Across DP World’s Peru operations, sustainability comes to life through the people, communities, and innovations shaping everyday impact — from cleaner port operations and renewable energy to education, workforce development, and community resilience.
These moments reflect a broader commitment to building more inclusive, low-carbon supply chains while creating lasting value where we operate.
Originally published on Aflac Newsroom
When 5-year-old Arlo Northey arrived at the hospital for the first time after being diagnosed with a brain tumor, his world suddenly felt unfamiliar. There were new faces, new machines and new words like port placement, chemotherapy, treatment plan. It was a lot for anyone to take in, let alone a child trying to understand why life had changed so quickly.
But on that overwhelming day, Arlo was handed something unexpected: a small, soft feathered companion with a gentle heartbeat and a peaceful expression. It was My Special Aflac Duck®, a robotic comfort companion designed for children facing cancer and sickle cell disease.
What happened next, Arlo’s mother said, was nothing short of remarkable.
A tool for understanding and a friend for the journey
Before his port was placed, nurses introduced Arlo to his duck’s medical play accessories — items that mirror the tools used during treatment. With them, Arlo could practice what would soon happen to him. He learned where the duck’s port was, tried out the small toy stethoscope, placed the mock chemotherapy lines and acted out the process step by step.
For a child suddenly thrust into medical complexity, it offered something priceless: understanding.
“It made everything less scary,” his mother Aubrey Northey said. “He could practice on the duck what the doctors were going to do to him. It helped him open up about what he was nervous about, and it made things easier to understand.”
The duck quickly became part of the family’s new routine. Arlo brought it to appointments. He slept with it. When he felt nervous walking into a room full of medical staff, he held it tight.
“He brings it whenever he’s unsure or overwhelmed,” Aubrey says. “It’s become his comfort through every new appointment.”
A source of comfort for the whole family
What surprised Aubrey most was how much the duck helped Arlo’s older brothers, too. Siblings often become silent witnesses to childhood illness — worried, confused and unsure how to express the emotions swirling inside them.
But as the Northey family learned, My Special Aflac Duck wasn’t just designed for patients. It also helps families start the difficult conversations that cancer forces into the room.
Arlo’s brothers used the duck to ask questions, mimic procedures and show their own feelings using the duck’s feeling cards. Those small plastic discs — happy, sad, mad, scared, brave — serve as prompts for children to communicate emotions they don’t yet know how to articulate.
“It helped his brothers understand what was happening and talk about how they were feeling, too,” Aubrey said. “Something about seeing Arlo practice on the duck made it easier for them to ask questions and be part of what he was going through.”
For the Northeys, a simple stuffed animal has become a meaningful partner in navigating a frightening new chapter. It’s a bridge between a child’s imagination and the realities of cancer care — a way to help turn fear into something that can be named, explored and managed.
My Special Aflac Duck was the focus of a three-year study where patients reported a reduction in distress, nausea, pain and procedural anxiety compared to those who had not yet received a duck. This study, involving 160 children and families at 8 different hospitals, also revealed that parents and caregivers reported a reduction in stress and anxiety, showing how My Special Aflac Duck helps children’s support system.
A mission to comfort families when they need it most
Since launching in 2018, My Special Aflac Duck has been delivered free of charge to more than 43,000 children diagnosed with cancer or sickle cell disease across the United States, Japan and Northern Ireland. The duck was designed after 18 months of research with child life specialists, families and clinicians. Its goal: help children prepare for treatment, express emotions and find a sense of control during an experience where so much feels out of their hands.
Some features that make the duck unique include:
Child Life teams often describe the duck as a coping tool, a therapeutic aid and, for many kids, a comforting friend. For children like Arlo, it becomes something even more profound: a steady source of courage in a path they never asked to walk.
To learn more about My Special Aflac Duck and to order one for a patient in need, visit MySpecialAflacDuck.com.
