KeyBank Foundation has gifted $40,000 to Rethink Food to support meal-making efforts through the Neighborhood Meals Program—an effort to produce and distribute hot, nutritious and culturally celebrated meals to food-insecure communities across New York City.

“Everyone needs help from time to time, often during times help feels furthest away,” said John Manginelli, Hudson Valley/Metro NY President, KeyBank. “To support Rethink Food and help them feed people in our community who are food insecure is a great way to promote KeyBank’s commitment to help people live well and fulfill their promise.”

The KeyBank Foundation grant will provide approximately 7,400 meals.

“KeyBank’s support provides the funds needed to prepare and distribute nutritious meals, as well as opens up economic development opportunities for our partners and their staff, amplifying our impact beyond mere meal provision,” said Matt Jozwiak, founder and ceo, Rethink Food. “In addition to strengthening our operational capacity, this grant will help us expand our reach to more vulnerable populations.”

Founded in 2017, Rethink Food has converted over 3 million pounds of donated food into meals, distributed more than 33 million meals to the food-insecure and directed more than $147 million to local restaurants. Through its own Sustainable Community Kitchen, the organization currently delivers over 10,000 meals per week across New York City.

“Food insecurity affects 47 million people in the United States while 42% of our national food supply goes uneaten. Rethink Food exists to bridge that gap and strengthen connections in our food system by partnering with restaurants to provide meals for communities in need,” said Jozwiak.

Since 2023, Keybank has donated approximately $100,000 to Rethink Food, supporting the NYC Restaurant Program and sponsoring the 8-year anniversary event and 2023 Marathon Sign-Making Party.

For more information about the organization and making donations, visit the Rethink Food website at rethinkfood.org or call 212-364-7040.

KeyBank Foundation has gifted $40,000 to Rethink Food to support meal-making efforts through the Neighborhood Meals Program—an effort to produce and distribute hot, nutritious and culturally celebrated meals to food-insecure communities across New York City.

“Everyone needs help from time to time, often during times help feels furthest away,” said John Manginelli, Hudson Valley/Metro NY President, KeyBank. “To support Rethink Food and help them feed people in our community who are food insecure is a great way to promote KeyBank’s commitment to help people live well and fulfill their promise.”

The KeyBank Foundation grant will provide approximately 7,400 meals.

“KeyBank’s support provides the funds needed to prepare and distribute nutritious meals, as well as opens up economic development opportunities for our partners and their staff, amplifying our impact beyond mere meal provision,” said Matt Jozwiak, founder and ceo, Rethink Food. “In addition to strengthening our operational capacity, this grant will help us expand our reach to more vulnerable populations.”

Founded in 2017, Rethink Food has converted over 3 million pounds of donated food into meals, distributed more than 33 million meals to the food-insecure and directed more than $147 million to local restaurants. Through its own Sustainable Community Kitchen, the organization currently delivers over 10,000 meals per week across New York City.

“Food insecurity affects 47 million people in the United States while 42% of our national food supply goes uneaten. Rethink Food exists to bridge that gap and strengthen connections in our food system by partnering with restaurants to provide meals for communities in need,” said Jozwiak.

Since 2023, Keybank has donated approximately $100,000 to Rethink Food, supporting the NYC Restaurant Program and sponsoring the 8-year anniversary event and 2023 Marathon Sign-Making Party.

For more information about the organization and making donations, visit the Rethink Food website at rethinkfood.org or call 212-364-7040.

KeyBank Foundation has gifted $40,000 to Rethink Food to support meal-making efforts through the Neighborhood Meals Program—an effort to produce and distribute hot, nutritious and culturally celebrated meals to food-insecure communities across New York City.

“Everyone needs help from time to time, often during times help feels furthest away,” said John Manginelli, Hudson Valley/Metro NY President, KeyBank. “To support Rethink Food and help them feed people in our community who are food insecure is a great way to promote KeyBank’s commitment to help people live well and fulfill their promise.”

The KeyBank Foundation grant will provide approximately 7,400 meals.

“KeyBank’s support provides the funds needed to prepare and distribute nutritious meals, as well as opens up economic development opportunities for our partners and their staff, amplifying our impact beyond mere meal provision,” said Matt Jozwiak, founder and ceo, Rethink Food. “In addition to strengthening our operational capacity, this grant will help us expand our reach to more vulnerable populations.”

