Tag: 3BL

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

• Next-generation flexible pipes to offer 30-year service life in high CO2 environment

HOUSTON and LONDON, March 27, 2025 /3BL/ – Baker Hughes, an energy technology company, announced a joint technology development program with Petrobras to provide a definitive solution for stress corrosion cracking due to CO₂ (SCC-CO2) in flexible pipe systems.

The pre-commercial agreement encompasses development and testing, as well as a purchase option of the resulting next-generation flexible pipes, which will have an extended service life of 30 years in high-CO₂ environments. The collaborative effort between Baker Hughes and Petrobras will be primarily executed at Baker Hughes’ Rio de Janeiro Energy Technology Innovation Center and nearby flexible pipe systems manufacturing plant.

“Baker Hughes has led the way in addressing SCC-CO2, and we will bring that expertise and experience to bear in developing the definitive solution to this critical industry challenge,” said Amerino Gatti, executive vice president, Oilfield Services & Equipment at Baker Hughes. “By deploying flexible pipe systems that last for decades, Petrobras can more efficiently unlock the vital natural resources that power the region, while also safely returning CO₂ deep underground.”

SCC-CO2 was identified in 2016 and can affect flexible pipes in pre-salt fields, which have high concentrations of naturally occurring CO₂. If water penetrates a pipe’s annulus area, the resulting corrosion to steel reinforcement layers can weaken structural integrity and reduce the system’s lifespan. This issue is particularly acute in Brazil’s pre-salt fields, where Petrobras is reinjecting CO₂ from their production operations into wells to reduce flaring and enhance oil recovery. Petrobras has committed to limiting atmospheric emissions, and carbon capture, utilization and storage (CCUS) is an important tool for achieving this goal.

Until now, operators in high-CO₂ environments have relied on solutions that mitigate the impact of SCC-CO2 while limiting the service life of risers and flowlines. Baker Hughes flexible pipe systems and advanced monitoring technologies have proven effective at minimizing this impact, and the company is a major supplier of flexible pipe systems to Petrobras.

Baker Hughes has been deeply involved in the development of Brazil’s offshore oil and gas fields for decades, and its localization strategy contributes to the nation’s economy while strengthening its energy supply chain.

About Baker Hughes 
Baker Hughes (NASDAQ: BKR) is an energy technology company that provides solutions to energy and industrial customers worldwide. Built on a century of experience and conducting business in over 120 countries, our innovative technologies and services are taking energy forward – making it safer, cleaner and more efficient for people and the planet. Visit us at bakerhughes.com.

For more information, please contact:

Media Relations 
Brian Reynolds 
+1 346-315-6663 
brian.reynolds@bakerhughes.com

Furthering his education was always a priority for Binder Wash Water Operator, Joel Wood, at CertainTeed Insulation in Chowchilla, California. The support and financial assistance he received to finish his degree helped Joel maximize his potential!

Saint-Gobain is an industry leader with thousands of talented team members who are dedicated to one unified purpose: Making the World a Better Home. With more than 160 manufacturing facilities throughout the United States and Canada, there are so many robust and fulfilling career opportunities available. You’ll have the opportunity to work with colleagues from a wide range of businesses, cultures, and experiences.

About Success in the Making

Anyone can be a manufacturer! Whether you are just starting out or transitioning your career path, the manufacturing industry presents opportunities for success. Saint-Gobain North America’s Success in the Making series features the stories of team members who built their careers in manufacturing and thrived!

Watch the full Success in the Making series on YouTube.

About Saint-Gobain

Worldwide leader in light and sustainable construction, Saint-Gobain designs, manufactures and distributes materials and services for the construction and industrial markets. Its integrated solutions for the renovation of public and private buildings, light construction and the decarbonization of construction and industry are developed through a continuous innovation process and provide sustainability and performance. The Group, celebrating its 360th anniversary in 2025, remains more committed than ever to its purpose “MAKING THE WORLD A BETTER HOME”.

€46.6 billion in sales in 2024 
More than 161,000 employees, locations in 80 countries 
Committed to achieving net zero carbon emissions by 2050 

We’re proud to expand our partnership with Students 2 Science to provide over 450,000 New Jersey students with hands-on experiences and career guidance to shape their futures in STEM. 

Students 2 Science is on a mission to level the education gap by bringing high-quality STEM education to students in need. As part of our longstanding relationship, our PSEG Foundation has awarded them with a $250,000 grant to support an expansion of their STEM programs Improving Student and Aptitude for Careers in STEM (ISAAC) and the Career Advancement Program. 

This expansion will allow Students 2 Science to run 300 elementary school sessions, 300 middle and high school ISAAC days and a summer program for students in grades 3-12. 

Visit http://spr.ly/60410nc6F to learn more.

View original content here.

Originally published on Principal.com

Modernizing technology is all about reimagining how we enable business processes and how we improve customers’ experiences.

That’s Beth’s job. But she adds an element: Modernizing the way we work at Principal® and the makeup of our team—supporting a more gender-inclusive workforce in a traditionally male-dominated field.

See what she has to say about her role and experiences as a woman in tech.

How did you get into IT at Principal, and what’s your role today? 

I was moving to Des Moines, Iowa, and was eager to work at a large company like Principal; I knew the brand. I originally started in project management.

I wanted to get more aligned with my technical background, so I moved into technology leadership—first in the department I was in, then in sales compensation, then in our actuarial modernization program. The latter broadened into a larger role leading finance modernization.

Today, I lead the engineering teams that support our retirement transformation initiatives.

I’ve moved around a ton but have always enjoyed being a part of our tech community.

What excites you about the work? 

I really enjoy modernization and transformation—the projects that look at how our people, process, and technology need to adapt to what our customers are expecting from us.