Aflac WWHQ | 1932 Wynnton Road | Columbus, GA 31999
Z2600161 EXP 3/27
The U.S. Environmental Protection Agency (EPA), under Administrator Lee Zeldin, has released a summary of actions taken during the first year of the Trump Administration to address risks associated with per and polyfluoroalkyl substances (PFAS). The update reflects an emphasis on testing and detection, drinking water protection, site cleanup, regulatory implementation, enforcement, and coordination with states, tribes, local governments, and federal partners.
According to EPA, addressing PFAS contamination was identified as a priority at the outset of the Administration, with the agency focusing on identifying PFAS, preventing further contamination of drinking water, remediating impacted sites, and pursuing accountability where contamination has occurred.
EPA characterizes its PFAS approach as relying upon:
Since January 2025, EPA has reported the following actions related to PFAS:
EPA has indicated it is establishing a cross agency coordinating group, supported by the Office of the Administrator and the Office of Water, to align PFAS research, regulatory actions, and cleanup efforts across program offices and regions.
EPA’s PFAS response relies on existing statutory authorities to:
EPA emphasized continued reliance on validated laboratory methods, including both targeted and non-targeted PFAS testing, to guide regulatory and cleanup decisions. The agency currently employs multiple methods for testing PFAS in drinking water, surface water, wastewater, solids, and air, and is continuing to develop air testing methodologies.
EPA framed these actions as building on PFAS initiatives undertaken during President Trump’s first term, including the 2019 PFAS Action Plan and related regulatory determinations for PFOA and PFOS.
Looking ahead, EPA states it plans to further expand PFAS testing programs, support development of new treatment technologies, increase community outreach, and continue enforcement activities in coordination with state, tribal, and local partners.
While the first-year summary highlights significant activity in testing, drinking water protection, and site response, it provides limited detail regarding broader strategies to reduce consumer exposure to PFAS in products or to expand federal funding for toxicity research beyond PFOA, PFOS, and their precursors. Continued evaluation of the health effects of additional PFAS compounds and pathways of exposure may influence future regulatory and risk management priorities.
EPA’s first year PFAS actions under the Trump Administration signal continued federal attention to PFAS across drinking water, site cleanup, chemical reporting, and disposal practices. While many initiatives build on existing authorities rather than creating new statutory requirements, regulated entities should consider the following compliance implications:
Public water systems should anticipate:
Systems identifying PFAS above applicable standards should be prepared for potential technical assistance discussions, treatment upgrades, or other corrective measures.
Entities associated with PFAS impacted properties should note:
Property owners, developers, and operators should continue to evaluate PFAS risks in environmental due diligence and remediation planning.
Companies subject to the Toxic Substances Control Act (TSCA) should monitor:
Even where reporting burdens are adjusted, EPA has emphasized maintaining visibility into PFAS manufacturing, processing, and use.
Facilities managing PFAS containing waste or discharges should be aware of:
Entities operating in coordination with states, tribes, or local governments may see:
Given EPA’s stated direction, regulated entities may wish to:
EPA’s first-year PFAS actions reflect continued federal engagement using existing statutory authorities to address drinking water contamination, site cleanup, chemical reporting, and disposal practices. The agency’s emphasis on testing, implementation, and enforcement reinforces that PFAS remains a priority regulatory issue.
At the same time, ongoing litigation, evolving science, and expanding state-level requirements contribute to an increasingly complex compliance landscape. For regulated entities operating across jurisdictions, understanding where federal, state, and international PFAS obligations intersect is becoming essential to risk management and long-term planning.
PFAS regulations continue to expand across federal, state, and international jurisdictions, creating new compliance and risk management challenges for regulated entities.
Stay ahead of global PFAS developments with our PFAS Regulatory Dashboard. This interactive tool consolidates more than 1,200 current PFAS requirements across 50 countries and 48 U.S. states, helping organizations understand where and how obligations apply.
Explore the free version for broad regulatory visibility, or reach out to our team to get a subscription for deeper insights.
