Tag: 3BL

SANTO DOMINGO, DOMINICAN REPUBLIC, APRIL 20, 2026 /3BL/ – DP World has been recognized with the “Sustainable Organization: Sustainability Culture” award at the Dominican Republic’s National Sustainability 3Rs Awards, highlighting the company’s leadership in embedding environmental and social responsibility into its operations and long-term business strategy.

The annual award brings together organizations from across the public and private sectors and evaluates performance based on technical rigor, institutional alignment, and measurable impact. For DP World, the recognition reflects a multi-year approach to integrating sustainability across its operations, community engagement, and investment decisions.

Between 2021 and 2025, DP World invested approximately RD$98.7 million (US$1.7 million) in social and environmental initiatives in Boca Chica and surrounding communities. These investments have supported programs in education, healthcare, infrastructure, and institutional development, reflecting a structured approach to long-term community engagement designed to deliver measurable and lasting outcomes.

Manuel Martínez, CEO of DP World Dominican Republic, said: “Integrating sustainability into the way we operate is both a responsibility and a strategic priority. Protecting natural resources, supporting community development, and preparing future generations are essential to building resilient logistics ecosystems.”

Investing in People and Future Talent

A cornerstone of DP World’s sustainability strategy in the Dominican Republic is its focus on education and workforce readiness. Through its Global Educational Platform and programs such as Vision Futuro, the company has supported more than 7,000 young people with academic, technical, and vocational training.

By prioritizing digital skills, green competencies, and training aligned with sustainable operations, these initiatives are helping to build a more inclusive talent pipeline while strengthening long-term economic opportunity in local communities.

Advancing Environmental Stewardship and Climate Resilience

Environmental protection remains a central pillar of DP World’s approach. The award recognized initiatives such as watershed restoration projects developed in partnership with local organizations to safeguard water resources, along with coastal ecosystem programs focused on mangrove restoration and biodiversity protection.

These efforts not only enhance environmental conditions but also contribute to climate resilience in communities closely connected to DP World’s logistics operations.

This progress aligns with broader sustainability advancements across DP World’s Latin America operations. In the Dominican Republic, initiatives such as renewable energy generation, equipment electrification, and ecosystem restoration are contributing to measurable reductions in emissions while strengthening operational efficiency and environmental performance.

Linking Sustainability, Investment, and Growth 

DP World’s recognition for sustainability culture also reinforces its role as a driver of responsible economic development in the Dominican Republic. By aligning infrastructure investment with environmental stewardship and community impact, the company is helping to position the country as a competitive and sustainable trade hub.

This integrated model — connecting people, planets, and economic viability — demonstrates how businesses can deliver long-term value while supporting national development priorities and global sustainability goals.

As companies across the logistics and trade sectors face increasing pressure to decarbonize and deliver inclusive growth, DP World’s approach offers a clear example of how sustainability can be embedded into both operations and investment strategies.

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

KeyBank’s Key4Women and Key Private Bank will host a free, one-hour virtual webinar, Positioned for Growth: Lending & Access to Capital, on Monday, April 27, at 1:00 p.m. ET / 11:00 a.m. MT / 10:00 a.m. PT.

The event is designed to give business owners and professionals practical insight into how thoughtful lending strategies and access to capital can support long-term success and sustainable growth.

The webinar will feature Cathy O’Malley-Kearney, J.D., executive vice president and national head of Key Private Bank, in a fireside chat with two KeyBank leaders: Kalimah Z. White, estate planning advisor with Key Private Bank, and Sabrina Webster, senior vice president and commercial banking leader for KeyBank Central New York. Together, the panel will share real-world perspectives on capital planning and how strong banking relationships can help businesses prepare for their next phase of growth.

“This is the webinar we all need, regardless of what business we’re in or what stage of life we’re in,” said O’Malley-Kearney. “The insights from this conversation can be put into action right away and help support smarter decisions for the future.”

Topics will include how lending fits into an overall wealth and business strategy, common misconceptions about borrowing, and ways capital planning can build confidence and informed decision-making over time. Participants will also learn how to prepare for productive conversations with a banker and view capital as a flexible tool rather than a one-time transaction.

For more information, contact key4women@keybank.com or register online by April 27^th here.