Founded in 2017, Rethink Food has converted over 3 million pounds of donated food into meals, distributed more than 33 million meals to the food-insecure and directed more than $147 million to local restaurants. Through its own Sustainable Community Kitchen, the organization currently delivers over 10,000 meals per week across New York City.

“Food insecurity affects 47 million people in the United States while 42% of our national food supply goes uneaten. Rethink Food exists to bridge that gap and strengthen connections in our food system by partnering with restaurants to provide meals for communities in need,” said Jozwiak.

Since 2023, Keybank has donated approximately $100,000 to Rethink Food, supporting the NYC Restaurant Program and sponsoring the 8-year anniversary event and 2023 Marathon Sign-Making Party.

For more information about the organization and making donations, visit the Rethink Food website at rethinkfood.org or call 212-364-7040.

Originally published by Mastercard

This blog post is by Renata Żukowska and Emilia Bartosiewicz-Brożyna from Fundacja LBC Business Women Foundation (LBC). LBC implements the GO DIGITAL program in Poland in partnership with Mastercard Strive, a program from the Mastercard Center for Inclusive Growth, and with the support of the Polish Development Fund (PFR).

Women running small businesses are changing their approach to digital technology. Instead of expensive transformations, they’re choosing concrete step-by-step actions, supported by other women and well-chosen tools. The result? Time savings, more customers, and a greater sense of security. These are some of the findings from the LBC Foundation’s GO DIGITAL report, a first-of-its-kind in Poland that reveals the new face of digitalization, showing how women entrepreneurs are embracing digital transformation and how real support helps them make concrete changes.

The report is part of the GO DIGITAL social campaign and program, carried out by the LBC Business Women Foundation with support from Mastercard Strive and the Mastercard Center for Inclusive Growth. GO DIGITAL proved not only to be an impetus for developing digital skills but also a factor in changing business habits and strategies. More than 330,000 women have learned about the GO DIGITAL program since its launch, and more than 50,000 women responded to the resources and content shared. A further 2,500 women received support through GO DIGITAL. The program was groundbreaking not only technologically, but mentally. Female participants stopped seeing digitalization as reserved for big companies and IT departments. They realised that implementations can be simple, accessible, and tailor-made for micro-businesses.

This blog post takes a closer look at some of the key findings and outcomes of GO DIGITAL in Poland.

What did the report show?

Overall, digital transformation is no longer seen as costly and difficult for women-led small businesses. Women began testing and implementing tools for invoicing, customer communication, sales management, and social media management on their own. (See Figure 1.)

  1. As many as 62% of female participants have increased their digital skills, and 59% are now more likely to use online tools. Further, one in three female business owners has implemented at least three recommended tools.
  2. 57% of participants saved time, 27% reduced costs, and 49% saw an increase in customers (38% considered it significant). The ability to provide implementation support and to connect with a community of women at a similar stage proved critical.
  3. As many as 32% of participants used three or more digital tools, such as social media management applications, CRMs, webinar platforms, or password managers. 65% of the women introduced specific recommendations from GO DIGITAL into their companies, covering not only technology, but also work organisation or customer service.
  4. 84% of female participants rated the program’s value positively, highlighting the practicality of the content, clarity of the message, and access to experts. Importantly, the effects continued even after the campaign ended, with 86% of women continuing to use digital tools (46% regularly, 38% occasionally).

Beyond the numbers: How women gained tools, agency, and a new way of thinking about technology

Digitalization is not just about technology — it is also about changing thinking and building internal readiness. The GO DIGITAL program helped participants to overcome fear, gain courage, and believe in themselves as leaders of digital change.

For many women, GO DIGITAL offered them a sense that, for the first time, digital technology was for them too. “This program has emboldened me. Now I approach digitalization in a completely different way,” explained one participant. It was important for women to be able to work at their own pace, without pressure — with expert support and plain language.

GO digital also dispelled stereotypes and fears previously held by participants. It promoted digital technology to women, highlighting its importance regardless of age or business profile. To quote one participant: “I realised that I can do it myself — it can be learned.”

Offering implementation support to participants, such as individual consultations, pre-selected digital tools, and a sense of community of women who shared their experiences, was key, leading one participant to explain that, “without the support, I wouldn’t have known where to start.”