Principal has been in business for 145 years and is becoming more digital; it’s fraught with challenges but also really rewarding to bring changes to life.

What’s been your experience with work-life balance?

I’m mom to two middle-schoolers. It takes some work to find the right balance. But Principal does a really nice job of providing an environment where you can be there for your children and still bring your best to work every day. I couldn’t be successful in either thing—parenting or work—without the flexibility we have.

How have you felt supported as a woman in tech at Principal? 

Principal is the first place I observed a woman in the chief information officer role. Having a woman to look up to at that level of leadership was unique—relative to other places I’d worked—and shaped my career aspirations.

Of course, our current senior leadership team has many strong women. I think it continues to set us apart.

And how have you helped support others? 

I try to double down: We’ve got great women in leadership. What can we do to keep supporting that trend?

I’m happy to invest my time and do everything I can to coach someone with potential to be everything they can be and not doubt themselves.

Principal® is an Affirmative Action and Equal Opportunity Employer and an E-Verify participant. All qualified applicants will receive consideration for employment without regard to age, race, color, religion or religious creed, sex, gender, gender identity, gender expression, pregnancy, national origin, ancestry, citizenship status, mental or physical disability, medical condition, genetic information or characteristics, sexual orientation, marital status, domestic partner status, military status, protected veteran status, or any other characteristic protected by law. We also prohibit harassment on these bases.

Know your rights: Workplace discrimination is illegal (dol.gov)

If at any stage of the employment application process you need a reasonable accommodation due to a disability, contact Human Resources at MyHR@principal.com or 1-866-524-6947. Read our employment policies for more information.

Recruitment fraud is a scheme that offers fictitious job opportunities to people. This type of fraud is normally done through online services such as bogus websites, social media, or through unsolicited emails/SMS texts claiming to be from Principal or Principal employees. Only applicants who have filled out an official application on our career site (careers.principal.com) will be considered for employment opportunities. Principal will never ask for money during any stage of the employment application process. If you receive a communication (e.g., LinkedIn message, Facebook Messenger, SMS text, personal email, etc.) asking for money or personal financial information, don’t engage or respond. Please contact our Human Resources team at MyHR@principal.com or 1-866-524-6947, and your local law enforcement. For more information, review our recruitment fraud information.

You can find our U.S. workforce privacy notice here.

Insurance products and plan administrative services provided through Principal Life Insurance Company®, a member of the Principal Financial Group®, Des Moines, IA 50392.

4065790-122024

Mastercard Center for Inclusive Growth 

Get first access! On Thursday, April 24, 2025, we start sharing content from our annual Global Inclusive Growth Summit.

This annual event, hosted by the Mastercard Center for Inclusive Growth, will explore how we can build strong growth and economic opportunity for all.

This year, we’ll explore the transformative potential of technology, including AI, how to build jobs and productivity, the potential of small business to support communities in the U.S. and around the world, how to build financial health for people and create resilience for people and businesses from the threats they face, and how business can support the type of growth we need.

Public- and private-sector leaders will come together to engage in thought‑provoking conversations and insightful debates — showcasing how innovative and creative leadership is shaping a better future. We are pleased to announce an extraordinary lineup of speakers at this year’s event, including Michael Miebach, Jon Huntsman, Mike Froman, Ade Adepitan, Andréa Vieira, Dr. Andy Kuper, Monica Brand Engel, Henry Timms, Rich Lesser, Shamina Singh, Colin Mahony and Michelle Meyer, with more names to be announced in coming days.

Through partnership and collective action, the 2025 Global Inclusive Growth Summit looks to push today’s disruptive forces toward a positive future. How can we advance economic prosperity for all while protecting nature and our planet?

Sign up below to gain unlimited on‑demand content to a bold and diverse group of private‑, public‑ and social‑sector leaders.

Gain access to unlimited on-demand content — sign up now

Originally published by Mastercard Center for Inclusive Growth

Follow the Mastercard Center for Inclusive Growth’s journey to advance equitable and sustainable economic growth and financial inclusion around the world by following us on LinkedIn and Instagram.

Client background

The not-for-profit organization is a $2.5 billion public-sector contractor delivering research and development services across federal, state and local governments. It supports a range of U.S. agencies, including those in defense, homeland security, cybersecurity, aviation and healthcare.

The business challenge

As part of the initial development contract, Baker Tilly built a custom application used by more than 10,000 employees to streamline the end-to-end procurement process for the client. The solution, hosted in AWS GovCloud, provided a single portal for managing vendors, creating and approving procurement requests and handling invoicing. Additionally, the system was integrated with other tools and systems to provide greater transparency across processes and enhance communication among users. Following the build, the client required ongoing support for both the cloud infrastructure and the application itself to ensure long-term success and operational efficiency.

Strategy and solution

Baker Tilly’s managed services team provided a comprehensive suite of services to operationally support the client’s application, cloud infrastructure and end-users. The implementation had a significant impact on the client’s business performance and satisfaction:

• Achieved 99.9% system uptime: Ensured high reliability and availability
• Quick incident response: Improved efficiency and minimized disruptions
• Enhanced security posture: Proactively remediated vulnerabilities
• Improved service delivery: Conducted rigorous testing before bug fixes, updates and releases
• Streamlined service level management: Shifted focus from people to processes, boosting operational efficiency
• Increased client satisfaction: Provided access to skilled engineers and robust support processes

These outcomes were achieved through Baker Tilly’s support of cloud infrastructure, hosting, application management and end-user services, all backed by defined service level agreements and regular performance reviews. The managed services team also provided direct help desk support to end-users, ensuring smooth daily operations.

Connect with a Baker Tilly specialist to learn more