By Chloé Broguet, Global Corporate & ESG Communications Manager, Lenovo
Every company developing AI technology should prioritize inclusive data sets, diverse user testing, and foundational ethics. This is part of Smarter AI for all at Lenovo, and it does not happen by accident. As the pace of innovation seems to somehow keep accelerating—and public trust in AI remains tenuous—this is especially important.
Our commitment to inclusive, responsible AI started years before the current generative AI boom, and it’s crucial to how we build trust in this era. While our efforts stretch back decades, the focus here is on inclusion and empowering women. It is, after all, Women’s History Month, and we’re right on the heels of International Women’s Day.
What began as an ambitious push from passionate employees evolved into a structured, company-wide approach to gender-fair AI. We’ve learned a lot along the way by critically examining how systems are being built, governed, tested, and consistently improved.
“Real transformation often starts with a few people who care deeply enough to act,” said Marine Rabeyrin, EMEA Education Director at Lenovo and an established leader in corporate citizenship. “One of the strongest lessons from this journey is that motivated individuals really can influence an entire organization—when they are proactive, persistent, and able to build a community of changemakers.”
Lenovo’s Women & AI initiative emerged from participation in Cercle InterL, a French tech inclusion network, beginning in 2019. And as momentum built, Lenovo joined InterL’s ‘Women and AI’ Charter in 2021. Those commitments helped Lenovo develop a comprehensive approach to inclusive AI, including how it should be evaluated.
We undertook rigorous self-assessments in 2021, 2023, and 2026. We’ve experienced meaningful progress from an early baseline that highlighted strong instincts to a much more consistent and holistic governance model today.
“You have to be honest, individually and as an organization,” Marine said. “Our internal assessments pull no punches, and we never sugarcoat the findings. That’s the only way to ensure the progress is real and measurable.”
The key parameters for those evaluations include governance, compliance by design, data selection and processing, team inclusion, awareness and accountability, and ethics of algorithms.
One of the clearest drivers of progress for Lenovo has been the strengthening of AI governance and internal awareness around bias risks in AI systems. As our governance structures and committees matured, they gave responsible AI work greater clarity, consistency, and longevity. Establishing and empowering a Responsible AI Committee to review our technology, define benchmarks, and overhaul processes was essential.
Inclusion and fairness are most effective when they are built into AI systems from the beginning and not simply reviewed at the end. That means designing with bias mitigation in mind from the outset and aligning early with emerging regulatory expectations, including developments such as the EU AI Act. There’s a fundamental mindset shift that some organizations may need to demand. That initial lift may be difficult, but it pays off.
Better AI comes from broader thinking. Our progress has been supported by collaboration across inclusion, legal, regulatory and technical teams, as well as by leaders who could bridge AI expertise with inclusion priorities. This kind of cross-functional effort helps surface blind spots earlier and makes decision-making stronger. AI systems are shaped by the people who build, guide, and govern them. The more perspectives brought into that process, the better the outcome is likely to be.
Building inclusive AI cannot rest with a single team. It requires broader organizational awareness, shared ownership, external commitments, and visible support from leadership. At Lenovo, executive sponsorship gives this work essential momentum and credibility. Just as important, our company culture and employee resource group infrastructure helped employees turn ideas into action and scale their impact.
“Doing the right thing with AI takes more than good intentions,” said Ada Lopez, head of Lenovo’s Inclusive Product Design Office. “It requires institutional support, clear accountability and a company-wide appetite to ask the right questions early. When that support is in place, inclusion becomes something a company can genuinely operationalize and scale.”
Over time, our approach evolved from evaluating individual AI solutions to examining broader governance processes across data, algorithms, monitoring, HR, and awareness. The algorithms and training data powering AI can reflect unconscious bias that must be proactively and meticulously addressed. Responsible AI requires understanding systems, assumptions, and processes. Organizations that want to build more inclusive AI need to look at the full chain, from data inputs to design choices to oversight mechanisms.
