Tag: 3BL

CARROLLTON, Ga., February 26, 2025 /3BL/ – The Science Based Targets initiative (SBTi) has validated that the science-based greenhouse gas emissions reduction targets submitted by Southwire, North America’s leading wire and cable company, conform with the SBTi Criteria and Recommendations.

SBTi is a corporate climate action organization that enables companies and financial institutions worldwide to play their part in combating the climate crisis. The latest climate science from the Intergovernmental Panel on Climate Change (IPCC) shows that it is still possible to limit global temperature rise to 1.5°C, but we are dangerously close to that threshold.

“As the effects of climate change become increasingly clear, taking action to help limit global temperature rise is imperative,” said Burt Fealing, Southwire’s EVP General Counsel and Chief Sustainability Officer. “Setting science-based targets is one of the ways that Southwire is joining in on the commitment to address climate change and work toward mitigating damaging impacts to our communities.”

Southwire’s targets 

Southwire has committed to reduce absolute Scope 1 and 2 GHG emissions 54.8% by 2032, from a 2022 base year. Scope 1 and 2 emissions result from the direct consumption of fuels and use of purchased electricity.Southwire also commits to reduce absolute Scope 3 GHG emissions 30% within the same timeframe. Scope 3 emissions are associated with a company’s value chain, including raw materials purchased and the use of sold products.

“As we celebrate the 75-year history of Southwire, we remain anchored by our vision: We Deliver Power…Responsibly®,” said Rich Stinson, Southwire’s President and CEO. “The actions we take today will help to ensure that Southwire, as well as our communities and resources, will remain generationally sustainable for the next 75 years and beyond.”

Validation from SBTi marks the company’s transition away from its former Carbon Zero goal of carbon neutrality with the use of offsets by 2025 and toward a science-based target of carbon reduction by 2032 without the use of offsets. The transition reflects Southwire’s commitment to prioritizing direct emissions reduction within its own operations and value chain.

To learn more about Southwire’s commitment to sustainability, visit https://www.southwire.com/sustainability.

Originally published on GoDaddy Resource Library

By Alexandra Rosen and Ginger Siegel

Despite the economy’s deep reliance on small businesses, it can be difficult as a small business owner to connect the dots between the solutions available and how to effectively unlock their potential. 

America’s small businesses have demonstrated double-digit growth in the last few years but continue to face common challenges in isolation, disconnected from a greater support system. 

During the pandemic, organizations like Mastercard and GoDaddy were able to collect timely and reliable data on these businesses — as brick-and-mortars pivoted online, displaced workers started side hustles, and people pursued new passions — and our research shows less than half of small and microbusiness (those with fewer than ten employees) owners are aware of the resources available to them. 

Small and micro business owners need a digital presence, access to capital, and support from friends, family and people who know how to harness the passion of an entrepreneur. Our research shows owners who are aware and take advantage of available resources tend to have higher revenues and greater optimism, underscoring the importance of a data-driven, customized approach.

The economic engine: Entrepreneurship is powerful and the data shows it

Small businesses are responsible for creating 64% of all new jobs, nearly half of the American workforce, and represent about 44% of the nation’s GDP, fostering innovation, driving competition, and providing personalization that large corporations often cannot match. 

GoDaddy’s Venture Forward research initiative has found at the county level, each entrepreneur with a digital microbusiness creates seven or more jobs by hiring directly, indirectly, or creating more demand and spending in their communities. In addition, they increase median household income growth and unemployment over the years. When these businesses struggle or close, unemployment rates rise, and community vitality lowers.

Community impact 

Small businesses are the fabric of our communities, sponsoring local events, supporting charities, providing personalized services and acting as a catalyst for community spirit. Venture Forward also found that one in four online microbusinesses only serve customers in their city or neighborhood.

Digital momentum/digital readiness 

The COVID-19 pandemic highlighted a significant gap in the digital capabilities of small businesses. At that point, 11 million small businesses lacked a robust digital presence, hindering their ability to adapt to changing consumer behaviors during lockdowns. 

As consumers shifted to online shopping, businesses without an online footprint found themselves at a severe disadvantage. The closure rate for these businesses was notably higher than those with an existing digital presence before the pandemic, primarily because they couldn’t reach their customers through digital channels.