Key Wealth, Key Private Bank, Key Family Wealth, KeyBank Institutional Advisors and Key Private Client are marketing names for KeyBank National Association (KeyBank) and certain affiliates, such as Key Investment Services LLC (KIS) and KeyCorp Insurance Agency USA Inc. (KIA). Content provided for informational and educational purposes only and is in no way to be construed as financial, investment, or legal advice. We cannot and do not guarantee its applicability or accuracy in regard to your individual circumstances. All examples are hypothetical and are for illustrative purposes. We encourage you to seek personalized advice from qualified professionals regarding all personal financial issues. The link(s) provided in this email are not owned or operated by KeyBank.

KeyBank is not responsible for any scheduling conflicts, cancellations, postponement, access or connectivity issues, or force majeure event whatsoever associated with KeyBank’s vendors’ or Key4Women webinars. KeyBank is not responsible or liable for, and is hereby released from, any and all costs, injuries, losses or damages of any kind, due in whole or in part, directly or indirectly, to participation in Key4Women webinars. Key4Women is a registered trademark of KeyCorp. ©2026 KeyCorp®. All rights reserved.

 

About Key Private Bank
Key Private Bank is a leading provider of wealth management solutions and advice for high-net worth and ultra-high-net-worth clients, including wealth advisory, investment management, trust administration, customized credit, and private banking services. Key’s wealth management platform combines the market insights of local advisors with a national team of wealth and investment strategists to deliver proactive and personalized advice and expertise to clients. Advisors also leverage partnerships with Key’s business banking and capital markets teams to build wealth plans tailored to meet each client’s specific need. Key Private Bank’s wealth management platform is delivered across 15 of the United States. Key Private Bank has approximately $61 billion in AUM and $125 billion in AUA at December 31, 2025.

About KeyCorp
KeyCorp’s roots trace back more than 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $184 billion at December 31, 2025. Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 950 branches and approximately 1,200 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank Member FDIC. CFMA #260402-4296478

CONTACT:

Laura Suter | Regional Communications Manager | 206-343-6953 | laura_suter@keybank.com

Originally published by Baltimore Business Journal

By Raymone Jackson, CLU, MBA – President, T. Rowe Price Foundation and Head of Community Affairs
Mar 27, 2026

There’s a question I often come back to. Not in meetings or presentations, but in the quieter moments. On a drive through West Baltimore or my own neighborhood. After a conversation with a tenured nonprofit leader. In the space between what we plan and what actually happens.

What does it look like to stay?

Not to show up once. Not to write a check and move on. But to stay in a community, in a relationship, in the work long enough for something real to take root.

This year marks 45 years since the T. Rowe Price Foundation was established in Baltimore. And as I reflect on what that means, I keep coming back to that question.

The Foundation was founded in 1981 with a simple belief: A financial services firm should invest in the places and spaces where its people live and work. Not as charity. Not as obligation. As practice. As responsibility. One that is deeply intertwined with its mission and commitment to making a meaningful difference in people’s lives.

Over those 45 years, the Foundation has contributed more than $204 million to communities, primarily here in Baltimore. But numbers only tell part of the story.

As president of the Foundation and as someone who has spent a career thinking about and advancing how institutions serve people, I’ve come to appreciate that the real measure isn’t the size of the investment. It’s the quality of the relationship.

One of the tenets of the T. Rowe Price Foundation is listening. We let what we hear shift what we do. This community-informed approach recognizes that the people closest to the work are best positioned to shape how resources are used and solutions are implemented.

In 2015, our principles were put to the test following the murder of Freddie Gray. We chose to listen. The Foundation team attended nearly 150 community discussions. They asked questions. They took notes. And from those conversations came the Foundation’s first place-based investment: a multiyear commitment to West Baltimore that focused on leadership, capacity, and financial empowerment.

That wasn’t a response. It was part of a movement.

In the finance industry, we talk about compounding, the way consistent contributions grow over years. The same principle holds in community work.

Our Capacity Building Program is a good example. Since 2016, it has engaged more than 13,000 individuals from nonprofit organizations across Baltimore. The program walks alongside leaders, helping them strengthen their organizations from the inside out. It’s not flashy or fast, but over time, it builds something durable.

