, and providing opportunities to nurture their curiosity.

Originally published on DICK’S Sporting Goods Sideline Report

Hundreds, if not thousands, of marathons are organized across the globe each year, but just seven are designated World Marathon Majors: Berlin, Boston, Chicago, London, New York City, Sydney (added in 2024) and Tokyo. Runners who complete the Original Six Abbott World Marathon Majors (WMM) join an exclusive club and earn the running community’s highly sought-after Six Star Medal. Fewer than 5,400 Americans have earned Six Star Medals. One of them is now DICK’S Sporting Goods Field Marketing Manager Jessica Gillman.

“It’s been a long road,” Gillman said. “It wasn’t always easy, and often wasn’t linear, but I never gave up.”

Gillman was a lifelong athlete but only started running in 2017, a year after having her first son. A day before the Ogden Half Marathon in Utah, Gillman was offered a bib to run. Despite not training, she said sure.

“It was actually miserable,” Gillman admitted. “I just kept thinking ‘Why in the world would anyone do this?’”

After finishing the race though, Gillman started thinking about what the experience would be like if she did take the time to train for a marathon. She signed up for the 2018 New York City Marathon, but once again, didn’t have a great time.

“I trained, but I wouldn’t say I trained well,” Gillman said.

Instead of hanging up her running shoes, Gillman decided to try again. She registered for the 2019 London Marathon and committed to a training regimen, which she said changed everything.

“Ogden and New York were learning curves,” said Gillman. “For London, I trained right and had a blast!”

With a newfound love of marathon running and two Abbott WMM under her belt, Gillman set her sights on earning the Six Star Medal. A few months after London, she ran the Chicago Marathon.

Following a COVID-19 cancellation and second pregnancy, Gillman ran the historic Boston Marathon in 2022 – just seven months after giving birth to her daughter.

“I had to run in 2022, or I would need to requalify,” Gillman said. “So, I put a lot of pressure on myself because no one wants to run Boston poorly.”

Gillman finished the marathon but suffered bursitis in her Achilles tendon. The injury required a treatment of PRP (platelet-rich plasma) injections and forced Gillman to defer the Berlin Marathon while she recovered.

In September 2024, one year after giving birth to her third baby, Gillman ran the Berlin Marathon. Then, it was time for her final WMM: the Tokyo Marathon.

Gillman traveled to Tokyo with her oldest son, now 8 years old, to cheer her on.

“All his life he’s known his mom does races,” said Gillman. “I wanted him to be at the finish line and see me achieve my goal.”

On March 2, 2025 – eight years, three pregnancies, a serious injury and a global pandemic after her journey began – Gillman earned her Six Star Medal by finishing Tokyo in 3:20:23.

“It felt really, really good,” Gillman said. “This goal helped me find balance and a sense of self amidst the chaos of motherhood and working full time.”

While Gillman said her marathon days are over for now, she said there’s always going to be something in her future from a fitness and sport perspective.

“Maybe an IRONMAN,” Gillman laughed. “We’ll see!”

Southern Company

ATLANTA, March 27, 2025 /3BL/ – Southern Company Gas recently announced that Walt Farrell has been named president and chief executive officer of Atlanta Gas Light and Chattanooga Gas, effective March 31. In this role, Farrell will serve on the Southern Company Gas Management Council and oversee all aspects of the company’s southern operations, bringing clean, safe, reliable and affordable natural gas to approximately 1.8 million customers in Georgia and Tennessee.

Farrell currently serves as vice president of economic development for Georgia Power, where he leads a team dedicated to recruiting new businesses and fostering job and investment growth in Georgia. His team is also instrumental in supporting regional economic development initiatives and pioneering economic development innovations. Their focus spans marketing, data analysis, site analysis technologies and engineering. In 2024, under Farrell’s leadership, Georgia Power was named a “Top Utility in Economic Development” by Site Selection magazine for the 26th consecutive year and by Business Facilities magazine for the third consecutive year.