Having an online presence is no longer optional for small businesses — it’s a necessity to reach customers who are increasingly spending online. Small businesses must invest in digital tools like social media, ecommerce platforms, and digital marketing strategies to compete with larger corporations. 

With the rate of new online microbusinesses exceeding the population growth by more than five-to-one in the last four years, competition is at an all-time high, but so is opportunity. As inflation has eased this year, the Microbusiness Activity Index has seen website activity increase across the United States.

Access to capital/financial planning 

The motivations and backgrounds of small business owners have continued to expand, but the challenge of obtaining capital and funding has remained. Only 57% of loan applications are approved, despite that the majority need less than $5k to get started, and 82% of SMBs go out of business due to a lack of cash flow. Research also found that those who invest more in the beginning tend to make more in monthly revenue.

Entrepreneurs need to manage their cash flow and front-end operations well — Mastercard’s Digital Doors can help with these aspects. Key advice includes not intertwining personal finance with business and avoiding maxing out personal credit cards.

There are many options for different types of small business funding, and it’s important to understand what’s available. Capital providers also need to continue innovating in their underwriting and application processing approach to remove barriers for small and microbusinesses.

The role of technology 

Small business owners often juggle multiple roles without the luxury of dedicated departments, interacting with a number of platforms simultaneously. GoDaddy and Mastercard each provide a complementary, connected digital ecosystem that simplifies operations and streamlines processes. 

For instance, easy-to-use digital platforms and generative AI tools can empower businesses to manage their online presence effectively with custom posts and strategies, connecting with customers faster and driving sales.

Our vision 

The pandemic took its toll on businesses of all sizes, but we’re seeing a major boom in entrepreneurship activity across both rural and urban areas. The number of new digital microbusinesses has grown up to 16% in the last four years. These enterprises make up 92%of registered companies in the US and their success is vital for a robust economy. Making digital tools and resources accessible is key to helping small businesses thrive in a digital world.

At GoDaddy and Mastercard, we are committed to ensuring that small businesses have the support they need to succeed, from easy-to-use digital platforms to marketing resources, cybersecurity solutions, and financial services. By doing so, we can help contribute to our communities and drive economic growth. 

By standing with those who empower us to shop our neighborhood businesses and online, we can collectively invest in the future and fortify the resilience of our communities.

Alexandra Rosen 
Alexandra Rosen leads GoDaddy Venture Forward, a research initiative that quantifies the impact of over 20 million online microbusinesses on local economies and provides insights into the needs of these entrepreneurs. As senior director, she collaborates with economists, policymakers, and think tanks to support small businesses through informed policies and programs. With a background in marketing at Cisco and Google, Alexandra is committed to using technology to make opportunities more inclusive, and her work has been featured in media such as the New York Times and HBR.

More Articles by Alexandra Rosen

Ginger Siegel

Ginger Siegel is the North America Small Business Lead for Mastercard, bringing over 30 years of industry leadership experience. Previously, she was a leader in the Financial Services group at Deloitte, specializing in Fintech, bank partnerships, and small business banking strategy. Her extensive career includes executive roles at multinational and regional banks, focusing on strategy, execution, and revenue growth.

More Articles by Ginger Siegel

Originally published on U.S. Bank company blog

It’s awards season and that means movie fans are trying to see all the nominees and predict who is going to win. A little-known fact is that U.S. Bancorp Impact Finance, best known for its work in affordable housing and environmental finance, plays a role in helping to finance some of the films we see.

In the 2000s, when iPods, reality television and movie streaming were rising in popularity, Impact Finance closed on its first film tax credit deal. To date, the U.S. Bank subsidiary has purchased $433 million in film credits involving 244 different productions in 15 different states.

“It’s remarkable how much this aspect of our business has grown as states and communities across the country have embraced the economic benefits of film production,” said Robert Espeland, Impact Finance senior vice president of State Tax Credits.

The Impact Finance role begins after a production company, network or studio contacts a state’s film office with a potential project and applies for tax credits that will be certified before the project goes into production.

Once the tax credits are awarded, the applicant commits to spending within the state on qualified expenditures such as labor, rentals, food, hotels, etc. Once the project is complete and the state has issued the credits, Impact Finance purchases the credits from the film company.

