Month: May 2026

CINCINNATI, May 5, 2026 /3BL/ – More than 200 babies born on Sunday at 53 hospitals across five cities received an unexpected head start toward college, just hours after entering the world.

At hospitals in Chicago, Cincinnati, Detroit, Nashville, and Orlando, Fifth Third (Nasdaq: FITB) welcomed the new “Fifth Third Babies” and their parents with care packages that included a $1,053 gift card for a 529 college savings plan.

Now in its ninth year, Fifth Third Babies is part of a broader national celebration associated with “Fifth Third Day,” or 5/3 on the calendar. On Fifth Third Day, Fifth Third employees unite to pack millions of meals and support local hunger relief organizations. The day kicks off a month of volunteering activities across Fifth Third’s national footprint, focused on fighting food insecurity and expanding financial access and inclusion.

“Fifth Third Day is about putting our values into action, and there’s no better place to start than by investing in the next generation,” said Kala Gibson, chief corporate responsibility officer for Fifth Third. “The day a child is born is one of life’s most important moments, and we want to show up for families with meaningful support. A small investment at the beginning can grow into something powerful over time.”

Since 2017, Fifth Third Babies has delivered nearly $965,000 in 529 plan funding to the families of more than 900 babies born on Fifth Third Day across eight states, in partnership with Gift of College, Inc. Families receive care packages from Fifth Third with gift cards and other gifts for the new baby and parents, and labor & delivery care teams at participating hospitals also receive appreciation gifts from Fifth Third.

“A contribution to a 529 plan account will help a child pursue their academic and career dreams and make their unique mark on the world – whatever that may be,” said Patricia Roberts, chief operating officer of the Gift of College and author of “Route 529: A Parent’s Guide to Saving for College and Career Training with 529 Plans.” “As the mom of a recent college graduate, I know first-hand how useful contributions to his 529 account proved to be over time. Opening an account when my son was an infant was one of the very best decisions I made as a new parent.”

Fifty-three hospitals in total across Chicago, Cincinnati, Detroit, Nashville, and Orlando participated in Fifth Third Babies this year. Each family with a baby born on 5/3 received a $1,053 gift card that allows them to open a 529 college savings account. Parents can redeem the gift card into a 529 plan of their choosing.

From 5/3 through 5/29, the public has the opportunity to participate in a social media sweepstakes to win a Fifth Third Babies gift bag, including a $1,053 Gift of College card to be redeemed at GiftofCollege.com into a 529 college savings plan. Winners will be selected on 529 Day, or 5/29 on the calendar. More information and full sweepstakes rules are available online at 53.com/babies.¹
 

¹ NO PURCHASE NECESSARY. Sweepstakes open to legal residents of the U.S., excluding New York. At least 18 years old to enter. Odds of winning depend upon the number of eligible entries received. Void where prohibited. Sweepstakes begins May 3, 2026, at 12:00 AM EST and ends May 29, 2026, at 8:00 AM EST. For complete sweepstakes rules visit 53.com/babies. Sweepstakes is in no way sponsored, endorsed, administered by, or associated with, Meta Platforms, Inc.

###

About Fifth Third

Fifth Third is a bank that’s as long on innovation as it is on history. Since 1858, we’ve been helping individuals, families, businesses and communities grow through smart financial services that improve lives. Our list of firsts is extensive, and it’s one that continues to expand as we explore the intersection of tech-driven innovation, dedicated people and focused community impact. Fifth Third is one of the few U.S.-based banks to have been named among Ethisphere’s World’s Most Ethical Companies^® for several years. With a commitment to taking care of our customers, employees, communities and shareholders, our goal is not only to be the nation’s highest performing regional bank, but to be the bank people most value and trust.

Fifth Third Bank, National Association is a federally chartered institution. Fifth Third Bancorp is the indirect parent company of Fifth Third Bank and its common stock is traded on the NASDAQ^® Global Select Market under the symbol “FITB.” Investor information and press releases can be viewed at www.53.com. Deposit and credit products provided by Fifth Third Bank, National Association. Member FDIC.

CONTACT

Amanda Nageleisen (Media Relations)
amanda.nageleisen@53.com

Matt Curoe (Investor Relations)
matt.curoe@53.com | 513-534-2345

Key Takeaways:

• The greenhouse gas emissions your business controls directly are likely only a fraction of your total carbon footprint; understanding where the rest comes from is the first step toward meaningful reduction.
• Scope 3 emissions span a wide range of business activities, from raw material sourcing to how customers use and dispose of your product, and each stage represents both a challenge and an opportunity.
• Engaging suppliers directly through structured programs is one of the most powerful levers available to companies looking to reduce Scope 3 emissions.
• Logistics optimization has the potential to simultaneously align sustainability improvements with operational efficiency gains.
• Circularity strategies, even when implemented incrementally, can help reduce emissions at multiple points across the value chain, from procurement choices to end-of-life product design.