The GO Digital community was an important element, where women shared experiences, supported, and inspired each other. As Renata Żukowska, Vice President of the LBC Foundation, explained, “GO DIGITAL is a space where digitalization ceases to be alien, and starts to be a tool for everyday work and development.”

What’s next for GO DIGITAL

The GO DIGITAL report makes it clear: the biggest barrier for women participants to adopt digital tools was not a lack of knowledge, but the difficulty of implementation. Women knew what to do, but they lacked time, support, and a framework for action.

This is why the LBC Foundation recommends:

  • Implementing mentoring with digital mentors,
  • Designing learning paths tailored to the level of proficiency,
  • Offering a mandatory training module on cybersecurity,
  • Driving participant engagement through implementation reminders after 3 months.

These activities are designed to help women not just learn about digitalization, but implement in stages, at their own pace, with real support. This moves the needle from knowledge to action and determines the effectiveness of future programs.

The LBC Foundation, Mastercard Strive, and the Mastercard Center for Inclusive Growth believe that digital transformation in women’s small businesses is not a fad, but a necessity. When accompanied by trust, support, and space for growth, campaigns like GO DIGITAL can be effective, even for micro-businesses.

Read the full report: https://ladybusiness.pl/godigital-raport/

Continue reading here.

Follow along Mastercard’s journey to connect and power an inclusive, digital economy that benefits everyone, everywhere.

 

Originally published by Mastercard

This blog post is by Renata Żukowska and Emilia Bartosiewicz-Brożyna from Fundacja LBC Business Women Foundation (LBC). LBC implements the GO DIGITAL program in Poland in partnership with Mastercard Strive, a program from the Mastercard Center for Inclusive Growth, and with the support of the Polish Development Fund (PFR).

Women running small businesses are changing their approach to digital technology. Instead of expensive transformations, they’re choosing concrete step-by-step actions, supported by other women and well-chosen tools. The result? Time savings, more customers, and a greater sense of security. These are some of the findings from the LBC Foundation’s GO DIGITAL report, a first-of-its-kind in Poland that reveals the new face of digitalization, showing how women entrepreneurs are embracing digital transformation and how real support helps them make concrete changes.

The report is part of the GO DIGITAL social campaign and program, carried out by the LBC Business Women Foundation with support from Mastercard Strive and the Mastercard Center for Inclusive Growth. GO DIGITAL proved not only to be an impetus for developing digital skills but also a factor in changing business habits and strategies. More than 330,000 women have learned about the GO DIGITAL program since its launch, and more than 50,000 women responded to the resources and content shared. A further 2,500 women received support through GO DIGITAL. The program was groundbreaking not only technologically, but mentally. Female participants stopped seeing digitalization as reserved for big companies and IT departments. They realised that implementations can be simple, accessible, and tailor-made for micro-businesses.

This blog post takes a closer look at some of the key findings and outcomes of GO DIGITAL in Poland.

What did the report show?

Overall, digital transformation is no longer seen as costly and difficult for women-led small businesses. Women began testing and implementing tools for invoicing, customer communication, sales management, and social media management on their own. (See Figure 1.)

  1. As many as 62% of female participants have increased their digital skills, and 59% are now more likely to use online tools. Further, one in three female business owners has implemented at least three recommended tools.
  2. 57% of participants saved time, 27% reduced costs, and 49% saw an increase in customers (38% considered it significant). The ability to provide implementation support and to connect with a community of women at a similar stage proved critical.
  3. As many as 32% of participants used three or more digital tools, such as social media management applications, CRMs, webinar platforms, or password managers. 65% of the women introduced specific recommendations from GO DIGITAL into their companies, covering not only technology, but also work organisation or customer service.
  4. 84% of female participants rated the program’s value positively, highlighting the practicality of the content, clarity of the message, and access to experts. Importantly, the effects continued even after the campaign ended, with 86% of women continuing to use digital tools (46% regularly, 38% occasionally).

Beyond the numbers: How women gained tools, agency, and a new way of thinking about technology

Digitalization is not just about technology — it is also about changing thinking and building internal readiness. The GO DIGITAL program helped participants to overcome fear, gain courage, and believe in themselves as leaders of digital change.

For many women, GO DIGITAL offered them a sense that, for the first time, digital technology was for them too. “This program has emboldened me. Now I approach digitalization in a completely different way,” explained one participant. It was important for women to be able to work at their own pace, without pressure — with expert support and plain language.