DesignFest, our partnership with the Maryland Institute College of Art and the Neighborhood Design Center, is another. It connects pro bono designers and marketers with nonprofits that need help telling their story. More than 100 organizations have received in-kind creative support. For a small nonprofit trying to reach the people they serve, that kind of help can shift everything.

And Money Confident Kids, our global financial literacy program, now reaches families in the U.S., the UK, Australia, and Japan. Financial literacy is one of the most powerful tools we can put in a young person’s hands. When they understand how money works, they start to see different possibilities for their lives.

These programs and partnerships grew out of conversations with communities, T. Rowe Price associates, and clients about what was needed. And they endure because we stayed long enough to see them through.

Beyond our programs, last year, well over 400 of our associates served on nonprofit boards across the country. Forty percent of our global workforce donated or volunteered. Our associates logged more than 37,000 hours of volunteer service supporting nonprofit organizations.

That’s not a program. It’s ingrained in our culture. Our associates show up because they understand that their presence matters. And that understanding, passed along from one associate to the next, is part of our firm’s culture and legacy.

Throughout our history, we’ve seen neighborhoods change and young people grow into leaders. This work hasn’t gotten easier, only deeper and more focused.

The most meaningful investments don’t always look like investments at the start. Sometimes it’s a conversation. A convening. A workshop. A mentor sitting with a young person. A designer helping a nonprofit find its voice.

They look like people choosing to stay.

Baltimore has always been our home. This Foundation exists because T. Rowe Price believes in supporting the communities where our associates live and work. Not in theory. In practice. Every day. In small and large ways.

Forty-five years in, we’re still learning. Still listening.

Still here.

Raymone Jackson is the president of the T. Rowe Price Foundation and head of Community Affairs at T. Rowe Price. He champions and guides the firm’s community investments, inclusion, corporate communications, and sustainability strategies.
 

Originally published by Baltimore Business Journal

By Raymone Jackson, CLU, MBA – President, T. Rowe Price Foundation and Head of Community Affairs
Mar 27, 2026

There’s a question I often come back to. Not in meetings or presentations, but in the quieter moments. On a drive through West Baltimore or my own neighborhood. After a conversation with a tenured nonprofit leader. In the space between what we plan and what actually happens.

What does it look like to stay?

Not to show up once. Not to write a check and move on. But to stay in a community, in a relationship, in the work long enough for something real to take root.

This year marks 45 years since the T. Rowe Price Foundation was established in Baltimore. And as I reflect on what that means, I keep coming back to that question.

The Foundation was founded in 1981 with a simple belief: A financial services firm should invest in the places and spaces where its people live and work. Not as charity. Not as obligation. As practice. As responsibility. One that is deeply intertwined with its mission and commitment to making a meaningful difference in people’s lives.

Over those 45 years, the Foundation has contributed more than $204 million to communities, primarily here in Baltimore. But numbers only tell part of the story.

As president of the Foundation and as someone who has spent a career thinking about and advancing how institutions serve people, I’ve come to appreciate that the real measure isn’t the size of the investment. It’s the quality of the relationship.

One of the tenets of the T. Rowe Price Foundation is listening. We let what we hear shift what we do. This community-informed approach recognizes that the people closest to the work are best positioned to shape how resources are used and solutions are implemented.

In 2015, our principles were put to the test following the murder of Freddie Gray. We chose to listen. The Foundation team attended nearly 150 community discussions. They asked questions. They took notes. And from those conversations came the Foundation’s first place-based investment: a multiyear commitment to West Baltimore that focused on leadership, capacity, and financial empowerment.

That wasn’t a response. It was part of a movement.

In the finance industry, we talk about compounding, the way consistent contributions grow over years. The same principle holds in community work.

Our Capacity Building Program is a good example. Since 2016, it has engaged more than 13,000 individuals from nonprofit organizations across Baltimore. The program walks alongside leaders, helping them strengthen their organizations from the inside out. It’s not flashy or fast, but over time, it builds something durable.

DesignFest, our partnership with the Maryland Institute College of Art and the Neighborhood Design Center, is another. It connects pro bono designers and marketers with nonprofits that need help telling their story. More than 100 organizations have received in-kind creative support. For a small nonprofit trying to reach the people they serve, that kind of help can shift everything.