“Walt brings critical experience and proven leadership in economic and workforce development at a crucial time for our companies, as we navigate the essential role of natural gas in serving increased energy demand in Georgia and Tennessee,” said Southern Company Gas Chairman, President and Chief Executive Officer James Y. (Jim) Kerr II. “In his current role and as one Southern Company team, we have worked closely with Walt in serving our customers and communities in Georgia, and we are excited to have him lead Atlanta Gas Light and Chattanooga Gas.”

Farrell’s expertise in business recruitment is well established across Georgia. In his prior role as manager of statewide economic development for Georgia Power, he oversaw business recruitment and attraction efforts to bolster new business growth in the state.

Before joining Georgia Power in 2015, Farrell served as a director of the advanced manufacturing team at the Georgia Department of Economic Development (GDEcD), where he was responsible for recruiting domestic and international companies to Georgia, leading tax incentive negotiations on Georgia’s behalf and directing the Georgia Ready for Accelerated Development Program, the state’s industrial site certification program. Prior to his work with GDEcD, he worked in community and economic development for both Electric Cities of Georgia and MEAG Power.

Active in the communities he serves, Farrell currently sits on the board of directors for the Georgia Lottery Corporation, Georgia 4-H Foundation, CareerRise and the Georgia Chamber of Commerce. He also serves on the board of advisors for GDEcD, is a working partner for the Georgia Allies and a proud member of the Georgia Economic Developers Association.

Farrell is a Georgia Trend magazine “40 Under 40” recipient and a graduate of the Leadership Georgia Class of 2015 and the Young Game Changers Class of 2017.

Farrell holds a Master of Business Administration from Auburn University and a Bachelor of Science in marketing from Clemson University. He and his wife, Emily, reside in Atlanta with their three daughters.

About Southern Company Gas 
Southern Company Gas is a wholly owned subsidiary of Atlanta-based Southern Company (NYSE: SO), America’s premier energy company. Southern Company Gas serves approximately 4.4 million natural gas utility customers through its regulated distribution companies in four states and more than 600,000 retail customers through its companies that market natural gas. Other nonutility businesses include investments in interstate pipelines, asset management for natural gas wholesale customers, and ownership and operation of natural gas storage facilities. For more information, visit southerncompanygas.com.

About Atlanta Gas Light

Atlanta Gas Light is one of four natural gas distribution companies of Southern Company Gas, a wholly owned subsidiary of Southern Company (NYSE: SO). Atlanta Gas Light provides natural gas delivery service to approximately 1.7 million customers in Georgia. In operation since 1856, the company is one of the oldest corporations in the state. For more information, visit www.atlantagaslight.com.

About Chattanooga Gas

Chattanooga Gas is one of four natural gas distribution companies of Southern Company Gas, a wholly owned subsidiary of Southern Company (NYSE: SO). Chattanooga Gas provides retail natural gas sales and transportation services to approximately 71,000 customers in Hamilton and Bradley counties in southeast Tennessee. The Chattanooga Gas service area includes the communities of Chattanooga, Cleveland, Red Bank, East Ridge, Lookout Mountain and Signal Mountain. For more information, visit chattanoogagas.com.

SOURCE Southern Company Gas

For further information: Holly Lovett, 404-275-9321, hcrawfor@southernco.com

As governments across the Asia-Pacific (APAC) region continue to strengthen their regulatory frameworks, 2025 is shaping up to be a year of significant changes in environmental protection, workplace safety, and energy policy. These updates reflect a growing global emphasis on sustainability, safety, and compliance with international standards. From stricter controls on hazardous chemicals to comprehensive energy transition policies and workplace safety reforms, businesses operating in APAC must stay ahead of evolving regulations to remain compliant and competitive.

This article highlights some of the most impactful regulatory changes set to take effect in 2025 from Associate ESC, including Singapore’s new restrictions on persistent chemicals, Vietnam’s transformative Electricity Law, and broader workplace safety reforms. Additionally, we provide a brief overview of key 2024 environmental, health, and safety (EHS) regulatory updates across ASEAN nations.

