Shania Twain Takes a Stand Against Food Insecurity in New Partnership with Second Harvest Français
TORONTO, May 28, 2025 /CNW/ - The Shania Twain Foundation and Second Harvest, Canada's largest food rescue organization, are proud to announce a national partnership aimed at tackling two critical and interconnected challenges: food waste and food insecurity.
With a shared commitment to ensuring no one in Canada goes hungry, the partnership will harness the Shania Twain Foundation's dedication to supporting underserved communities and Second Harvest's expertise in rescuing surplus food and redirecting it to those who need it most.
"At the Shania Twain Foundation, we believe everyone deserves access to nutritious food," said Shania Twain, founder of the Shania Twain Foundation. "Second Harvest shares that belief and, together, we can make a meaningful impact across the country by ensuring that good surplus food feeds people — not landfills — and helps uplift communities across Canada."
Through this partnership, the two organizations will work together to expand awareness campaigns, support food rescue efforts and engage with various stakeholders around the issue of food waste in Canada.
"Shania's deep passion for food access and her influential platform will bring an exciting new energy to our mission. Her powerful voice will shine a bright light on the urgent need to address both food waste and hunger in this country," said Lori Nikkel, CEO of Second Harvest. "Together, we can create real change — from raising awareness to driving action in communities across Canada."
By combining storytelling, community outreach and national advocacy initiatives, the Shania Twain Foundation and Second Harvest are set to work together to keep food where it belongs: on plates and out of landfills.
About Second Harvest
Second Harvest is Canada's largest food rescue organization and a global thought leader on food waste and perishable food redistribution. It rescues unsold surplus food from thousands of food businesses from across the supply chain to redistribute it to non-profits in every province and territory. This prevents harmful greenhouse gases from entering the atmosphere while improving access to nutrition for millions of Canadians experiencing food insecurity. Beyond food rescue and redistribution, Second Harvest is deeply involved in advocacy, research, training and education. Its groundbreaking reports, such as "The Avoidable Crisis of Food Waste," provide critical data and insights to inform public policy and educate the public on sustainable food systems.
Second Harvest is committed to driving systemic change, helping to shape policies and practices that reduce food waste and address its role in climate change, while also supporting communities by providing them with the food they need.
About The Shania Twain Foundation
Since 2010, Shania Kids Can has provided localized programming within schools to help alleviate the negative effects of poverty and hunger that children face daily. Now as the Shania Twain Foundation, our goal is to reach more children and their families and to expand our work by partnering with other charitable organizations who are delivering similar programs and services. Our funding will continue to support food insecurity, youth empowerment and mental well-being.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Cision Canada
19 minutes ago
- Cision Canada
Updated HR Research Links Effective Employee Onboarding to Engagement, Retention, and Culture: McLean & Company Resource
Global HR research and advisory firm McLean & Company has released an updated resource, Develop a Comprehensive Onboarding Program, that contains research insights and expert advice that will help HR leaders build engaging, high-impact onboarding experiences that extend beyond orientation. The firm's recently refreshed blueprint delivers step-by-step guidance to help organizations acclimate, guide, and develop new hires for improved retention, productivity, and long-term success. TORONTO, June 20, 2025 /CNW/ - First impressions matter, yet despite rising turnover and a greater emphasis on employee experience, many organizations still treat onboarding as a quick orientation, missing the opportunity to engage, equip, and retain new talent. McLean & Company's recently refreshed research, Develop a Comprehensive Onboarding Program, reframes onboarding as a months-long journey that directly shapes how quickly employees contribute, how connected they feel to the wider team, and how likely they are to stay. "Onboarding doesn't begin on day one – it begins the moment a candidate accepts the offer," says Kelly Berte, practice lead, HR Research & Advisory Services. "When treated as a strategic, shared responsibility between HR and leaders, onboarding becomes more than a process; it becomes a powerful driver of culture, clarity, and commitment." Despite its impact on engagement and turnover, the global research and advisory firm's insights highlight that onboarding remains one of the most misunderstood phases of the employee lifecycle. Too often, organizations delegate the process solely to HR, overlook manager involvement, or fail to adapt to hybrid realities. The result is disconnected new hires, extended ramp-up times, and preventable attrition. McLean & Company's research shows that effective onboarding programs should: Improve time to productivity by clarifying expectations and role success. Strengthen employee retention by fostering belonging and connection. Reinforce culture and employer brand through intentional socialization. The firm's Develop a Comprehensive Onboarding Program blueprint outlines a five-step process for HR to build a comprehensive onboarding program that aligns with business needs. The five steps are: Assess the current onboarding experience and define success metrics. Acclimate new hires by sharing essential organizational, administrative, and cultural information. Guide employees with performance clarity, goal-setting, and coaching from day one. Develop new hires with role-specific learning and long-term growth support. Implement and communicate the program for consistent and scalable adoption. Designed for evolving workplace realities, the updated blueprint provides guidance on navigating decentralized teams, leveraging onboarding technology, and tailoring the approach by region or role complexity. As organizations compete for talent and adapt to flexible work models, onboarding is becoming a critical component of the workplace. For new hires, McLean & Company advises that onboarding is often where their expectations are met with organizational reality, and that when done right, it sets the tone for long-term engagement and growth. "When onboarding