 

Did you know that the carbon emissions for which your business is directly responsible represent just a small portion of your overall carbon footprint?

Today, most companies rely on a long and complex supply chain to guide their product through its lifecycle. Depending on the size of your company and the complexity of your product, this could include hundreds of steps and dozens of third parties, all cooperating to get your product into your customer’s hands, and disposing of it at the end of its life.

Every stage of this long journey generates greenhouse gas emissions, and mitigating them is a key opportunity for many companies looking to reduce their carbon footprint.

 

What is my supply chain’s carbon footprint?

Your supply chain’s carbon footprint is the greenhouse gas (GHG) emissions produced during phases of your product’s or service’s lifecycle that are outside your company’s direct control.

These emissions are also known as Scope 3 GHG emissions, and are still considered part of a company’s overall carbon footprint because they are a consequence of that company doing business.

One thing to note: You may see and hear “supply chain” and “value chain” used interchangeably, but there are some distinctions. “Supply chain” refers to upstream activities, such as manufacturing, transportation, and distribution of purchased goods. “Value chain” includes the supply chain, and also encompasses downstream activities including distribution of products to customers, and product use and disposal.

Common examples of supply- or value chain-related sources of carbon emissions can include:

• Energy consumption during the sourcing of materials used to manufacture the product (e.g., from activities such as mining, logging, farming, etc.)
• Energy consumption associated with manufacturing and production of any other goods brought into your company, used to conduct business or make and sell the product (such as packaging)
• Fuel consumption during transportation and other logistics (such as storage)
• Energy consumption during the use of the product or service.
• Energy consumption and process emissions during the disposal of the product or service. This can include ongoing emissions created by landfills, depending on the method of disposal and waste treatment.

Learn more in our webinar recap: Engaging Supply Chain on Scope 3 for Strategic Advantage

 

How supply chain management can help reduce your carbon footprint

Although Scope 3 emissions can be notoriously difficult to fully measure, there are still plenty of actions you can take right now to reduce your supply chain’s carbon emissions.

Collaborate with suppliers through supply chain engagement

Emissions embedded in purchased goods typically represent a company’s largest source of Scope 3 emissions. As a trusted business partner and client, chances are your company has a good working relationship with many of your supply chain partners.

Energy use, carbon footprint, or other information can be requested from suppliers using supply chain engagement programs. Quantifying your suppliers’ product-level footprints is an important first step to measuring progress on your own Scope 3 emissions.

Several different programs exist that companies like yours can use:

• The CDP Supply Chain initiative, which provides a questionnaire on carbon emissions to your suppliers at your request.
• The Supplier Ethical Data Exchange, which offers member companies a database to store, share, and report information on their supply chain.
• The Global Reporting Initiative, which collects the most widely used standards for sustainability reporting, provides examples of relevant information and data to collect from suppliers.

By using programs like these, you can collect emission data from your suppliers and start to better understand their carbon footprints. Gathering this data helps you calculate your own supply chain emissions more precisely and helps identify opportunities for mitigation. The more data you collect, the more of these opportunities you can discover, and the more impactful your next steps will be.

As you build this relationship, consider offering suppliers training, tools, and other support toward improving their own carbon footprints.

Introducing collaborative strategies like joint training workshops can be a win-win for you and your suppliers. Together, you can proactively identify opportunities to lower both of your carbon footprints and mutually benefit from the improvements. You might also, for example, pass along information on how to reduce energy consumption or procure renewable electricity. The more steps each of your suppliers take to reduce their carbon footprint, the more you’ll lower your own Scope 3 emissions.

Optimize logistics

Transportation and other logistics activities are a common source of a company’s Scope 3 emissions. Remember that all forms of transportation and storage are considered part of these emissions. Looking for ways to minimize logistical fuel consumption can lower your carbon footprint and help you optimize your supply chain at the same time.

For example, audit the types of vehicles you and your partners are using to transport your products. Is there an opportunity to upgrade to an electrical or hybrid alternative? You might also reassess your route planning to minimize travel distances or consolidate shipments to make fewer trips altogether. Even a few miles saved will add up to fewer emissions per year, especially for large operations.