Our experience also shows that this work can have positive effects beyond product development alone. Lenovo has applied AI in areas such as learning and upskilling, including using AI in our HR systems to recommend training based on employee interests. That helps create more equitable access to learning opportunities and broadens the impact of inclusive AI thinking across the company.
Taken together, these lessons form a practical roadmap for other organizations. Assess where you are. Build governance. Involve diverse voices. Embed compliance early. Educate widely. Keep improving.
That is what we have worked to do at Lenovo. And while the journey is ongoing, our progress shows what is possible when responsible AI is treated as a business imperative rather than a side discussion.
“One of the real privileges of leadership is empowering people and championing their vision,” said Calvin J. Crosslin, Lenovo VP and Chief Inclusion Officer. “The Women & AI initiative reflects what can happen when committed people are given the support to lead meaningful change. At Lenovo, we deliver smarter AI for all, which means it’s responsible, inclusive, and built to create trust.”
Our Women & AI journey has shown us that responsible, inclusive AI requires both conviction and structure. It takes people who care, leaders who listen and systems that hold us accountable. Most of all, it requires a belief that innovation is strongest when it works for everyone.
By Chloé Broguet, Global Corporate & ESG Communications Manager, Lenovo
Every company developing AI technology should prioritize inclusive data sets, diverse user testing, and foundational ethics. This is part of Smarter AI for all at Lenovo, and it does not happen by accident. As the pace of innovation seems to somehow keep accelerating—and public trust in AI remains tenuous—this is especially important.
Our commitment to inclusive, responsible AI started years before the current generative AI boom, and it’s crucial to how we build trust in this era. While our efforts stretch back decades, the focus here is on inclusion and empowering women. It is, after all, Women’s History Month, and we’re right on the heels of International Women’s Day.
What began as an ambitious push from passionate employees evolved into a structured, company-wide approach to gender-fair AI. We’ve learned a lot along the way by critically examining how systems are being built, governed, tested, and consistently improved.
“Real transformation often starts with a few people who care deeply enough to act,” said Marine Rabeyrin, EMEA Education Director at Lenovo and an established leader in corporate citizenship. “One of the strongest lessons from this journey is that motivated individuals really can influence an entire organization—when they are proactive, persistent, and able to build a community of changemakers.”
Lenovo’s Women & AI initiative emerged from participation in Cercle InterL, a French tech inclusion network, beginning in 2019. And as momentum built, Lenovo joined InterL’s ‘Women and AI’ Charter in 2021. Those commitments helped Lenovo develop a comprehensive approach to inclusive AI, including how it should be evaluated.
We undertook rigorous self-assessments in 2021, 2023, and 2026. We’ve experienced meaningful progress from an early baseline that highlighted strong instincts to a much more consistent and holistic governance model today.
“You have to be honest, individually and as an organization,” Marine said. “Our internal assessments pull no punches, and we never sugarcoat the findings. That’s the only way to ensure the progress is real and measurable.”
The key parameters for those evaluations include governance, compliance by design, data selection and processing, team inclusion, awareness and accountability, and ethics of algorithms.
One of the clearest drivers of progress for Lenovo has been the strengthening of AI governance and internal awareness around bias risks in AI systems. As our governance structures and committees matured, they gave responsible AI work greater clarity, consistency, and longevity. Establishing and empowering a Responsible AI Committee to review our technology, define benchmarks, and overhaul processes was essential.
Inclusion and fairness are most effective when they are built into AI systems from the beginning and not simply reviewed at the end. That means designing with bias mitigation in mind from the outset and aligning early with emerging regulatory expectations, including developments such as the EU AI Act. There’s a fundamental mindset shift that some organizations may need to demand. That initial lift may be difficult, but it pays off.