“By U.S. Bank being a part of these transactions, we support economic development across the country,” Espeland said. “Additionally, it allows us to interconnect business lines across the bank and the clients we serve.”

State governments typically offer film tax credits because they generate spending and jobs in their jurisdiction, Espeland said. The film and TV production industry is a multibillion-dollar business in the U.S., and incentives give states a tool to attract production and spending. A few of the states where U.S. Bank has been involved with numerous productions include California, Georgia, Illinois, Minnesota and Montana.

Melodie Bahan started in 2017 as executive director of the non-profit that preceded Explore Minnesota Film, where she’s currently deputy director. Since 2022 in Minnesota, Impact Finance has purchased $4.05 million in tax credits from 11 different productions, and Bahan has worked with U.S. Bank on multiple occasions.

“The goal of our program is to benefit Minnesota, so we love that U.S. Bank is a Minnesota-based company,” she said. “When a financial institution understands what we do, wants to help and support us – that’s a win for everyone.”

“From the talent to the producers to the lighting and makeup experts to the caterers and everyone in between, “a lot of jobs are created locally to bring one production to life.”

– Robert Espeland, Impact Finance senior vice president of State Tax Credits

Espeland said it’s an honor to work with production companies on these films and then watch them come to fruition.

“To see them come together from the early phases is unique because many of the films, for example, start with a working title that later morphs into something else,” he said. “I’ve enjoyed the opportunity to visit film sets and am always amazed at the number of people involved, from the talent to the producers to the lighting and makeup experts to the caterers and everyone in between. A lot of jobs are created locally to bring one production to life.” 
 

By Minjia Yang and Kristen Coco

A new report on sustainable finance developed by the United Nations Global Compact Network USA features the International WELL Building Institute (IWBI), highlighting the critical role of social sustainability in driving financial strategies and investment decisions.

The report, Driving Progress: Sustainable Finance for the Advancement of the SDGs, “explores how American businesses leverage sustainable finance to address the world’s most pressing challenges while generating competitive returns.” Examples from IWBI, along with other industry-leading companies like Citi and International Motors, showcase how businesses are embedding sustainability considerations into financial strategies to drive long-term value. IWBI case studies reflect its leadership in advancing people-first strategies and integrating health, well-being and equity considerations into financial decision-making, corporate governance and investment frameworks.

We caught up with Minjia Yang, Vice President and Head of Sustainable Finance at IWBI, who recently joined leading finance and sustainability experts to help launch the report at GreenBiz 25 during the Driving Progress: Sustainable Finance for the Advancement of the SDGs event. Here’s what she had to say about the growing role of people-centered strategies in sustainable finance.

Q: What’s the state of sustainable finance today, and how can sustainable finance align corporate objectives with social and environmental impact?

A: Despite the rapid expansion of sustainable finance, social factors remain significantly underrepresented, accounting for just 23% of sustainability-linked financing since 2017.(1) At IWBI, we are working to change that by demonstrating how prioritizing human health, safety and well-being can drive measurable business and societal benefits.

Sustainability-linked loans, bonds and other financial instruments can incorporate verified social sustainability strategies, such as those outlined in the WELL Building Standard (WELL), to enhance business performance and advance the Sustainable Development Goals (SDGs). We are seeing firsthand how organizations and investors are increasingly leveraging third-party verified sustainability frameworks to enhance workforce well-being, strengthen impact measurement and improve organizational resilience.

IWBI’s inclusion in the UN Global Compact Network USA report further emphasizes that social sustainability is a critical piece of the finance puzzle. The report helps to validate the awareness that investments in people-centric strategies are essential to long-term financial resilience and impact. Research cited in the report shows that investments in healthier workplaces, fair labor practices and inclusive design strategies can drive financial returns by improving productivity, reducing absenteeism and enhancing employee retention.

Q. What are your top three takeaways about the evolution of sustainable finance?

A. The future of sustainable finance is about leadership. Companies have a choice: to lead or to follow. With 40+ sustainability taxonomies worldwide, global businesses can no longer afford to focus only on domestic regulations. Proactive action on sustainability regulation and finance is essential for long-term business resilience.