Implement circularity and emphasize good recycling practices

McKinsey defines circularity as “practices that optimize resource use and minimize waste across the entire productive and consumption cycle, emphasizing sustainability and economic efficiency.” By reducing waste and promoting reuse, circularity helps reduce emissions in both the downstream and upstream sections of the value chain.

Optimizing your supply or value chain for circularity from end to end will be a long-term project, but you can start with a few small steps. You might be surprised how impactful even small changes to your supply chain can be. For example, choosing products (e.g., packaging) made with recycled materials could reduce your emissions without significantly inconveniencing your operation. Designing products for reusability and recyclability can help reduce end-of-life treatment emissions.

 

Strengthening Your Supply Chain to Reduce Carbon Emissions

Reducing supply chain emissions is about measurement and engagement. The most effective Scope 3 strategies involve collaboration across your value chain, from raw material sourcing to product end-of-life.

At Antea Group, we help organizations move beyond basic reporting to actively engage suppliers, strengthen value chain relationships, and identify practical opportunities to reduce emissions while improving operational performance.

If you’re ready to take a more strategic approach to Scope 3 emissions and value chain sustainability, connect with our team to explore how supply chain engagement can help reduce your carbon footprint while strengthening your business.

Key Takeaways:

• The greenhouse gas emissions your business controls directly are likely only a fraction of your total carbon footprint; understanding where the rest comes from is the first step toward meaningful reduction.
• Scope 3 emissions span a wide range of business activities, from raw material sourcing to how customers use and dispose of your product, and each stage represents both a challenge and an opportunity.
• Engaging suppliers directly through structured programs is one of the most powerful levers available to companies looking to reduce Scope 3 emissions.
• Logistics optimization has the potential to simultaneously align sustainability improvements with operational efficiency gains.
• Circularity strategies, even when implemented incrementally, can help reduce emissions at multiple points across the value chain, from procurement choices to end-of-life product design.

 

Did you know that the carbon emissions for which your business is directly responsible represent just a small portion of your overall carbon footprint?

Today, most companies rely on a long and complex supply chain to guide their product through its lifecycle. Depending on the size of your company and the complexity of your product, this could include hundreds of steps and dozens of third parties, all cooperating to get your product into your customer’s hands, and disposing of it at the end of its life.

Every stage of this long journey generates greenhouse gas emissions, and mitigating them is a key opportunity for many companies looking to reduce their carbon footprint.

 

What is my supply chain’s carbon footprint?

Your supply chain’s carbon footprint is the greenhouse gas (GHG) emissions produced during phases of your product’s or service’s lifecycle that are outside your company’s direct control.

These emissions are also known as Scope 3 GHG emissions, and are still considered part of a company’s overall carbon footprint because they are a consequence of that company doing business.

One thing to note: You may see and hear “supply chain” and “value chain” used interchangeably, but there are some distinctions. “Supply chain” refers to upstream activities, such as manufacturing, transportation, and distribution of purchased goods. “Value chain” includes the supply chain, and also encompasses downstream activities including distribution of products to customers, and product use and disposal.

Common examples of supply- or value chain-related sources of carbon emissions can include:

• Energy consumption during the sourcing of materials used to manufacture the product (e.g., from activities such as mining, logging, farming, etc.)
• Energy consumption associated with manufacturing and production of any other goods brought into your company, used to conduct business or make and sell the product (such as packaging)
• Fuel consumption during transportation and other logistics (such as storage)
• Energy consumption during the use of the product or service.
• Energy consumption and process emissions during the disposal of the product or service. This can include ongoing emissions created by landfills, depending on the method of disposal and waste treatment.

Learn more in our webinar recap: Engaging Supply Chain on Scope 3 for Strategic Advantage

 

How supply chain management can help reduce your carbon footprint

Although Scope 3 emissions can be notoriously difficult to fully measure, there are still plenty of actions you can take right now to reduce your supply chain’s carbon emissions.

Collaborate with suppliers through supply chain engagement

Emissions embedded in purchased goods typically represent a company’s largest source of Scope 3 emissions. As a trusted business partner and client, chances are your company has a good working relationship with many of your supply chain partners.

Energy use, carbon footprint, or other information can be requested from suppliers using supply chain engagement programs. Quantifying your suppliers’ product-level footprints is an important first step to measuring progress on your own Scope 3 emissions.