GO digital also dispelled stereotypes and fears previously held by participants. It promoted digital technology to women, highlighting its importance regardless of age or business profile. To quote one participant: “I realised that I can do it myself — it can be learned.”

Offering implementation support to participants, such as individual consultations, pre-selected digital tools, and a sense of community of women who shared their experiences, was key, leading one participant to explain that, “without the support, I wouldn’t have known where to start.”

The GO Digital community was an important element, where women shared experiences, supported, and inspired each other. As Renata Żukowska, Vice President of the LBC Foundation, explained, “GO DIGITAL is a space where digitalization ceases to be alien, and starts to be a tool for everyday work and development.”

What’s next for GO DIGITAL

The GO DIGITAL report makes it clear: the biggest barrier for women participants to adopt digital tools was not a lack of knowledge, but the difficulty of implementation. Women knew what to do, but they lacked time, support, and a framework for action.

This is why the LBC Foundation recommends:

  • Implementing mentoring with digital mentors,
  • Designing learning paths tailored to the level of proficiency,
  • Offering a mandatory training module on cybersecurity,
  • Driving participant engagement through implementation reminders after 3 months.

These activities are designed to help women not just learn about digitalization, but implement in stages, at their own pace, with real support. This moves the needle from knowledge to action and determines the effectiveness of future programs.

The LBC Foundation, Mastercard Strive, and the Mastercard Center for Inclusive Growth believe that digital transformation in women’s small businesses is not a fad, but a necessity. When accompanied by trust, support, and space for growth, campaigns like GO DIGITAL can be effective, even for micro-businesses.

Read the full report: https://ladybusiness.pl/godigital-raport/

Continue reading here.

Follow along Mastercard’s journey to connect and power an inclusive, digital economy that benefits everyone, everywhere.

 

Originally published by Mastercard

This blog post is by Renata Żukowska and Emilia Bartosiewicz-Brożyna from Fundacja LBC Business Women Foundation (LBC). LBC implements the GO DIGITAL program in Poland in partnership with Mastercard Strive, a program from the Mastercard Center for Inclusive Growth, and with the support of the Polish Development Fund (PFR).

Women running small businesses are changing their approach to digital technology. Instead of expensive transformations, they’re choosing concrete step-by-step actions, supported by other women and well-chosen tools. The result? Time savings, more customers, and a greater sense of security. These are some of the findings from the LBC Foundation’s GO DIGITAL report, a first-of-its-kind in Poland that reveals the new face of digitalization, showing how women entrepreneurs are embracing digital transformation and how real support helps them make concrete changes.

The report is part of the GO DIGITAL social campaign and program, carried out by the LBC Business Women Foundation with support from Mastercard Strive and the Mastercard Center for Inclusive Growth. GO DIGITAL proved not only to be an impetus for developing digital skills but also a factor in changing business habits and strategies. More than 330,000 women have learned about the GO DIGITAL program since its launch, and more than 50,000 women responded to the resources and content shared. A further 2,500 women received support through GO DIGITAL. The program was groundbreaking not only technologically, but mentally. Female participants stopped seeing digitalization as reserved for big companies and IT departments. They realised that implementations can be simple, accessible, and tailor-made for micro-businesses.

This blog post takes a closer look at some of the key findings and outcomes of GO DIGITAL in Poland.

What did the report show?

Overall, digital transformation is no longer seen as costly and difficult for women-led small businesses. Women began testing and implementing tools for invoicing, customer communication, sales management, and social media management on their own. (See Figure 1.)

  1. As many as 62% of female participants have increased their digital skills, and 59% are now more likely to use online tools. Further, one in three female business owners has implemented at least three recommended tools.
  2. 57% of participants saved time, 27% reduced costs, and 49% saw an increase in customers (38% considered it significant). The ability to provide implementation support and to connect with a community of women at a similar stage proved critical.
  3. As many as 32% of participants used three or more digital tools, such as social media management applications, CRMs, webinar platforms, or password managers. 65% of the women introduced specific recommendations from GO DIGITAL into their companies, covering not only technology, but also work organisation or customer service.
  4. 84% of female participants rated the program’s value positively, highlighting the practicality of the content, clarity of the message, and access to experts. Importantly, the effects continued even after the campaign ended, with 86% of women continuing to use digital tools (46% regularly, 38% occasionally).