Singapore’s Regulatory Changes on Persistent Chemicals

In a significant move to enhance environmental protection and public health, Singapore has introduced new regulations targeting persistent chemicals. The Environmental Protection and Management Act 1999 (Amendment of Second Schedule) Order 2025 and the Environmental Protection and Management (Hazardous Substances) (Amendment) Regulations 2025, announced in January 2025, mark a crucial step in the country’s commitment to international environmental standards.

Set to take effect on August 1, 2025, these regulations focus on two chemical groups:

• Long-chain perfluorocarboxylic acids (LC-PFCAs) (C9-C21 chain lengths), their salts, and related compounds.
• Medium-chain chlorinated paraffins (MCCPs) (C14-C17 chain lengths).

These substances, classified as Persistent Organic Pollutants (POPs) under the Stockholm Convention, pose significant environmental and health risks. Companies in chemical manufacturing, consumer goods production, and waste management must adapt to stricter licensing, reformulation requirements, and enhanced waste disposal protocols. The National Environment Agency (NEA) will implement rigorous control measures, requiring Hazardous Substances Permits (HS Permits) and improved safety management systems. Businesses will need to ensure compliance through proper storage conditions, emergency response plans, and employee training.

Vietnam’s Electricity Law and Renewable Energy Expansion

Vietnam’s new Electricity Law, taking effect on February 1, 2025, replaces a decades-old framework and aims to facilitate the country’s transition towards renewable energy. With a goal of generating over 60% of electricity from solar and wind by 2050, the new law aligns with Vietnam’s decarbonization and energy security strategies.

Key regulatory updates include:

• Simplified approval processes for urgent energy projects.
• Incentives for small hydropower and offshore wind initiatives.
• Special mechanisms for Direct Power Purchase Agreements.
• Establishment of renewable energy industrial centers.

The legislation introduces a multi-component electricity pricing mechanism, eliminating cross-subsidies and implementing market-based tariffs. Offshore wind projects will benefit from sea area levy exemptions during construction and 50% reductions for 12 years post-operation. However, with over 60 provisions still requiring additional guidance, forthcoming decrees and ministerial decisions will further refine the regulatory framework.

Singapore’s Workplace Safety Reforms for Machinery and Combustible Dust

Starting January 1, 2025, Singapore will implement stricter workplace safety regulations targeting machinery hazards and combustible dust risks. These changes stem from an increased focus on accident prevention following a fatal explosion in Tuas in 2021 and rising workplace injuries linked to machinery incidents.

Key regulatory updates include:

• Expansion of high-risk machinery regulations to cover sheet benders, rollers, lathes, milling machines, and industrial food processing equipment.
• New obligations for manufacturers, suppliers, installers, and modifiers to ensure machinery safety from design to daily use.
• Mandatory labeling of combustible dust in bulk packaging (e.g., flour, starch over 25kg) and enhanced reporting requirements for organizations handling hazardous dust materials.

Companies must review risk management strategies, train employees, and enhance documentation to meet compliance requirements by 2025. These measures reflect Singapore’s ongoing efforts to create safer work environments through stronger regulatory oversight.

2024 EHS Regulatory Updates Across ASEAN

Across the APAC region, governments have introduced key regulatory changes in environmental protection, workplace safety, and energy efficiency:

• Indonesia implemented Strategic Environmental Assessment (SEA) procedures, revised hazardous substance regulations, and new energy efficiency mandates.
• Thailand enacted a Climate Change Act, introducing carbon taxes, an emissions trading system, and a national greenhouse gas database.
• Malaysia introduced amendments to its Occupational Safety and Health Act (OSHA) and launched the Energy Efficiency and Conservation Act 2024 (EECA).
• Vietnam strengthened hazardous chemical safety regulations, with new requirements for storage, leak detection, and protective equipment.
• Philippines reinforced energy efficiency enforcement through DOE Circular No. DC2024-05-0011, enhancing compliance for designated establishments.

Staying Ahead in a Changing Regulatory Landscape

As APAC nations tighten regulations on environmental protection, workplace safety, and sustainability, businesses must proactively adapt to evolving compliance requirements. These regulatory changes highlight a global shift towards stricter controls on chemicals, safer workplace environments, and cleaner energy transitions. Companies that stay ahead of these developments will be better positioned for regulatory compliance and long-term sustainability in the region.