And Money Confident Kids, our global financial literacy program, now reaches families in the U.S., the UK, Australia, and Japan. Financial literacy is one of the most powerful tools we can put in a young person’s hands. When they understand how money works, they start to see different possibilities for their lives.

These programs and partnerships grew out of conversations with communities, T. Rowe Price associates, and clients about what was needed. And they endure because we stayed long enough to see them through.

Beyond our programs, last year, well over 400 of our associates served on nonprofit boards across the country. Forty percent of our global workforce donated or volunteered. Our associates logged more than 37,000 hours of volunteer service supporting nonprofit organizations.

That’s not a program. It’s ingrained in our culture. Our associates show up because they understand that their presence matters. And that understanding, passed along from one associate to the next, is part of our firm’s culture and legacy.

Throughout our history, we’ve seen neighborhoods change and young people grow into leaders. This work hasn’t gotten easier, only deeper and more focused.

The most meaningful investments don’t always look like investments at the start. Sometimes it’s a conversation. A convening. A workshop. A mentor sitting with a young person. A designer helping a nonprofit find its voice.

They look like people choosing to stay.

Baltimore has always been our home. This Foundation exists because T. Rowe Price believes in supporting the communities where our associates live and work. Not in theory. In practice. Every day. In small and large ways.

Forty-five years in, we’re still learning. Still listening.

Still here.

Raymone Jackson is the president of the T. Rowe Price Foundation and head of Community Affairs at T. Rowe Price. He champions and guides the firm’s community investments, inclusion, corporate communications, and sustainability strategies.
 

Originally published by Baltimore Business Journal

By Raymone Jackson, CLU, MBA – President, T. Rowe Price Foundation and Head of Community Affairs
Mar 27, 2026

There’s a question I often come back to. Not in meetings or presentations, but in the quieter moments. On a drive through West Baltimore or my own neighborhood. After a conversation with a tenured nonprofit leader. In the space between what we plan and what actually happens.

What does it look like to stay?

Not to show up once. Not to write a check and move on. But to stay in a community, in a relationship, in the work long enough for something real to take root.

This year marks 45 years since the T. Rowe Price Foundation was established in Baltimore. And as I reflect on what that means, I keep coming back to that question.

The Foundation was founded in 1981 with a simple belief: A financial services firm should invest in the places and spaces where its people live and work. Not as charity. Not as obligation. As practice. As responsibility. One that is deeply intertwined with its mission and commitment to making a meaningful difference in people’s lives.

Over those 45 years, the Foundation has contributed more than $204 million to communities, primarily here in Baltimore. But numbers only tell part of the story.

As president of the Foundation and as someone who has spent a career thinking about and advancing how institutions serve people, I’ve come to appreciate that the real measure isn’t the size of the investment. It’s the quality of the relationship.

One of the tenets of the T. Rowe Price Foundation is listening. We let what we hear shift what we do. This community-informed approach recognizes that the people closest to the work are best positioned to shape how resources are used and solutions are implemented.

In 2015, our principles were put to the test following the murder of Freddie Gray. We chose to listen. The Foundation team attended nearly 150 community discussions. They asked questions. They took notes. And from those conversations came the Foundation’s first place-based investment: a multiyear commitment to West Baltimore that focused on leadership, capacity, and financial empowerment.

That wasn’t a response. It was part of a movement.

In the finance industry, we talk about compounding, the way consistent contributions grow over years. The same principle holds in community work.

Our Capacity Building Program is a good example. Since 2016, it has engaged more than 13,000 individuals from nonprofit organizations across Baltimore. The program walks alongside leaders, helping them strengthen their organizations from the inside out. It’s not flashy or fast, but over time, it builds something durable.

DesignFest, our partnership with the Maryland Institute College of Art and the Neighborhood Design Center, is another. It connects pro bono designers and marketers with nonprofits that need help telling their story. More than 100 organizations have received in-kind creative support. For a small nonprofit trying to reach the people they serve, that kind of help can shift everything.

And Money Confident Kids, our global financial literacy program, now reaches families in the U.S., the UK, Australia, and Japan. Financial literacy is one of the most powerful tools we can put in a young person’s hands. When they understand how money works, they start to see different possibilities for their lives.