Beyond the numbers: How women gained tools, agency, and a new way of thinking about technology

Digitalization is not just about technology — it is also about changing thinking and building internal readiness. The GO DIGITAL program helped participants to overcome fear, gain courage, and believe in themselves as leaders of digital change.

For many women, GO DIGITAL offered them a sense that, for the first time, digital technology was for them too. “This program has emboldened me. Now I approach digitalization in a completely different way,” explained one participant. It was important for women to be able to work at their own pace, without pressure — with expert support and plain language.

GO digital also dispelled stereotypes and fears previously held by participants. It promoted digital technology to women, highlighting its importance regardless of age or business profile. To quote one participant: “I realised that I can do it myself — it can be learned.”

Offering implementation support to participants, such as individual consultations, pre-selected digital tools, and a sense of community of women who shared their experiences, was key, leading one participant to explain that, “without the support, I wouldn’t have known where to start.”

The GO Digital community was an important element, where women shared experiences, supported, and inspired each other. As Renata Żukowska, Vice President of the LBC Foundation, explained, “GO DIGITAL is a space where digitalization ceases to be alien, and starts to be a tool for everyday work and development.”

What’s next for GO DIGITAL

The GO DIGITAL report makes it clear: the biggest barrier for women participants to adopt digital tools was not a lack of knowledge, but the difficulty of implementation. Women knew what to do, but they lacked time, support, and a framework for action.

This is why the LBC Foundation recommends:

  • Implementing mentoring with digital mentors,
  • Designing learning paths tailored to the level of proficiency,
  • Offering a mandatory training module on cybersecurity,
  • Driving participant engagement through implementation reminders after 3 months.

These activities are designed to help women not just learn about digitalization, but implement in stages, at their own pace, with real support. This moves the needle from knowledge to action and determines the effectiveness of future programs.

The LBC Foundation, Mastercard Strive, and the Mastercard Center for Inclusive Growth believe that digital transformation in women’s small businesses is not a fad, but a necessity. When accompanied by trust, support, and space for growth, campaigns like GO DIGITAL can be effective, even for micro-businesses.

Read the full report: https://ladybusiness.pl/godigital-raport/

Continue reading here.

Follow along Mastercard’s journey to connect and power an inclusive, digital economy that benefits everyone, everywhere.

 

When a young, injured harbor seal pup was discovered struggling off the British Columbia coast, the team at the Vancouver Aquarium Marine Mammal Rescue Society (VAMMR) stepped in. That pup – affectionately named “DeePee”– has now made a full recovery and released back into the wild.

A global leader in marine mammal rescue, research, and rehabilitation, VAMMR operates Canada’s only dedicated marine mammal hospital facility and is often the sole hope for sick, injured, or orphaned marine animals.

Through a three-year partnership, DP World supports VAMMR’s pinniped disentanglement program, marine mammal research, and rehabilitation efforts.

This summer, DP World employees joined VAMMR onsite to help feed and care for several rescued pups – including DeePee – during their recovery. The hands-on experience culminated in the successful release of DeePee back into his natural habitat, a milestone that symbolizes both resilience and shared stewardship of marine ecosystems.

About DeePee’s Rehabilitation

The goal for every VAMMR patient like DeePee is a successful rehabilitation and release back into the ocean. Sick, injured, or orphaned seals, sea otters, sea lions, turtles and small cetaceans receive species-appropriate care at their Rescue Center. Each patient receives:

  • An individual treatment plan for injuries, infections, or malnutrition
  • Specialized nutrition to support healthy growth and recovery

Each rescue gives a marine mammal a second chance and provides information that helps build a better understanding of ocean health.

A Small Seal with a Big Message

Every rescued marine animal represents a stronger, more resilient coastal ecosystem. DeePee’s story highlights how community-level conservation partnerships can directly support ocean health and inspire the next generation of environmental stewards.

For DP World employees across Canada, the naming of DeePee is a meaningful reminder of their proximity to – and responsibility for – the waters where they work.

Protecting Ocean Health Through Local Action

DP World’s support for VAMMR is one facet of its wider “Our World, Our Future” sustainability strategy, which includes long-term programs in marine conservation, biodiversity monitoring, and water stewardship across the Americas.