Check out more on how our local Associates around the globe can help your company with understanding these local regulatory requirements and keep up to date on emerging trends and changes.

Disclaimer: The information presented in this article is for informational purposes only and should not be construed as legal advice.

Inogen Alliance is a global network made up of over 70 of independent local businesses and over 6,000 consultants around the world who can help make your project a success. Our Associates collaborate closely to serve multinational corporations, government agencies, and nonprofit organizations, and we share knowledge and industry experience to provide the highest quality service to our clients. If you want to learn more about how you can work with Inogen Alliance, you can explore our Associates or Contact Us. Watch for more News & Blog updates, listen to our podcast and follow us on LinkedIn.

Originally published on GoDaddy Resource Library

By Fara Howard, Chief Marketing Officer at GoDaddy

Throughout my time at GoDaddy, I’ve had the privilege of meeting many extraordinary women entrepreneurs. I’ve heard stories of hardship and triumph alike, all of which I’m proud to celebrate during this Women’s History Month. And with GoDaddy data showing that over half of microbusiness are now women-owned, there’s a whole lot to celebrate.

One such story belongs to Ryn Scull, the Austin-based home baker behind Scull House Sweets. I recently had the chance to meet Ryn, and it was clear that her journey is about so much more than baked goods. It’s about leaning into the unknown, trusting her instincts and turning a passion into something truly meaningful.

When Ryn first set out to make the perfect chocolate chip cookie back in 2016, she never imagined it would lead to a full-fledged business. But, like many small business owners, Ryn’s entrepreneurial journey began with a simple yet powerful question: Why not?

Ryn launched Scull House Sweets as a side hustle during the COVID-19 pandemic alongside her full-time job as a hospice social worker. Baking in the comfort of her own kitchen gave Ryn a calming reprieve from the emotional demands of her full-time job—a personal outlet that she soon realized she could share with others. With no formal baking training, she relied on creativity and a desire to share joy and comfort in the form of scrumptious sweet treats.

Ryn quickly recognized the importance of an online presence in building credibility and reaching new customers, so she created a website with GoDaddy and launched an Instagram account. Little by little, she grew a loyal customer base and a vibrant community of fellow creators.

To this day, Ryn’s approach to business mirrors her approach to baking—trust the process. From crafting a new recipe to designing her website, Ryn experiments her way through the challenges and rewards of entrepreneurship. She’s ready to further refine her website and ordering process, and she’s excited to expand her business into the wedding cake industry.

Ryn’s advice to aspiring entrepreneurs this Women’s History Month and beyond? “Do it scared.” I loved hearing that, and it echoes what we hear from many entrepreneurs. Confidence wanes and every experience is a new learning—but, like Ryan said, you have to take the leap. Success often comes from trial and error, and each challenge becomes a stepping stone to a more resilient business. Scull House Sweets is a testament to that.

As we celebrate Women’s History Month, it’s important to recognize the courage, creativity and persistence of women like Ryn. Her story shows the power of embracing the unfamiliar and saying “yes” to new opportunities. Even if you “do it scared,” you might just end up with the perfect chocolate chip cookie and a thriving side hustle!

When evaluating a business acquisition, the environmental, health, and safety (EHS) risks associated with the deal can often be underestimated. A well-structured EHS due diligence process helps identify and manage these risks, ensuring informed decision-making and long-term business stability. 

Why EHS Risk Identification Matters  

EHS risks can impact everything from regulatory compliance to financial liabilities and corporate reputation. These risks may arise from: 

• Subsurface contamination (e.g., groundwater pollution, underground storage tanks) 
• Infrastructure hazards (e.g., asbestos, lead-based paint, PFAS-containing fire suppression systems) 
• Operational compliance risks (e.g., air and water discharge permitting and compliance issues, worker safety deficiencies) 
• Business-related liabilities (e.g., legacy pollution, unaccounted legal obligations, ESG concerns) 

Failing to identify these risks early can result in unexpected financial burdens, operational disruptions, and legal consequences post-acquisition. 