Several different programs exist that companies like yours can use:

• The CDP Supply Chain initiative, which provides a questionnaire on carbon emissions to your suppliers at your request.
• The Supplier Ethical Data Exchange, which offers member companies a database to store, share, and report information on their supply chain.
• The Global Reporting Initiative, which collects the most widely used standards for sustainability reporting, provides examples of relevant information and data to collect from suppliers.

By using programs like these, you can collect emission data from your suppliers and start to better understand their carbon footprints. Gathering this data helps you calculate your own supply chain emissions more precisely and helps identify opportunities for mitigation. The more data you collect, the more of these opportunities you can discover, and the more impactful your next steps will be.

As you build this relationship, consider offering suppliers training, tools, and other support toward improving their own carbon footprints.

Introducing collaborative strategies like joint training workshops can be a win-win for you and your suppliers. Together, you can proactively identify opportunities to lower both of your carbon footprints and mutually benefit from the improvements. You might also, for example, pass along information on how to reduce energy consumption or procure renewable electricity. The more steps each of your suppliers take to reduce their carbon footprint, the more you’ll lower your own Scope 3 emissions.

Optimize logistics

Transportation and other logistics activities are a common source of a company’s Scope 3 emissions. Remember that all forms of transportation and storage are considered part of these emissions. Looking for ways to minimize logistical fuel consumption can lower your carbon footprint and help you optimize your supply chain at the same time.

For example, audit the types of vehicles you and your partners are using to transport your products. Is there an opportunity to upgrade to an electrical or hybrid alternative? You might also reassess your route planning to minimize travel distances or consolidate shipments to make fewer trips altogether. Even a few miles saved will add up to fewer emissions per year, especially for large operations.

Implement circularity and emphasize good recycling practices

McKinsey defines circularity as “practices that optimize resource use and minimize waste across the entire productive and consumption cycle, emphasizing sustainability and economic efficiency.” By reducing waste and promoting reuse, circularity helps reduce emissions in both the downstream and upstream sections of the value chain.

Optimizing your supply or value chain for circularity from end to end will be a long-term project, but you can start with a few small steps. You might be surprised how impactful even small changes to your supply chain can be. For example, choosing products (e.g., packaging) made with recycled materials could reduce your emissions without significantly inconveniencing your operation. Designing products for reusability and recyclability can help reduce end-of-life treatment emissions.

 

Strengthening Your Supply Chain to Reduce Carbon Emissions

Reducing supply chain emissions is about measurement and engagement. The most effective Scope 3 strategies involve collaboration across your value chain, from raw material sourcing to product end-of-life.

At Antea Group, we help organizations move beyond basic reporting to actively engage suppliers, strengthen value chain relationships, and identify practical opportunities to reduce emissions while improving operational performance.

If you’re ready to take a more strategic approach to Scope 3 emissions and value chain sustainability, connect with our team to explore how supply chain engagement can help reduce your carbon footprint while strengthening your business.

Across the Caribbean, a quiet shift is underway. As global trade becomes more regionalized and supply chains more selective, countries are rethinking how they compete – not just as investment destinations, but as reliable participants in global trade.

At the center of this shift is logistics.

Recent analysis from the DP World Effect: Dominican Republic study highlights a growing reality: export competitiveness is no longer driven primarily by incentives. It depends on whether goods can move efficiently, predictably, and at scale.

From Constraint to Competitive Advantage

For decades, many Caribbean economies faced a common challenge: not a lack of production potential, but difficulty connecting that production to global markets.

High transport costs, fragmented shipping routes, and limited service frequency created uncertainty, making it harder for businesses to participate in global value chains. As those barriers begin to ease, the opportunity is not just incremental growth. It is structural.

Efficient logistics systems reduce risk, improve reliability, and shorten time to market. In a nearshoring environment where consistency matters as much as proximity, these factors are becoming decisive.

The Rise of Integrated Trade Ecosystems

What is changing now is not just infrastructure, but how it is used.

Ports, logistics services, and industrial zones are increasingly operating as integrated ecosystems rather than standalone assets. This reduces friction across the supply chain and enables a broader range of companies – including small and mid-sized manufacturers – to participate in export activity.

In the Dominican Republic, this model is already taking shape, helping position the country as a more reliable and scalable node in global trade networks. DP World’s integrated port and logistics operations at Caucedo underscore this shift.

Sustainability Is Now Part of the Logistics Equation

As logistics becomes central to economic growth, expectations are also evolving.

Today, competitiveness is not defined solely by cost and speed, it is increasingly shaped by sustainability performance. Global shippers and investors are paying closer attention to how goods move, not just how quickly.