In Canada, this includes partnerships with Ocean Wise and support for initiatives such as the Whale Report Alert System (WRAS), designed to reduce vessel disturbances and protect at-risk cetaceans. The company also participates in water quality monitoring at the Port of Prince Rupert, invests in clean energy technologies that reduce impacts on marine environments, and hosts multiple shoreline cleanups across the regions in which they live.

DP World’s Broader Oceans Commitment

Globally, DP World is advancing comprehensive, science-based ocean conservation efforts, including:

These initiatives reflect DP World’s belief that healthy oceans and sustainable global trade must advance together.

Learn More

Explore DP World’s global sustainability strategy: Our World, Our Future

View DeePee’s patient profile here.

When a young, injured harbor seal pup was discovered struggling off the British Columbia coast, the team at the Vancouver Aquarium Marine Mammal Rescue Society (VAMMR) stepped in. That pup – affectionately named “DeePee”– has now made a full recovery and released back into the wild.

A global leader in marine mammal rescue, research, and rehabilitation, VAMMR operates Canada’s only dedicated marine mammal hospital facility and is often the sole hope for sick, injured, or orphaned marine animals.

Through a three-year partnership, DP World supports VAMMR’s pinniped disentanglement program, marine mammal research, and rehabilitation efforts.

This summer, DP World employees joined VAMMR onsite to help feed and care for several rescued pups – including DeePee – during their recovery. The hands-on experience culminated in the successful release of DeePee back into his natural habitat, a milestone that symbolizes both resilience and shared stewardship of marine ecosystems.

About DeePee’s Rehabilitation

The goal for every VAMMR patient like DeePee is a successful rehabilitation and release back into the ocean. Sick, injured, or orphaned seals, sea otters, sea lions, turtles and small cetaceans receive species-appropriate care at their Rescue Center. Each patient receives:

  • An individual treatment plan for injuries, infections, or malnutrition
  • Specialized nutrition to support healthy growth and recovery

Each rescue gives a marine mammal a second chance and provides information that helps build a better understanding of ocean health.

A Small Seal with a Big Message

Every rescued marine animal represents a stronger, more resilient coastal ecosystem. DeePee’s story highlights how community-level conservation partnerships can directly support ocean health and inspire the next generation of environmental stewards.

For DP World employees across Canada, the naming of DeePee is a meaningful reminder of their proximity to – and responsibility for – the waters where they work.

Protecting Ocean Health Through Local Action

DP World’s support for VAMMR is one facet of its wider “Our World, Our Future” sustainability strategy, which includes long-term programs in marine conservation, biodiversity monitoring, and water stewardship across the Americas.

In Canada, this includes partnerships with Ocean Wise and support for initiatives such as the Whale Report Alert System (WRAS), designed to reduce vessel disturbances and protect at-risk cetaceans. The company also participates in water quality monitoring at the Port of Prince Rupert, invests in clean energy technologies that reduce impacts on marine environments, and hosts multiple shoreline cleanups across the regions in which they live.

DP World’s Broader Oceans Commitment

Globally, DP World is advancing comprehensive, science-based ocean conservation efforts, including:

These initiatives reflect DP World’s belief that healthy oceans and sustainable global trade must advance together.

Learn More

Explore DP World’s global sustainability strategy: Our World, Our Future

View DeePee’s patient profile here.

When a young, injured harbor seal pup was discovered struggling off the British Columbia coast, the team at the Vancouver Aquarium Marine Mammal Rescue Society (VAMMR) stepped in. That pup – affectionately named “DeePee”– has now made a full recovery and released back into the wild.

A global leader in marine mammal rescue, research, and rehabilitation, VAMMR operates Canada’s only dedicated marine mammal hospital facility and is often the sole hope for sick, injured, or orphaned marine animals.

Through a three-year partnership, DP World supports VAMMR’s pinniped disentanglement program, marine mammal research, and rehabilitation efforts.

This summer, DP World employees joined VAMMR onsite to help feed and care for several rescued pups – including DeePee – during their recovery. The hands-on experience culminated in the successful release of DeePee back into his natural habitat, a milestone that symbolizes both resilience and shared stewardship of marine ecosystems.

About DeePee’s Rehabilitation

The goal for every VAMMR patient like DeePee is a successful rehabilitation and release back into the ocean. Sick, injured, or orphaned seals, sea otters, sea lions, turtles and small cetaceans receive species-appropriate care at their Rescue Center. Each patient receives:

  • An individual treatment plan for injuries, infections, or malnutrition
  • Specialized nutrition to support healthy growth and recovery

Each rescue gives a marine mammal a second chance and provides information that helps build a better understanding of ocean health.