Sustainability labels may evolve, but the core values remain. Labels, definitions and terminology in sustainability will continue to shift, but the fundamental principles that bring us together—building a responsible, resilient future—remain unchanged.

True sustainability means both environmental and social resilience. Social sustainability strategies, like those found in the WELL Standard, are increasingly embedded in sustainable finance frameworks and corporate reporting globally, demonstrating the financial value of investing in people.

Q: What’s next on the horizon for IWBI’s continued leadership in sustainable finance?

A. As a global sustainability standards body with a dedicated focus on social sustainability, IWBI will continue to help shape international conversations on sustainable finance, responsible investment and corporate reporting. Through our work, we’re providing a framework to integrate people-first sustainability strategies into financial instruments and corporate governance.

In 2024, IWBI launched the Sustainable Finance Task Force, bringing together leading organizations—including UN Global Compact Network USA, World Economic Forum, Milken Institute, Aviva Investors, AON, Basis Investment Group, Aligned Climate Capital, GBCI and others—to accelerate the flow of capital and policy toward social sustainability.

Building on this momentum, IWBI will publish a comprehensive special report on sustainable finance this year, featuring case studies from pioneering organizations worldwide. This new resource is designed to drive innovation and expand the adoption of holistic sustainability strategies in financing and investment activities across industries and global markets.

In July of this year, we’ll also host our second-ever Social Sustainability Summit in Amsterdam, The Netherlands, to further explore sustainable finance strategies, the equitable transition to a low-carbon economy, global regulatory trends in sustainability and innovative approaches to enhance well-being for people and the planet.

With WELL adoption spanning nearly 5.8 billion square feet across 136 countries as of January 2025, IWBI has played a pivotal role in demonstrating how organizations, financial markets and regulatory frameworks can better incorporate social impact metrics alongside environmental considerations.

Q. And finally, what’s one tip you have for organizations starting their sustainable finance journey?

A: Organizations should consider holistic KPIs for sustainable finance—including both environmental and social metrics such as employee health and well-being, community engagement, and end-user impact. These factors are not only crucial for a sustainable finance framework but also for long-term business success. (2, 3, 4)

Download the UN Global Compact Network USA report: Driving Progress: Sustainable Finance for the Advancement of the SDGs.

For more information on IWBI’s role in sustainable finance, visit www.wellcertified.com/esg and access the WELL – Sustainable Finance Slide Deck.
 

(1) International Finance Corporation, Social KPIs Matter: Setting Robust Indicators for Sustainability-Linked Finance, Washington D.C., 2023, https://commdev.org/wp-content/uploads/pdf/publications/Social_KPIs_Matter_Draft_for_Discussion.pdf
(2) “The Financial Impact of Healthy Buildings,” MIT Media Lab, December 1, 2020, [https://realestateinnovationlab.mit.edu/research_article/the-financial-impact-of-healthy-buildings/ ](Brown, Martin, “Demonstrating the New Normal,” Specifi, https://www.specifi.co.uk/demonstrating-the-new-normal/)
(3) Tsai, H., Wu, Y., “Changes in Corporate Social Responsibility and Stock Performance,” Journal of Business Ethics, 178, 735-755, 2022, https://doi.org/10.1007/s10551-021-04772-w
(4) Brown, Martin, “Demonstrating the New Normal,” Specifi, https://www.specifi.co.uk/demonstrating-the-new-normal/

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Download the Webster Bank Cyber Fraud Index here

Cyber fraud is a growing risk for many businesses, their customers and their reputations. To find out how C-suite leaders are handling cybersecurity, we surveyed 150 of them. Our exclusive Cyber Fraud Index presents our findings . . . and some surprising insights.

Our 2024 Cyber Fraud Index Score reflects executives’ insecurities.

During an era of rising cybercrime, we asked C-suite executives how confident they are in their organization’s ability to protect itself from cyber fraud. Our Cyber Fraud Index Score represents the percentages who answered “Very Confident” or “Confident.”

Cyber Fraud Index Score: 55

We Took the Elevator up to the C-Suite for a Look Into How Executives Are Reacting to Cyber Fraud.

With cybercrime on the rise, Webster Bank wanted to better understand how business leaders are feeling about the risks they face, and how they’re protecting their organizations.