is viewed as a shared responsibility between HR and leaders, it becomes a powerful driver of performance, and perhaps most importantly, trust," explains Berte. McLean & Company's blueprint includes customizable tools, diagnostics, and step-by-step resources to help HR teams assess current gaps and design onboarding programs that work, whether employees are in-office, hybrid, or fully remote. To support implementation, McLean & Company offers a dedicated workshop to help HR leaders apply the framework in their own organizational context. Learn more about the workshop here. Organizations looking to accelerate the development of their onboarding program may also benefit from McLean & Company's Develop a Comprehensive Onboarding Program workshop, or the firm's New Hire and Employee Exit Survey. For media inquiries or to connect with McLean & Company analysts for exclusive, research-backed insights on human resources, onboarding, culture, and employee experience, please contact Communications Manager Katie Tame at [email protected]. About McLean & Company McLean & Company pairs evidence-based research and immediately applicable tools with deep HR expertise to position organizations to meet today's needs and prepare for the future. The global HR research and advisory firm's member organizations enjoy comprehensive resources, full-service diagnostics, workshops, action plans, and advisory services for all levels of HR professionals, from executive leadership to HR leaders to HR team members, that help shape workplaces where everyone thrives. McLean & Company is a division of Info-Tech Research Group. Media professionals can register for unrestricted access to research across IT, HR, and software and hundreds of industry analysts through the firm's Media Insiders program. To gain access, contact [email protected]. SOURCE McLean & Company
Cision Canada
19 minutes ago
- Cision Canada
VIA RAIL REACHES TENTATIVE AGREEMENTS WITH UNION Français
MONTRÉAL, June 20, 2025 /CNW/ - VIA Rail Canada (VIA Rail) has reached tentative agreements with Unifor's Council 4000 and Local 100, the union representing approximately 2,400 VIA Rail employees working in its stations, on board its trains, in its maintenance centres, at the VIA Customer Centre, and in administrative offices. These tentative agreements are subject to a ratification vote by VIA Rail's Unifor members. Once ratified, the collective agreements will be retroactive to January 1, 2025, and will remain in effect through December 31, 2027. Agreement details will only be disclosed following member ratification. "We are pleased to have reached these tentative agreements with Unifor. From the outset, VIA Rail's management engaged in this round of negotiations in good faith, with the clear objective of reaching a fair and equitable solution that would safeguard the continued delivery of excellent service to all Canadians," said Mario Péloquin, President and CEO of VIA Rail. "This important step reflects the commitment and perseverance of both parties throughout the negotiation process. Our employees are essential contributors to our success, and these agreements will help us move forward together as we continue to serve Canadians from coast to coast with dedication and pride." About VIA Rail VIA Rail Canada's mandate is to operate the national passenger rail service on behalf of the Government of Canada, and to provide a safe, accessible, efficient, reliable, sustainable, and environmentally responsible service that meets the needs of Canadian passengers. VIA Rail operates intercity trains connecting over 400 communities across Canada and ensuring rail transportation services to regional and remote communities. The Corporation safely transported over four million passengers in 2024 and has been awarded nine Safety Awards and three Environment Awards by the Railway Association of Canada. For more, visit our website:
Cision Canada
an hour ago
- Cision Canada
CRTC Decision Threatens Investments in Critical Telecom Infrastructure: Canadian Telecommunications Association
Government Action Needed Following CRTC Decision on Wholesale Internet Access OTTAWA, ON, June 20, 2025 /CNW/ - The Canadian Telecommunications Association is deeply disappointed by the CRTC's decision to uphold its earlier ruling that allows Canada's largest national telecommunications companies—Bell, Rogers, and TELUS—to operate as resellers on the networks of their competitors, including smaller regional providers. If this decision stands, it will lead to reduced investments in network infrastructure, including in rural and remote communities, and ultimately less choice for Canadians. The Association is calling on the Government of Canada to overturn the CRTC's decision and prohibit the three largest providers from reselling service over their competitors' networks. "Canada's telecom networks are more than just wires and cell towers. They are vital, strategic infrastructure that powers our economy, connects our communities, and are critical to our security and safety," said Robert Ghiz, President and CEO, Canadian Telecommunications Association. "Today's decision sends the wrong signal to the companies that build networks. It will reduce investment, undercut smaller regional providers who took on the risk of building their own networks, and ultimately harm the very consumers the policy claims to protect." In 2024 alone, Canada's telecom industry invested over $12 billion in network infrastructure—representing 18% of industry revenues and a higher share than counterparts in most developed countries. These investments support not only faster speeds and broader coverage, but also the economic vitality of rural and remote communities where building is hardest and most expensive. The Commission's decision threatens to reverse that progress. It allows the country's largest network operators to use competitors' network infrastructure at regulated rates rather than continuing to expand and upgrade their own networks. This disincentivizes new builds, harms smaller regional providers, and weakens Canada's ability to deliver next-generation connectivity to all Canadians, especially rural Canadians. Facilities-based competition—not resale—is the foundation of a sustainable and innovative telecom sector. It is what drives network improvements, affordability, and service differentiation. "In a time of economic uncertainty and growing digital dependence, now is not the time to undermine investment," said Mr. Ghiz. "Canadians deserve a resilient, future-ready telecom system built on strong, sustained competition among those committed to building and improving our nation's networks. The Government of Canada must act now to ensure that network builders continue to build."