A Small Seal with a Big Message

Every rescued marine animal represents a stronger, more resilient coastal ecosystem. DeePee’s story highlights how community-level conservation partnerships can directly support ocean health and inspire the next generation of environmental stewards.

For DP World employees across Canada, the naming of DeePee is a meaningful reminder of their proximity to – and responsibility for – the waters where they work.

Protecting Ocean Health Through Local Action

DP World’s support for VAMMR is one facet of its wider “Our World, Our Future” sustainability strategy, which includes long-term programs in marine conservation, biodiversity monitoring, and water stewardship across the Americas.

In Canada, this includes partnerships with Ocean Wise and support for initiatives such as the Whale Report Alert System (WRAS), designed to reduce vessel disturbances and protect at-risk cetaceans. The company also participates in water quality monitoring at the Port of Prince Rupert, invests in clean energy technologies that reduce impacts on marine environments, and hosts multiple shoreline cleanups across the regions in which they live.

DP World’s Broader Oceans Commitment

Globally, DP World is advancing comprehensive, science-based ocean conservation efforts, including:

These initiatives reflect DP World’s belief that healthy oceans and sustainable global trade must advance together.

Learn More

Explore DP World’s global sustainability strategy: Our World, Our Future

View DeePee’s patient profile here.

Originally published on care.org.

The report ‘From Saving to Shaping Markets‘ shows Village Savings and Loan Associations (VSLAs) aren’t just about helping families get by; they are also a powerful way to grow local economies, driven by women who are determined to build better futures and ready to make the most of new opportunities.

CARE’s latest numbers again demonstrate the global power of savings: 30 million members across 67 countries have amassed $11.5 billion in cumulative savings. Last year alone, members saved $1.8 billion and accessed $105 million in microloans. But it’s not just the numbers that propel us forward; it’s the vast potential ready to be unlocked.

Here are six lessons learned from more than 30 years of supporting women in savings groups — compelling reasons for why CARE continues to invest in savings groups as the cornerstone of economic growth for women.

1. Savings groups deliver strong returns on investment.

Amid unprecedented global funding cuts, making every dollar count is more critical than ever. VSLAs offer one of the strongest returns on investment in global development: $18.85 for every $1 invested.

The results go beyond dollar signs. Our evidence shows that investing in savings groups helps families eat more, keeps more children in school, and empowers women to lead change in their communities. And it’s not just us who see the value — women in savings groups do too.

2. Savings groups are proven to help women recover in emergencies.

Humanitarian needs are growing. In 2025, 305 million people around the world will require urgent humanitarian assistance and protection. Savings groups offer a proven way to build resilience and support recovery in emergencies.

When conflict in Syria forced many to flee their homes, savings groups did more than help them survive — they allowed them to take control of their lives with dignity. Our studies found that displaced people who joined savings groups ate more regularly and were better able to repay debts. Even more striking, half of the participants started joint businesses — pooling resources and working together to earn income for their families.

One group, called Al-Diya, began as a modest savings circle, but soon built trust and solidarity among its members. When they dreamed bigger, a CARE partner helped them develop a business plan. Together, they opened a sewing shop, offering independence and hope for their futures.

“Group business sessions made us feel like we were running a real business, with all its challenges and opportunities,” says one group member.

When the situation in Syria shifted in late 2024, allowing them to return home, the group brought the business with them. They recruited and trained new members, turning the shop into a business and a skills-sharing space.

Today, Al-Diya Group continues to thrive as the women who lead it build stability for themselves and their community.

3. Savings help families and businesses withstand crises, no matter where they are.

Women do not have to be displaced by conflict or disaster to find themselves facing crisis. CARE regularly polls savings groups through our Women Respond initiative. The most recent data shows women around the world are besieged by drought, pests, floods, and other shocks. 70% of respondents told us that accessing enough food is a major challenge.

For women, their families, and the businesses they have built, having savings to rely on can make the difference between coping and catastrophe. From Women Respond, we know women in VSLAs use their savings to get through tough times, while research with women leading small businesses shows savings are a key part of financial health and resilience, even for established entrepreneurs.