These programs and partnerships grew out of conversations with communities, T. Rowe Price associates, and clients about what was needed. And they endure because we stayed long enough to see them through.

Beyond our programs, last year, well over 400 of our associates served on nonprofit boards across the country. Forty percent of our global workforce donated or volunteered. Our associates logged more than 37,000 hours of volunteer service supporting nonprofit organizations.

That’s not a program. It’s ingrained in our culture. Our associates show up because they understand that their presence matters. And that understanding, passed along from one associate to the next, is part of our firm’s culture and legacy.

Throughout our history, we’ve seen neighborhoods change and young people grow into leaders. This work hasn’t gotten easier, only deeper and more focused.

The most meaningful investments don’t always look like investments at the start. Sometimes it’s a conversation. A convening. A workshop. A mentor sitting with a young person. A designer helping a nonprofit find its voice.

They look like people choosing to stay.

Baltimore has always been our home. This Foundation exists because T. Rowe Price believes in supporting the communities where our associates live and work. Not in theory. In practice. Every day. In small and large ways.

Forty-five years in, we’re still learning. Still listening.

Still here.

Raymone Jackson is the president of the T. Rowe Price Foundation and head of Community Affairs at T. Rowe Price. He champions and guides the firm’s community investments, inclusion, corporate communications, and sustainability strategies.
 

Originally published by Baltimore Business Journal

By Raymone Jackson, CLU, MBA – President, T. Rowe Price Foundation and Head of Community Affairs
Mar 27, 2026

There’s a question I often come back to. Not in meetings or presentations, but in the quieter moments. On a drive through West Baltimore or my own neighborhood. After a conversation with a tenured nonprofit leader. In the space between what we plan and what actually happens.

What does it look like to stay?

Not to show up once. Not to write a check and move on. But to stay in a community, in a relationship, in the work long enough for something real to take root.

This year marks 45 years since the T. Rowe Price Foundation was established in Baltimore. And as I reflect on what that means, I keep coming back to that question.

The Foundation was founded in 1981 with a simple belief: A financial services firm should invest in the places and spaces where its people live and work. Not as charity. Not as obligation. As practice. As responsibility. One that is deeply intertwined with its mission and commitment to making a meaningful difference in people’s lives.

Over those 45 years, the Foundation has contributed more than $204 million to communities, primarily here in Baltimore. But numbers only tell part of the story.

As president of the Foundation and as someone who has spent a career thinking about and advancing how institutions serve people, I’ve come to appreciate that the real measure isn’t the size of the investment. It’s the quality of the relationship.

One of the tenets of the T. Rowe Price Foundation is listening. We let what we hear shift what we do. This community-informed approach recognizes that the people closest to the work are best positioned to shape how resources are used and solutions are implemented.

In 2015, our principles were put to the test following the murder of Freddie Gray. We chose to listen. The Foundation team attended nearly 150 community discussions. They asked questions. They took notes. And from those conversations came the Foundation’s first place-based investment: a multiyear commitment to West Baltimore that focused on leadership, capacity, and financial empowerment.

That wasn’t a response. It was part of a movement.

In the finance industry, we talk about compounding, the way consistent contributions grow over years. The same principle holds in community work.

Our Capacity Building Program is a good example. Since 2016, it has engaged more than 13,000 individuals from nonprofit organizations across Baltimore. The program walks alongside leaders, helping them strengthen their organizations from the inside out. It’s not flashy or fast, but over time, it builds something durable.

DesignFest, our partnership with the Maryland Institute College of Art and the Neighborhood Design Center, is another. It connects pro bono designers and marketers with nonprofits that need help telling their story. More than 100 organizations have received in-kind creative support. For a small nonprofit trying to reach the people they serve, that kind of help can shift everything.

And Money Confident Kids, our global financial literacy program, now reaches families in the U.S., the UK, Australia, and Japan. Financial literacy is one of the most powerful tools we can put in a young person’s hands. When they understand how money works, they start to see different possibilities for their lives.

These programs and partnerships grew out of conversations with communities, T. Rowe Price associates, and clients about what was needed. And they endure because we stayed long enough to see them through.