Better AI comes from broader thinking. Our progress has been supported by collaboration across inclusion, legal, regulatory and technical teams, as well as by leaders who could bridge AI expertise with inclusion priorities. This kind of cross-functional effort helps surface blind spots earlier and makes decision-making stronger. AI systems are shaped by the people who build, guide, and govern them. The more perspectives brought into that process, the better the outcome is likely to be.
Building inclusive AI cannot rest with a single team. It requires broader organizational awareness, shared ownership, external commitments, and visible support from leadership. At Lenovo, executive sponsorship gives this work essential momentum and credibility. Just as important, our company culture and employee resource group infrastructure helped employees turn ideas into action and scale their impact.
“Doing the right thing with AI takes more than good intentions,” said Ada Lopez, head of Lenovo’s Inclusive Product Design Office. “It requires institutional support, clear accountability and a company-wide appetite to ask the right questions early. When that support is in place, inclusion becomes something a company can genuinely operationalize and scale.”
Over time, our approach evolved from evaluating individual AI solutions to examining broader governance processes across data, algorithms, monitoring, HR, and awareness. The algorithms and training data powering AI can reflect unconscious bias that must be proactively and meticulously addressed. Responsible AI requires understanding systems, assumptions, and processes. Organizations that want to build more inclusive AI need to look at the full chain, from data inputs to design choices to oversight mechanisms.
Our experience also shows that this work can have positive effects beyond product development alone. Lenovo has applied AI in areas such as learning and upskilling, including using AI in our HR systems to recommend training based on employee interests. That helps create more equitable access to learning opportunities and broadens the impact of inclusive AI thinking across the company.
Taken together, these lessons form a practical roadmap for other organizations. Assess where you are. Build governance. Involve diverse voices. Embed compliance early. Educate widely. Keep improving.
That is what we have worked to do at Lenovo. And while the journey is ongoing, our progress shows what is possible when responsible AI is treated as a business imperative rather than a side discussion.
“One of the real privileges of leadership is empowering people and championing their vision,” said Calvin J. Crosslin, Lenovo VP and Chief Inclusion Officer. “The Women & AI initiative reflects what can happen when committed people are given the support to lead meaningful change. At Lenovo, we deliver smarter AI for all, which means it’s responsible, inclusive, and built to create trust.”
Our Women & AI journey has shown us that responsible, inclusive AI requires both conviction and structure. It takes people who care, leaders who listen and systems that hold us accountable. Most of all, it requires a belief that innovation is strongest when it works for everyone.
By Chloé Broguet, Global Corporate & ESG Communications Manager, Lenovo
Every company developing AI technology should prioritize inclusive data sets, diverse user testing, and foundational ethics. This is part of Smarter AI for all at Lenovo, and it does not happen by accident. As the pace of innovation seems to somehow keep accelerating—and public trust in AI remains tenuous—this is especially important.
Our commitment to inclusive, responsible AI started years before the current generative AI boom, and it’s crucial to how we build trust in this era. While our efforts stretch back decades, the focus here is on inclusion and empowering women. It is, after all, Women’s History Month, and we’re right on the heels of International Women’s Day.
What began as an ambitious push from passionate employees evolved into a structured, company-wide approach to gender-fair AI. We’ve learned a lot along the way by critically examining how systems are being built, governed, tested, and consistently improved.
“Real transformation often starts with a few people who care deeply enough to act,” said Marine Rabeyrin, EMEA Education Director at Lenovo and an established leader in corporate citizenship. “One of the strongest lessons from this journey is that motivated individuals really can influence an entire organization—when they are proactive, persistent, and able to build a community of changemakers.”
Lenovo’s Women & AI initiative emerged from participation in Cercle InterL, a French tech inclusion network, beginning in 2019. And as momentum built, Lenovo joined InterL’s ‘Women and AI’ Charter in 2021. Those commitments helped Lenovo develop a comprehensive approach to inclusive AI, including how it should be evaluated.
We undertook rigorous self-assessments in 2021, 2023, and 2026. We’ve experienced meaningful progress from an early baseline that highlighted strong instincts to a much more consistent and holistic governance model today.