Common Pitfalls in EHS Risk Identification  

Many organizations rely on standardized Phase I Environmental Site Assessments (ESAs) and basic compliance reviews, assuming these will uncover all potential risks. However, EHS risks are often more complex. Some common oversights include: 

• Assuming regulatory compliance equals no risk – A facility may have no current violations but could still pose imminent future risks due to concerns such as high risk infrastructure failure events, pending changes in regulations, or required process changes. 
• Underestimating the significance of legacy contamination (both known and unknown) – Previously owned sites or former industrial processes can lead to future claims and remediation obligations. 
• Neglecting workforce health and safety – many diligence scopes go far too light on health and safety: employee exposure risks, inadequate PPE policies, or gaps in safety culture can lead to costly workplace injuries or penalties. 
• Overlooking ESG and sustainability risks – Investors and regulators are placing increasing importance on sustainability compliance (e.g., EU decarbonization plans) and ESG (Environmental, Social, and Governance) factors, which can affect a company’s valuation and compliance burden. 

How to Effectively Identify EHS Risks  

A thorough risk identification process requires a multi-faceted approach. Key steps include: 

1. Review historical site usage – Look beyond current operations to identify past activities that may have left behind contamination. 
2. Conduct facility and operational assessments – Ensure compliance with air, water, and hazardous waste regulations while evaluating safety practices. 
3. Analyze business risk factors – Consider potential liabilities associated with former properties, indemnifications, and pending legal issues. 
4. Evaluate workforce safety programs – Assess the effectiveness of employee training, safety culture, and compliance with OSHA/EHS regulations. 
5. Understand Corporate Culture and Management Systems – Assess the EHS&S priorities, management systems, and degree of competence throughout the EHS management teams. 
6. Incorporate ESG risk screening – Understand sustainability commitments, carbon footprint concerns, and reputational risks related to environmental performance. 
7. Incorporating a deal-specific investment thesis – understanding the feasibility of a client’s plans post-acquisition is absolutely critical to understand how changes in operations or makeup of the portfolio will affect future compliance requirements. 

Managing Identified Risks: From Discovery to Decision-Making  

Once risks have been identified, the next challenge is determining their materiality and developing a management plan. This involves: 

• Prioritizing risks based on severity and likelihood – Not all risks are deal-breakers, but those with high regulatory, financial, or operational impact require immediate attention. 
• Assessing cost implications – Quantify potential expenses for corrective actions, compliance costs, and insurance coverage considerations. 
• Exploring risk mitigation strategies – Options may include contractual protections (e.g., indemnifications, escrow agreements), operational adjustments, or long-term remediation planning. 
• Aligning risk tolerance with business strategy – Buyers must weigh identified risks against the overall investment thesis, considering whether mitigation is feasible within their financial model. 

The Bottom Line: Turning EHS Risks into Strategic Advantages  

EHS due diligence should not be seen as a box-checking exercise but rather as a proactive risk management strategy that enhances deal confidence and long-term value creation. Organizations that integrate robust risk identification and management into their M&A strategy can avoid costly surprises, improve regulatory compliance, and strengthen their ESG positioning. 

By understanding and addressing EHS risks upfront, businesses can make smarter, safer investment decisions that stand the test of time. 

Questions? We’re here to help! Connect with our team of due diligence experts today.

Want to Learn More About Designing an EHS due Diligence Program?

EHS&S and ESG risks can encompass a broad set of topics and concerns. Too often we see clients default to some standard due diligence tools in the industry that only provide a small piece of the picture, not taking the time to consider potential pitfalls that they simply may be unaware of. An experienced advisor can raise some important considerations that may not be on a client’s radar screen. Designing an approach to advise a client on what they need to know for a potential acquisition takes into account many variables and can be different for every deal. This guide details our process for designing an EHS due diligence program including:

• Deal and Framework Variables
• Four Areas of Focus
• Risk Identification
• Risk Management

Download Now