Beyond our programs, last year, well over 400 of our associates served on nonprofit boards across the country. Forty percent of our global workforce donated or volunteered. Our associates logged more than 37,000 hours of volunteer service supporting nonprofit organizations.

That’s not a program. It’s ingrained in our culture. Our associates show up because they understand that their presence matters. And that understanding, passed along from one associate to the next, is part of our firm’s culture and legacy.

Throughout our history, we’ve seen neighborhoods change and young people grow into leaders. This work hasn’t gotten easier, only deeper and more focused.

The most meaningful investments don’t always look like investments at the start. Sometimes it’s a conversation. A convening. A workshop. A mentor sitting with a young person. A designer helping a nonprofit find its voice.

They look like people choosing to stay.

Baltimore has always been our home. This Foundation exists because T. Rowe Price believes in supporting the communities where our associates live and work. Not in theory. In practice. Every day. In small and large ways.

Forty-five years in, we’re still learning. Still listening.

Still here.

Raymone Jackson is the president of the T. Rowe Price Foundation and head of Community Affairs at T. Rowe Price. He champions and guides the firm’s community investments, inclusion, corporate communications, and sustainability strategies.
 

Originally published by Baltimore Business Journal

By Raymone Jackson, CLU, MBA – President, T. Rowe Price Foundation and Head of Community Affairs
Mar 27, 2026

There’s a question I often come back to. Not in meetings or presentations, but in the quieter moments. On a drive through West Baltimore or my own neighborhood. After a conversation with a tenured nonprofit leader. In the space between what we plan and what actually happens.

What does it look like to stay?

Not to show up once. Not to write a check and move on. But to stay in a community, in a relationship, in the work long enough for something real to take root.

This year marks 45 years since the T. Rowe Price Foundation was established in Baltimore. And as I reflect on what that means, I keep coming back to that question.

The Foundation was founded in 1981 with a simple belief: A financial services firm should invest in the places and spaces where its people live and work. Not as charity. Not as obligation. As practice. As responsibility. One that is deeply intertwined with its mission and commitment to making a meaningful difference in people’s lives.

Over those 45 years, the Foundation has contributed more than $204 million to communities, primarily here in Baltimore. But numbers only tell part of the story.

As president of the Foundation and as someone who has spent a career thinking about and advancing how institutions serve people, I’ve come to appreciate that the real measure isn’t the size of the investment. It’s the quality of the relationship.

One of the tenets of the T. Rowe Price Foundation is listening. We let what we hear shift what we do. This community-informed approach recognizes that the people closest to the work are best positioned to shape how resources are used and solutions are implemented.

In 2015, our principles were put to the test following the murder of Freddie Gray. We chose to listen. The Foundation team attended nearly 150 community discussions. They asked questions. They took notes. And from those conversations came the Foundation’s first place-based investment: a multiyear commitment to West Baltimore that focused on leadership, capacity, and financial empowerment.

That wasn’t a response. It was part of a movement.

In the finance industry, we talk about compounding, the way consistent contributions grow over years. The same principle holds in community work.

Our Capacity Building Program is a good example. Since 2016, it has engaged more than 13,000 individuals from nonprofit organizations across Baltimore. The program walks alongside leaders, helping them strengthen their organizations from the inside out. It’s not flashy or fast, but over time, it builds something durable.

DesignFest, our partnership with the Maryland Institute College of Art and the Neighborhood Design Center, is another. It connects pro bono designers and marketers with nonprofits that need help telling their story. More than 100 organizations have received in-kind creative support. For a small nonprofit trying to reach the people they serve, that kind of help can shift everything.

And Money Confident Kids, our global financial literacy program, now reaches families in the U.S., the UK, Australia, and Japan. Financial literacy is one of the most powerful tools we can put in a young person’s hands. When they understand how money works, they start to see different possibilities for their lives.

These programs and partnerships grew out of conversations with communities, T. Rowe Price associates, and clients about what was needed. And they endure because we stayed long enough to see them through.

Beyond our programs, last year, well over 400 of our associates served on nonprofit boards across the country. Forty percent of our global workforce donated or volunteered. Our associates logged more than 37,000 hours of volunteer service supporting nonprofit organizations.