So we fielded an exclusive, intensive market study to dive into the matter, and asked questions designed to:

Identify the primary concerns C-suite leaders have about cyber fraud and cybersecurity.Explore the different issues that cause them concern, as well as who they believe will be impacted by  
these issues.Understand the cybersecurity protection measures organizations have implemented.Learn about executives’ experiences of being cyber fraud victims, as well as the impact.Assess how these leaders and organizations perceive their bank as a resource for addressing cyber fraud concerns.

Nothing’s more important to Webster than the success of our business customers. And we know a big part of that depends on security. So let’s take a closer look at the insights we discovered in our 2024 Cyber Fraud Index survey.

Are C-Suite Leaders Facing a Confidence Crisis?

Only 11% our respondents were “very confident” in their organization’s ability to protect itself from cyber fraud.

11%: Very confident44%: confident40%: Somewhat confident5%: Not very confident

The how and the who behind our survey.

The Cyber Fraud Index Methodology.

Our study was fielded in October 2024. It included both open-ended and closed questions, and took approximately 8 minutes to complete. We received 150 completes from C-Suite executives, most of whom identified themselves as one of the following:

Chief Information Security OfficerChief Information OfficerChief Financial OfficerChief Technology Office

Company Revenue

Our respondents were nearly evenly split between companies above $500m in revenue and those below.

48%: $500M+25%: Between $100M and $249M13%: Between $250M and $499M

Industries

Most of our respondents worked in the technology, healthcare, manufacturing, education and financial services industries.

18%: Technology Computing IT16%: Healthcare 14%: Manufacturing11%: Education9%: Financial Services

Level of Responsibility

Most of our respondents were primarily responsible for their company’s cybersecurity decisions.

87%: Primarily responsible13%: Somewhat responsible

Insights that attracted our attention.

An Executive Summary of Our C-Suite Survey.

Our Cyber Fraud Index uncovered many interesting statistics, but a few insights stood out when stepping back and looking at the bigger picture. As you analyze our results in the following pages, keep an eye out for the following themes and potential conflicts:

Tension between concerns and relied-upon resources.

Many C-Suite leaders identified third-party vendor risk as one of their top cybersecurity concerns, yet 6 in 10 still depend on third-party IT providers and consultants to protect their organizations from cyber fraud.

Cybersecurity plans vs. budgets.

91% of C-Suite executives report having a cybersecurity plan in place, but more than half also feel their cybersecurity budget is insufficient. This suggests that many executives want to do more to protect against cyber fraud but lack the funds.

High adoption of technical defenses, but low strategic guidance.

Many respondents have defenses like firewalls and multifactor authentication in place, but only about half have established a cybersecurity advisory council or a similar group to provide strategic guidance and governance on new and emerging threats.

High reliance on internal protection, but low confidence in cybersecurity.

92% of the executives we surveyed rely on internal IT resources as their primary line of defense, but less than half are fully confident in their organization’s cybersecurity measures.

The desire for more bank support.

The C-Suite leaders who responded expressed a desire for banks to take a more active role in cyber fraud protection, but 40% are neutral or unsatisfied with what their banks offer them.

Resource Reliance

The majority of respondents rely on internal IT resources, but also call upon outside resources, despite concerns over third-party risks.

Get a C‑suite view of cyber fraud; download the Webster Bank Cyber Fraud Index here.

PSEG ENERGIZE!

An unusual amount of chatter filled the air at three of PSE&G’s Customer Care centers recently as business customers gathered to have their questions answered and become more familiar with their PSE&G energy partners.

Jamie Kujawski, owner and CEO of Star Energy and a trade ally in energy efficiency programs, said he was excited to attend the Business Connect event in New Brunswick.

It’s a good opportunity to talk to the people behind the scenes … it’s easier to resolve issues when you’re able to meet in person and get to know people in these small forums.”

– Jamie Kujawski (right), owner and CEO of Star Energy and a trade ally in energy efficiency programs.

“It’s a good opportunity to talk to the people behind the scenes,” he said, as he flipped through his notebook of meticulously documented state regulations. “New Jersey has the best energy efficiency program for the customer that I’ve witnessed. It shows the commitment to clean energy.”

