Lucila Lopes

Lucila Lopes

President of Fishermen Colony of Itaipava and community kitchen.

Itapemirim, Espírito Santo state.

"The Z-10 Fishermen Colony was created in 1998 and my father, Aurely Lopes, was the President. When he retired in 2019, I carried on his legacy.

We sell fish and run a community kitchen, which is busy all year round baking bread and cakes for events, but the impact of COVID-19 was quite painful, particularly financially.

The kitchen closed to avoid the spread of the virus, and all the events it normally catered for were cancelled.

The local community did not have enough money to buy as much fish as usual, which meant fishermen could not make money. It caused great damage.

Shell supported us to get the kitchen back up and running through the Healthy People and Businesses project in partnership with the CIEDS Institution, a non-governmental organisation,  helping local communities.

It gave us financial support and mentoring for our new venture; a restaurant serving healthy and low-cost foods to those most in need from poorer communities.

We feel strengthened, because the project helped us think differently in the face of COVID-19 and provided the support for us to achieve our goals."

Ludmyla Oliveira

Ludmyla Oliveira

Ancestral seamstress and founder of eco-conscious fashion brand, Crioula Criativa.

Cosmos, Rio de Janeiro.

"We train women to gain financial independence through courses focused on cutting, sewing and embroidery as well as teaching them about finances.

We also make clothes using the upcycling technique, which has already transformed 1,500 kilograms of textile waste into accessories.

Before the pandemic most of our income came from selling pieces at fairs and events, with any profit used to provide free training for the community.

We were already part of Shell LiveWire network which guided us on scaling up our business. But when the pandemic hit, through the Shell LiveWire call-to-action for COVID-19, we received support to help society by making and donating 10,000 fabric masks; directly training 20 women, generating income for more than ten local families and helping around 5,000 people to protect themselves from the virus.

Today, as a precaution due to the current situation of the pandemic we work in a hybrid model.

Our sales are 100% online with plans to sell internationally, while the face-to-face training is aimed at entrepreneurship, strengthening the surrounding businesses and supporting the social actions of our network."


Rosita Arevalo

Rosita Arevalo

Vegetable farmer


"We produce five tonnes of vegetables each cropping cycle, every three months; winged beans, okra and sponge gourd mainly, but during lock-down we could not get anything to market.

My son works with me on our 1.5 hectares of farm which we have run for the past 25 years and we just saw the vegetables going to waste.

The Pilipinas Shell Foundation Inc (PSFI) paid us double the usual amount for our produce for it to be used for their programme, and with that extra money we were able to renovate our house and improve our farm."

arturo landscape

Arturo Paje

Rice farmer

Pililla, Rizal

"Before COVID-19 our business, selling black and white rice, was already impacted by a law which favoured the importation of rice, but when the pandemic hit the situation for farmers like me was made even worse.

Many people in our community lost their jobs and so our profit margins were squeezed.

PSFI helped farmers because it gave us an opportunity to learn and provide the links from farmers to consumers.

It gave us rice seeds and organic fertilizer for our farm and it also bought our rice for a good price; 32 pesos a kilogram instead of 25 pesos a kilogram.

That support has helped the community and we hope it continues."



Dr. Piyamitr Sritara

Dean of Faculty of Medicine Ramathibodi Hospital, Mahidol University.


"At the peak of the fourth wave last month, we were seeing 30,000 new COVID-19 cases a day in Thailand. It placed a lot of strain on our hospital, which already sees 2.3 million visits a year.

We knew about the Delta variant of the virus back in June and began to plan for the cases that would need to be treated in specially built isolation units.

We moved non-essential patients to a nearby hotel and school building, installing X-ray and other medical services there, and with the help of The Shell Company of Thailand converted two ophthalmology wards into negative pressure environments.

That is important because it means all the air is removed from the room, stopping the airborne particles from spreading throughout the building and infecting other patients.

The 34 beds continue to be occupied by seriously ill patients who will on average stay for a week.

It takes 26 medical staff; from cleaners to consultant doctors to care for a COVID-19 patient in an isolation unit, all wearing protective clothing at all times so it is a very complex and intense process. It has been a challenge but one we have risen to."

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