That’s not a program. It’s ingrained in our culture. Our associates show up because they understand that their presence matters. And that understanding, passed along from one associate to the next, is part of our firm’s culture and legacy.

Throughout our history, we’ve seen neighborhoods change and young people grow into leaders. This work hasn’t gotten easier, only deeper and more focused.

The most meaningful investments don’t always look like investments at the start. Sometimes it’s a conversation. A convening. A workshop. A mentor sitting with a young person. A designer helping a nonprofit find its voice.

They look like people choosing to stay.

Baltimore has always been our home. This Foundation exists because T. Rowe Price believes in supporting the communities where our associates live and work. Not in theory. In practice. Every day. In small and large ways.

Forty-five years in, we’re still learning. Still listening.

Still here.

Raymone Jackson is the president of the T. Rowe Price Foundation and head of Community Affairs at T. Rowe Price. He champions and guides the firm’s community investments, inclusion, corporate communications, and sustainability strategies.
 

WOONSOCKET, R.I.,— CVS Health® (NYSE: CVS) recently released its inaugural National Economic Impact Report demonstrating the positive economic impact that the company has in communities across the country.

The report demonstrates how CVS Health delivers $474 billion annually for the U.S. economy and supports 1.3 million jobs nationwide through its operations in every U.S. state and Washington, D.C. In addition, CVS Health operations generated $58.6 billion in local, state and federal taxes, helping to fund schools, emergency services and critical infrastructure.

“At CVS Health, our economic impact reaches far beyond our stores, clinics and facilities,” said David Joyner, President and CEO, CVS Health. “To be America’s most trusted health care company means that we help simplify care and improve health one person, one family, one community at a time. Through supporting over a million American jobs and generating significant tax revenue that helps fund schools, emergency services and infrastructure, we create stronger, more resilient communities across the country.”

Nearly 85% of Americans live within 10 miles of a CVS Pharmacy, and CVS Health serves 185 million individuals, expanding access to care across cities, towns and rural communities.

Key highlights from the report*:

• $474 billion annual economic impact
• Approximately 9,000 retail pharmacy locations, as well as more than 1,000 walk-in and primary care medical clinics
• 300,000+ employees; 1.3 million jobs supported
• $58.6 billion in taxes for local, state and federal programs
• $239 million invested in community initiatives
• 84,000 volunteer hours

“We are focused on helping improve communities across America. Supporting health and vitality is the foundation of our business,” said Joyner. “From our beginnings as Consumer Value Store in Lowell, Massachusetts over 60 years ago, to our presence in every state today, we’ve stayed steadfast to our core mission: helping our neighbors and our communities.”

Explore the full National Economic Impact Report, including state-by-state data and community stories, at CVS Health National Economic Impact.

*Source: Parker Strategy Group using data from CVS Health in IMPLAN

###

About CVS Health

CVS Health is a leading health solutions company building a world of health around every consumer, wherever they are. As of September 30, 2025, the Company had approximately 9,000 retail pharmacy locations, more than 1,000 walk-in and primary care medical clinics and a leading pharmacy benefits manager with approximately 87 million plan members. The Company also serves an estimated more than 37 million people through traditional, voluntary and consumer-directed health insurance products and related services, including highly rated Medicare Advantage offerings and a leading standalone Medicare Part D prescription drug plan. The Company’s integrated model uses personalized, technology driven services to connect people to simply better health, increasing access to quality care, delivering better outcomes, and lowering overall costs.

 

WOONSOCKET, R.I.,— CVS Health® (NYSE: CVS) recently released its inaugural National Economic Impact Report demonstrating the positive economic impact that the company has in communities across the country.

The report demonstrates how CVS Health delivers $474 billion annually for the U.S. economy and supports 1.3 million jobs nationwide through its operations in every U.S. state and Washington, D.C. In addition, CVS Health operations generated $58.6 billion in local, state and federal taxes, helping to fund schools, emergency services and critical infrastructure.

“At CVS Health, our economic impact reaches far beyond our stores, clinics and facilities,” said David Joyner, President and CEO, CVS Health. “To be America’s most trusted health care company means that we help simplify care and improve health one person, one family, one community at a time. Through supporting over a million American jobs and generating significant tax revenue that helps fund schools, emergency services and infrastructure, we create stronger, more resilient communities across the country.”