“You have to be honest, individually and as an organization,” Marine said. “Our internal assessments pull no punches, and we never sugarcoat the findings. That’s the only way to ensure the progress is real and measurable.”
The key parameters for those evaluations include governance, compliance by design, data selection and processing, team inclusion, awareness and accountability, and ethics of algorithms.
One of the clearest drivers of progress for Lenovo has been the strengthening of AI governance and internal awareness around bias risks in AI systems. As our governance structures and committees matured, they gave responsible AI work greater clarity, consistency, and longevity. Establishing and empowering a Responsible AI Committee to review our technology, define benchmarks, and overhaul processes was essential.
Inclusion and fairness are most effective when they are built into AI systems from the beginning and not simply reviewed at the end. That means designing with bias mitigation in mind from the outset and aligning early with emerging regulatory expectations, including developments such as the EU AI Act. There’s a fundamental mindset shift that some organizations may need to demand. That initial lift may be difficult, but it pays off.
Better AI comes from broader thinking. Our progress has been supported by collaboration across inclusion, legal, regulatory and technical teams, as well as by leaders who could bridge AI expertise with inclusion priorities. This kind of cross-functional effort helps surface blind spots earlier and makes decision-making stronger. AI systems are shaped by the people who build, guide, and govern them. The more perspectives brought into that process, the better the outcome is likely to be.
Building inclusive AI cannot rest with a single team. It requires broader organizational awareness, shared ownership, external commitments, and visible support from leadership. At Lenovo, executive sponsorship gives this work essential momentum and credibility. Just as important, our company culture and employee resource group infrastructure helped employees turn ideas into action and scale their impact.
“Doing the right thing with AI takes more than good intentions,” said Ada Lopez, head of Lenovo’s Inclusive Product Design Office. “It requires institutional support, clear accountability and a company-wide appetite to ask the right questions early. When that support is in place, inclusion becomes something a company can genuinely operationalize and scale.”
Over time, our approach evolved from evaluating individual AI solutions to examining broader governance processes across data, algorithms, monitoring, HR, and awareness. The algorithms and training data powering AI can reflect unconscious bias that must be proactively and meticulously addressed. Responsible AI requires understanding systems, assumptions, and processes. Organizations that want to build more inclusive AI need to look at the full chain, from data inputs to design choices to oversight mechanisms.
Our experience also shows that this work can have positive effects beyond product development alone. Lenovo has applied AI in areas such as learning and upskilling, including using AI in our HR systems to recommend training based on employee interests. That helps create more equitable access to learning opportunities and broadens the impact of inclusive AI thinking across the company.
Taken together, these lessons form a practical roadmap for other organizations. Assess where you are. Build governance. Involve diverse voices. Embed compliance early. Educate widely. Keep improving.
That is what we have worked to do at Lenovo. And while the journey is ongoing, our progress shows what is possible when responsible AI is treated as a business imperative rather than a side discussion.
“One of the real privileges of leadership is empowering people and championing their vision,” said Calvin J. Crosslin, Lenovo VP and Chief Inclusion Officer. “The Women & AI initiative reflects what can happen when committed people are given the support to lead meaningful change. At Lenovo, we deliver smarter AI for all, which means it’s responsible, inclusive, and built to create trust.”
Our Women & AI journey has shown us that responsible, inclusive AI requires both conviction and structure. It takes people who care, leaders who listen and systems that hold us accountable. Most of all, it requires a belief that innovation is strongest when it works for everyone.
Home dialysis is transforming kidney care in the remote landscapes of the American Southwest. In this documentary, we explore how DaVita care teams are helping to address geographic barriers by serving patients living on the Navajo Nation and Hopi Reservation through life-sustaining dialysis treatment right from their own homes.
In this video:
This is a new blueprint for Indigenous health: delivering personalized care by meeting patients exactly where they are.