Yet Jamie said he had pressing questions about some of the process details before the next energy efficiency program cycle starts in January 2025. He said he was grateful for the personal attention he received and hopes it will help him serve his hotel and restaurant clients even better moving forward.

“It’s easier to resolve issues when you’re able to meet in person and get to know people in these small forums,” Jamie said. “The first 20 minutes were hugely helpful.”

Property Manager Atul Sethi of Paragon Estates said he had two goals in mind when attending the event: Obtain help in better managing his numerous accounts and receive more information on energy efficiency and EV rebates.

He added the event was valuable and met both of his goals.

Business Connect workshops also were held in Hackensack and Trenton and had information on everything from renewable energy to understanding your bill and your smart meter. Special guests included representatives from the U.S. Small Business Administration.

“We know our small business customers join us in caring about the communities we serve and our planet. These in-person events offer opportunities to build relationships and get advice about everything from saving energy and saving money through energy efficiency to bill payment options,” said Nicole Swan-Bennett, senior director – Customer Care, who attended all events. “We also took the opportunity to listen to the needs and interests of small business owners in PSE&G’s territory, so that we can better serve them.”

Small businesses seeking more information can start on the PSE&G business and contractors website.

Authored by Heather L. Herc

In today’s healthcare environment, consumers are demanding more from their Health Plans than ever before. Over the past several years, health plans have felt a shift in consumer expectations as the industry’s move towards increased digitization continues to mature. Consumer engagement is no longer optional—it is a critical component for health plans striving to deliver financial outcomes, improve population health and enhance member satisfaction. Building meaningful, personalized engagement strategies that are both effective and sustainable is key to fostering member trust, improving health outcomes and driving long-term success.

Defining consumer engagement in healthcare

Let’s begin with a broad yet practical definition of the health plan consumer. A consumer includes anyone who is currently a member, has been a member in the past, or could become one in the future. This inclusive view drives strategy, helping health plans deliver more personalized, meaningful interactions at every stage.

Consumer engagement is pivotal across multiple functions including sales, marketing, value-based care, risk management, care management and quality improvement. However, engagement strategies that operate independently or with limited integration can lead to oversaturation, misaligned messaging and diminished trust. A unified, consumer-centric strategy is key to standing out in a competitive landscape that increasingly ties reimbursement to strong member satisfaction scores.

1. Acquiring and managing consumer data 

A comprehensive view of consumer data forms the foundation for engagement strategies. Many health plans face gaps in their data infrastructure, such as the absence of a robust identity management system or limited interaction histories. Health plans can address these challenges through developing a plan for:

Data integration: Consolidating information from clinical, operational and consumer sources.Data mastering: Resolving complex identity issues across multiple systems like membership and claims databases, member engagement platforms, care management platforms and EHR systems.Centralized data structures: Building the frameworks necessary to support advanced analytics.Solution evaluation: Conducting a build verses buy analysis to determine whether an in-house or vendor-provided solution best meets your organization’s data management needs. By assembling and managing robust data repositories, health plans can lay the foundations necessary to unlock the insights required to personalize and optimize consumer engagement.

2. Transforming data into actionable insights

Data alone isn’t enough; meaningful engagement requires actionable insights. Health plans often excel claims data but lack behavioral and engagement intelligence. Leveraging advanced capabilities such as predictive analytics allow organizations to anticipate consumer needs, driving impactful interactions across the care continuum. Best practices include:

Consumer segmentation: Developing multidimensional models to group consumers effectively.Attitudinal analytics: Identifying traits like loyalty and health management tendencies.Social determinants modeling: Using data to uncover barriers to care and behavioral drivers.Marketing analytics: Evaluating engagement effectiveness across channels and campaigns.Collaboration with providers: Health plans should leverage insights to work with provider partners to improve overall care coordination to enable members to connect with the right providers at the right time.

These insights empower health plans to build deeper connections with members, enhancing both individual experiences and organizational outcomes.

3. Aligning processes and systems

For consumer engagement strategies to succeed, health plans must integrate their operations into a seamless ecosystem. While many organizations have adopted individual tactics, they often lack the coordination needed for a unified consumer experience. Health plans should bridge these gaps by:

Systems integration: Connecting engagement platforms to analytics systems for real-time functionality.Next best action systems: Enabling systems to recommend personalized, immediate actions based on historical data.Holistic design: Aligning engagement strategies with overarching consumer goals.