Nearly 85% of Americans live within 10 miles of a CVS Pharmacy, and CVS Health serves 185 million individuals, expanding access to care across cities, towns and rural communities.

Key highlights from the report*:

• $474 billion annual economic impact
• Approximately 9,000 retail pharmacy locations, as well as more than 1,000 walk-in and primary care medical clinics
• 300,000+ employees; 1.3 million jobs supported
• $58.6 billion in taxes for local, state and federal programs
• $239 million invested in community initiatives
• 84,000 volunteer hours

“We are focused on helping improve communities across America. Supporting health and vitality is the foundation of our business,” said Joyner. “From our beginnings as Consumer Value Store in Lowell, Massachusetts over 60 years ago, to our presence in every state today, we’ve stayed steadfast to our core mission: helping our neighbors and our communities.”

Explore the full National Economic Impact Report, including state-by-state data and community stories, at CVS Health National Economic Impact.

*Source: Parker Strategy Group using data from CVS Health in IMPLAN

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About CVS Health

CVS Health is a leading health solutions company building a world of health around every consumer, wherever they are. As of September 30, 2025, the Company had approximately 9,000 retail pharmacy locations, more than 1,000 walk-in and primary care medical clinics and a leading pharmacy benefits manager with approximately 87 million plan members. The Company also serves an estimated more than 37 million people through traditional, voluntary and consumer-directed health insurance products and related services, including highly rated Medicare Advantage offerings and a leading standalone Medicare Part D prescription drug plan. The Company’s integrated model uses personalized, technology driven services to connect people to simply better health, increasing access to quality care, delivering better outcomes, and lowering overall costs.

 

WOONSOCKET, R.I.,— CVS Health® (NYSE: CVS) recently released its inaugural National Economic Impact Report demonstrating the positive economic impact that the company has in communities across the country.

The report demonstrates how CVS Health delivers $474 billion annually for the U.S. economy and supports 1.3 million jobs nationwide through its operations in every U.S. state and Washington, D.C. In addition, CVS Health operations generated $58.6 billion in local, state and federal taxes, helping to fund schools, emergency services and critical infrastructure.

“At CVS Health, our economic impact reaches far beyond our stores, clinics and facilities,” said David Joyner, President and CEO, CVS Health. “To be America’s most trusted health care company means that we help simplify care and improve health one person, one family, one community at a time. Through supporting over a million American jobs and generating significant tax revenue that helps fund schools, emergency services and infrastructure, we create stronger, more resilient communities across the country.”

Nearly 85% of Americans live within 10 miles of a CVS Pharmacy, and CVS Health serves 185 million individuals, expanding access to care across cities, towns and rural communities.

Key highlights from the report*:

• $474 billion annual economic impact
• Approximately 9,000 retail pharmacy locations, as well as more than 1,000 walk-in and primary care medical clinics
• 300,000+ employees; 1.3 million jobs supported
• $58.6 billion in taxes for local, state and federal programs
• $239 million invested in community initiatives
• 84,000 volunteer hours

“We are focused on helping improve communities across America. Supporting health and vitality is the foundation of our business,” said Joyner. “From our beginnings as Consumer Value Store in Lowell, Massachusetts over 60 years ago, to our presence in every state today, we’ve stayed steadfast to our core mission: helping our neighbors and our communities.”

Explore the full National Economic Impact Report, including state-by-state data and community stories, at CVS Health National Economic Impact.

*Source: Parker Strategy Group using data from CVS Health in IMPLAN

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About CVS Health

CVS Health is a leading health solutions company building a world of health around every consumer, wherever they are. As of September 30, 2025, the Company had approximately 9,000 retail pharmacy locations, more than 1,000 walk-in and primary care medical clinics and a leading pharmacy benefits manager with approximately 87 million plan members. The Company also serves an estimated more than 37 million people through traditional, voluntary and consumer-directed health insurance products and related services, including highly rated Medicare Advantage offerings and a leading standalone Medicare Part D prescription drug plan. The Company’s integrated model uses personalized, technology driven services to connect people to simply better health, increasing access to quality care, delivering better outcomes, and lowering overall costs.