*Service provider and modality selection are choices made exclusively between the patient and nephrologist. DaVita defers to the nephrologist to prescribe treatment type, frequency, medications, and access placement on a patient-by-patient basis.
Learn more about kidney care and home dialysis options.
Explore more DaVita stories and perspectives on kidney care.
Home dialysis is transforming kidney care in the remote landscapes of the American Southwest. In this documentary, we explore how DaVita care teams are helping to address geographic barriers by serving patients living on the Navajo Nation and Hopi Reservation through life-sustaining dialysis treatment right from their own homes.
In this video:
This is a new blueprint for Indigenous health: delivering personalized care by meeting patients exactly where they are.
*Service provider and modality selection are choices made exclusively between the patient and nephrologist. DaVita defers to the nephrologist to prescribe treatment type, frequency, medications, and access placement on a patient-by-patient basis.
Learn more about kidney care and home dialysis options.
Explore more DaVita stories and perspectives on kidney care.
Home dialysis is transforming kidney care in the remote landscapes of the American Southwest. In this documentary, we explore how DaVita care teams are helping to address geographic barriers by serving patients living on the Navajo Nation and Hopi Reservation through life-sustaining dialysis treatment right from their own homes.
In this video:
This is a new blueprint for Indigenous health: delivering personalized care by meeting patients exactly where they are.
*Service provider and modality selection are choices made exclusively between the patient and nephrologist. DaVita defers to the nephrologist to prescribe treatment type, frequency, medications, and access placement on a patient-by-patient basis.
Learn more about kidney care and home dialysis options.
Explore more DaVita stories and perspectives on kidney care.
The following is an excerpt from Cisco’s FY25 Purpose Report. Explore the full report to learn more about how we Power an Inclusive Future for All.
Through the Cisco Foundation and our corporate Social Impact Investments (SII), we support organizations that use technology in bold, innovative ways — from saving energy to saving lives. By combining catalytic, early-stage seed funding, strategic guidance, and technology donations, we help incubate, validate, and scale solutions that make both a local and global impact.
At Cisco, we know technology drives transformation.
That’s why, alongside cash grants and advisory support, we donate Cisco technology to our Cisco Foundation and Social Impact Investments partners. This helps them connect more securely, deliver critical services, make data-informed decisions, and operate more efficiently.
The result? Greater impact on more people and communities around the world.
Advancing Secure Connectivity
Through our suite of cybersecurity solutions, we help nonprofits better safeguard their assets. For example, in fiscal 2025, our Cisco Secure Endpoint and Cisco Duo technology donations helped protect and secure the systems of Bridges to Prosperity so their team could focus on rural connectivity initiatives throughout sub-Saharan Africa and beyond.
In addition, our funding helped enable Bridges to Prosperity to launch WaterNet, an AI-powered dataset that helps connect rural communities to healthcare and education by mapping local rivers and streams. Since launching, WaterNet has tripled the world’s known waterways.
Modernizing IT Infrastructure
Many nonprofits are limited by outdated IT systems. Through our technology grants, we provide more reliable networking and connectivity solutions, enabling them to deliver critical services without interruption.
This year, United Food Bank Arizona replaced older networking equipment with donated Cisco Meraki firewalls, switches, and wireless access points. From inventory management to volunteer coordination, the new infrastructure maximizes operations and helps food reach those in need faster.
Automating Insights at Scale
Splunk, a Cisco company, provides technology grants to help nonprofits scale their mission-driven work, giving organizations the tools to ingest, analyze, and act on data at scale. One grantee, Ersilia, expands access to data science tools to researchers working to eradicate infectious diseases in the Global South.
Through the Splunk Global Impact donation program, they received a full Splunk Enterprise license, training, and support — enabling them to automate manual data processes, double the number of models running AI predictions, and save more than 700 hours of work annually.
Read the full FY25 Purpose Report
At Cisco, our Purpose is core to who we are and what we do. Learn more about our goals and progress to date in our Purpose Reporting Hub.
View original content here.
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