This alignment ensures consistent, relevant messaging across all touchpoints, fostering trust and loyalty among consumers.

4. Delivering personalized content

Content personalization is essential for consumer engagement in order to meet the expectations of today’s consumers. Instead of rigid campaigns or ad-hoc materials, health plans should create tailored content to meet specific consumer needs in real-time. Solutions to consider include:

Content management systems: Implementing or designing systems for dynamic content creation.Digital asset integration: Ensuring seamless access to personalized content across engagement systems.Strategic planning: Designing content frameworks that align with consumer engagement goals.Insights from consumer behavior: knowing who your most and least engaged members are, and what is important to them is crucial to developing personalized content.

By delivering the right message at the right time, health plans can build stronger relationships and improve outcomes.

The consumer engagement framework

An effective framework integrates consumer-centric strategy with advanced technology. It is designed to accelerate performance while delivering a seamless, personalized experience. Regardless of the technology platform or vendor relationships, health plans can achieve results through five critical focus areas:

A comprehensive strategy for modern health plans

Effective consumer engagement isn’t just about meeting today’s needs—it’s about anticipating tomorrow’s challenges. Baker Tilly can help health plans build a sustainable, scalable consumer engagement framework that fosters trust, improves health outcomes and drives long-term success.

Baker Tilly’s healthcare consulting practice addresses the unique needs of health plans by combining strategic expertise with technical know-how. From journey mapping to change management, we offer end-to-end support for developing and implementing consumer engagement programs that deliver measurable results.

Connect with a specialist to learn more about our approach and how we can support your organization’s consumer engagement goals at Baker Tilly.

Written by Emma Brownstein | Corporate Communications

Gen Blog | Life@Gen

At Gen, fostering a culture of continuous growth and connection is at the heart of what we do. This commitment shines through in our professional development community, LEADS. Designed to inspire personal and professional development, LEADS brings together employees from diverse backgrounds to network, share knowledge and unlock their full potential.

As Balaji Santhanagopalan, a co-champion of the LEADS community, puts it, “We strive to create a growth mindset among our generators, our employees. We create a platform where people could just come in, network with each other, try to learn from each other and become a better version of themselves.”

Balaji, who has been with Gen for almost four years, joined LEADS shortly after starting at Gen. He credits the community for enhancing both his professional and personal life. “It has opened up a lot of avenues. I’m someone who loves talking to people, interacting with them and learning a thing or two from people I’m conversing with,” he said.

For Bogomil Shopov, being part of LEADS aligns with his belief in lifelong learning. “The world is changing very fast, and if you want to stay current as a person and to stay smart, we need to be able to learn,” he said. As a champion of LEADS for over a year, Bogomil appreciates the community’s role in connecting like-minded individuals who inspire each other to grow. “Meeting people with the same willingness to learn drives me, both personally and professionally,” he said.

Personal and Professional Growth 

LEADS champions like Balaji and Bogomil emphasize the community’s role in fostering connections that transcend geographical and cultural boundaries. By bringing together individuals from diverse backgrounds, LEADS helps employees understand and embrace different perspectives.

Reflecting on his journey, Balaji says, “Coming under the DEI umbrella within Gen, LEADS has allowed me to get along with people from different cultures, countries and parts of the world.”

Professionally, the opportunities to network, learn and lead have been transformative. As Balaji explains, “The events I’ve been a part of and the ones I’ve organized have been second to none in terms of experience and learning.”

The Future of LEADS 

LEADS continues to grow as a pillar of professional development at Gen, empowering employees to adapt to the rapidly changing world of technology and security. By promoting a culture of shared learning and collaboration, LEADS ensures that every member of the Gen community has the tools to succeed and thrive.

Whether a Gen employee is seeking to develop new skills, connect with colleagues across the globe or contribute to meaningful projects, the LEADS community provides a platform tailored to their success. Designed to foster both personal and professional growth, LEAD offers opportunities to collaborate, learn and stay motivated. As Bogomil explains, “Being part of LEADS helps me stay on top of my job, meet people who want to learn together and stay driven.”