In the Dominican Republic, DP World’s operations illustrate how this shift is playing out in practice, combining operational efficiency with measurable environmental and social impact.

Key initiatives include:

• Electrifying port operations through electric internal transfer vehicles and charging infrastructure
• Generating renewable energy on site through a photovoltaic solar plant
• Advancing mangrove restoration and watershed protection to support climate resilience
• Delivering workforce development, youth training, and micro-entrepreneurship programs

These efforts – along with national recognition for sustainable investment and responsible infrastructure – demonstrate how logistics platforms can deliver both economic performance and long-term sustainability outcomes.

A Regional Inflection Point

The implications extend across the Caribbean.

As nearshoring reshapes global production networks, companies are becoming more selective about where they invest. Proximity alone is no longer enough: locations must offer reliable logistics, integrated infrastructure, and credible progress on sustainability.

For the region, this creates a clear opportunity: to position logistics not just as infrastructure, but as a strategic asset that enables both economic growth and sustainable development.

The Bottom Line

The future of export-led growth in the Caribbean will be determined by logistics capability.

Where systems are connected, efficient, and sustainable, trade can scale. Where they are not, growth will remain constrained regardless of incentives.

As global trade continues to evolve, the countries that invest in resilient, lower-carbon logistics systems will be best positioned to convert nearshoring momentum into long-term, inclusive growth.

Learn more about DP World’s impact in the Dominican Republic

Across the Caribbean, a quiet shift is underway. As global trade becomes more regionalized and supply chains more selective, countries are rethinking how they compete – not just as investment destinations, but as reliable participants in global trade.

At the center of this shift is logistics.

Recent analysis from the DP World Effect: Dominican Republic study highlights a growing reality: export competitiveness is no longer driven primarily by incentives. It depends on whether goods can move efficiently, predictably, and at scale.

From Constraint to Competitive Advantage

For decades, many Caribbean economies faced a common challenge: not a lack of production potential, but difficulty connecting that production to global markets.

High transport costs, fragmented shipping routes, and limited service frequency created uncertainty, making it harder for businesses to participate in global value chains. As those barriers begin to ease, the opportunity is not just incremental growth. It is structural.

Efficient logistics systems reduce risk, improve reliability, and shorten time to market. In a nearshoring environment where consistency matters as much as proximity, these factors are becoming decisive.

The Rise of Integrated Trade Ecosystems

What is changing now is not just infrastructure, but how it is used.

Ports, logistics services, and industrial zones are increasingly operating as integrated ecosystems rather than standalone assets. This reduces friction across the supply chain and enables a broader range of companies – including small and mid-sized manufacturers – to participate in export activity.

In the Dominican Republic, this model is already taking shape, helping position the country as a more reliable and scalable node in global trade networks. DP World’s integrated port and logistics operations at Caucedo underscore this shift.

Sustainability Is Now Part of the Logistics Equation

As logistics becomes central to economic growth, expectations are also evolving.

Today, competitiveness is not defined solely by cost and speed, it is increasingly shaped by sustainability performance. Global shippers and investors are paying closer attention to how goods move, not just how quickly.

In the Dominican Republic, DP World’s operations illustrate how this shift is playing out in practice, combining operational efficiency with measurable environmental and social impact.

Key initiatives include:

• Electrifying port operations through electric internal transfer vehicles and charging infrastructure
• Generating renewable energy on site through a photovoltaic solar plant
• Advancing mangrove restoration and watershed protection to support climate resilience
• Delivering workforce development, youth training, and micro-entrepreneurship programs

These efforts – along with national recognition for sustainable investment and responsible infrastructure – demonstrate how logistics platforms can deliver both economic performance and long-term sustainability outcomes.

A Regional Inflection Point

The implications extend across the Caribbean.

As nearshoring reshapes global production networks, companies are becoming more selective about where they invest. Proximity alone is no longer enough: locations must offer reliable logistics, integrated infrastructure, and credible progress on sustainability.

For the region, this creates a clear opportunity: to position logistics not just as infrastructure, but as a strategic asset that enables both economic growth and sustainable development.

The Bottom Line

The future of export-led growth in the Caribbean will be determined by logistics capability.

Where systems are connected, efficient, and sustainable, trade can scale. Where they are not, growth will remain constrained regardless of incentives.

As global trade continues to evolve, the countries that invest in resilient, lower-carbon logistics systems will be best positioned to convert nearshoring momentum into long-term, inclusive growth.

Learn more about DP World’s impact in the Dominican Republic