For one community in Tanzania’s Tunduru District, crisis comes in the form of elephants that destroy their crops at night. After years of uncertain harvests, savings groups offered hope and a different future. “Before, we depended on farming only,” says Athumani, a member of the Upendo savings group. “Once crops were destroyed, we had no alternatives for survival or a place to get affordable loans. But now, through the group, I can borrow money to grow my small business and contribute to our shared fish project.”

4. Women entrepreneurs hold massive potential to boost economies.

Some studies estimate that if women started and grew businesses at the same rate as men, the global economy could gain $5-6 trillion. Yet women-owned micro, small and medium enterprises face a huge gap in financing — around $1.9 trillion. Savings groups help close that gap by giving women a solid foundation, allowing them to move from earning money to growing it.

Our experience shows when women succeed, whole communities benefit. In Vietnam, for example, Hoang Thi Duong worked alone as a cinnamon processor in the remote north. Her income was unpredictable, and her work was unstructured. That changed when she joined a savings group. She began to imagine how women could work together to build a better future.

Today, she is director of a thriving cinnamon cooperative, leading a business that sources materials locally and provides seasonal jobs for more than 170 people.

“For the first time,” Duong said, “I see women in my village earning steady income, planning for the future, and working together like a team.”

Duong’s story isn’t uncommon. Over 900 miles away in Vietnam’s central highlands, Nối’s mushroom-growing group consistently sells out every harvest thanks to their savvy social media marketing. The mushrooms help feed her family and earn her an extra VND 3 million (about $115) each month. Now, her group buys straw (which they use as a base for their mushroom crops) from other women in the community, creating a new local market and more opportunities.

5. Savings groups help sustain farming communities and global supply chains.

The global market for chocolate products was worth roughly $123 billion in 2024, yet 60% of the world’s cocoa comes from just two countries, Côte d’Ivoire and Ghana. From chocolate to coffee to cashews and beyond, women farmers supply the world with essential goods. But extreme weather, economic upheaval, and other crises are making it harder for farming families to stay afloat.

Savings groups help connect local communities growing products and the global corporations that sell them. By connecting local producers to financial tools, global markets, and additional ways of earning income, VSLAs are becoming a vital part of how corporations strengthen the supply chains they depend on.

That’s why global companies are investing in savings groups through CARE — because they see that supporting farming communities is not just good for people, but also good for business.

This support is helping many cocoa-growing families diversify their income and invest in their futures. Beatrice from Côte d’Ivoire is one of them.

“We have opened a collective bank account and even obtained a loan of 4 million FCFA ($6,930). This loan helped some maintain their cocoa farms, while others used it to create or increase their businesses,” says Beatrice.

6. Savings groups are a gateway to digital inclusion and innovation.

70% of women entrepreneurs in low-income and emerging economies lack access to financial services. Closing the mobile internet gender gap could add $1.3 trillion to GDP in low- and middle-income countries.

When finance and technology companies design new products with input from savings groups, women receive larger loans, businesses grow, and the ripple effects of women’s achievements build the trust that makes digital finance successful.

CARE partnered with Ensibuuko, a Ugandan FinTech company, to develop Chomoka, a digital record-keeping app for savings groups. Today, Chomoka serves over 131,000 users across six African countries.

Together with women VSLA members, Ensibuuko co-designed a digital loan accessible through the app, specifically tailored for savings groups. By leveraging women’s VSLA histories to create credit scores, the app has enabled members like Grace — a refugee from the DRC who arrived in Uganda with nothing — to qualify for larger loans.

Grace opened a shop and now gives advice along with the goods she sells. She helps other women apply for digital loans and mentors aspiring entrepreneurs as they start their businesses.

“I knew life would be hard starting over, but with the VSLA and Chomoka, I found hope,” says Grace.

Savings groups: A powerful constant in uncertain times

“2025 has been the year that the entire world experienced the uncertainty that VSLA members face daily,” says CARE’s senior director for Global VSLAs, Vidhya Sriram.

“We have seen critical aid organizations collapse and lifesaving assistance cut off from communities in need. Amid it all, VSLAs have continued to meet, save, lend, and forge a future for their members.

“The resilience of these groups is a testament to the power of the collective — nay, the power of women, who are always the first responders and the last to leave any crisis. They remain, and they are the new frontier of development assistance.”

Learn more about the power and resilience of savings groups in CARE’s VSLA Annual Report 2025: From Savings to Shaping Markets.

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