At Gen, LEADS is not just a community—it’s an initiative that embodies our dedication to fostering growth, driving innovation and championing inclusivity.

To learn more about how you can grow with us and be a part of communities like LEADS, explore career opportunities at Gen by visiting our Careers page.

The City of Norman & BioStar Renewables achieved interconnection in 2023 and is producing renewable electricity that is serving the Vernon Campbell Water Treatment Plant and Water Reclamation Facility in Norman, Oklahoma. The 2.27 MW solar project is expected to produce more than 3,000,000 kWh of electricity each year and will displace over 2,126 metric tons of CO2 equivalent emissions per year, the equivalent of providing 438 homes with electricity or 271,000 gallons of gasoline consumed for an entire year. The clean energy generated by the solar arrays will reduce the annual kWh required from the local utility company by approximately 30%.

BioStar developed the project, and provided the engineering, procurement and construction (EPC) services, as well as ongoing operations and maintenance (O&M) services. Implementation of these solar arrays will set the city on a path toward achieving their Net-Zero Carbon goal across city buildings, and marks the beginning of a transition to more balanced energy mixture.

BioStar is working with municipalities across the USA to develop, implement, and maintain renewable energy projects that reduce reliance on the local utility, increase resilience in facility operations, save money, and achieve greenhouse gas emissions goals. If your municipality is considering adopting renewable energy assets, BioStar can help!

Click here for information about this project.

If you are interested in learning more about how BioStar can help you meet your sustainability goals, contact our Chief Commercial Officer, David Smart.

EMERYVILLE, Calif., February 26, 2025 /3BL/ – SCS Global Services is proud to announce its new role as a certification body (CB) for the 2BS (Biomass, Biofuel Sustainability) Certification standard, an essential initiative dedicated to evaluating and verifying the sustainability in the supply chain of biofuels, biomass and biomethane, in compliance with the criteria set by the European Renewable Energy Directive (RED II).

The expansion of 2BS certification coincides with the European Commission’s January 2025 recognition of the 2BS certification’s co-processing procedures, enabling companies to combine renewable materials with traditional fossil-based materials in a process that complies with the RED II directives.

2BS has two distinct sustainability certification schemes against which SCS is approved to audit and certify global companies: 2BSvs, under the RED II, and 2BSXtra, for Food and Feed. The 2BSvs scheme covers agricultural biomass, wastes and residues, materials and renewable energies and covers the entire process from the collection of biomass and other inputs and right up to the processing and production of biofuels, bioliquids and biomass fuels. The 2BSXtra scheme certifies processed and raw agricultural materials intended for human and animal consumption, focusing on producers that aim to use lower carbon feedstocks.

“We are pleased to offer both 2BS Certifications,” said Erika Bartolomei, SCS Program Manager. “Our team is fully equipped to assess every step of the certification process, from sourcing raw materials to final product processing. Leveraging our expertise, we aim to drive responsible practices and help clients verify compliance with the 2BS certification program efficiently and effectively, worldwide.”

Caroline Aba, Commercial Manager, of 2BS adds, “We are delighted to welcome SCS Global Services as the eighth recognized certification body for this important scheme. SCS’s expertise, commitment to sustainability and years of experience in biofuels will be invaluable in ensuring compliance with the certification’s standards.”

About SCS Global Services

SCS Global Services is a global leader in third-party environmental and sustainability verification, certification, auditing, testing, and standards development, currently celebrating its 40th year of services. Its programs span a cross-section of industries, recognizing achievements in climate mitigation, green building, product manufacturing, food and agriculture, forestry, consumer products, and more. Headquartered in Emeryville, California, SCS has representatives and affiliate offices throughout the Americas, Asia/Pacific, Europe, and Africa. Its broad network of auditors are experts in their fields, and the company is a trusted partner to companies, agencies, and advocacy organizations due to its dedication to quality and professionalism. SCS is a California-chartered Benefit Corporation, reflecting its commitment to socially and environmentally responsible business practices.

For more information, visit https://www.scsglobalservices.com/services/2bs-certification.

Media Contact

Berliot Bolaños
Sales & Marketing Director, EBC
bbolanos@scsglobalservices.com