We reviewed over 200 businesses worldwide*, and have identified over 165 businesses operating in the care economy across Latin America, Sub-Saharan Africa and Asia who met the following 4 criteria:
1. Geography focus: operating in project target countries.
2. Care economy impact: business activities recognize, reduce, reward or redistribute care work.
3. Proof of concept: care economy activities at least at the launch stage (none of the businesses are at concept stage).
4. Market-based intervention: already or planning to be financially profitable or to generate income in the medium term.
Out of the mapping we selected 60 businesses to conduct a full profile and showcase potential investment opportunities. These profiles have been created from information and data provided by the business itself. Use the filter on the left to access the businesses profiled.
* Disclaimer: The data presented in the business mapping and profiles is based on information provided by the businesses and has not been independently verified
1. Geography focus: operating in project target countries.
2. Care economy impact: business activities recognize, reduce, reward or redistribute care work.
3. Proof of concept: care economy activities at least at the launch stage (none of the businesses are at concept stage).
4. Market-based intervention: already or planning to be financially profitable or to generate income in the medium term.
Out of the mapping we selected 60 businesses to conduct a full profile and showcase potential investment opportunities. These profiles have been created from information and data provided by the business itself. Use the filter on the left to access the businesses profiled.
* Disclaimer: The data presented in the business mapping and profiles is based on information provided by the businesses and has not been independently verified
Hasu
Website: hasuapp.vn/tam-nhin-su-menh-hasu
Headquarters: Vietnam
Country of Operations: Vietnam
Women owned / led: Founded by at least one woman, At least 51% owned by women, At least 30% women in senior leadership positions, At least 30% of women in board of directors
About the organization: Hasu is a for-profit start-up in Vietnam that caters to the physical, mental and emotional needs of elderly. Through the app, Hasu aims to aggregate the various services that are required by elderly people. It services include nursing, nutrition, games and exercises. The business contributes to the redistribution and reduction of care work within households, as well as greater digital awareness and technology use amongst the elderly.
Stage of Growth: Small scale roll-out/Early stage
Types of Services: Elderly-care (Ages 60 and above)
Activities in the care economy: Provision of affordable services that provide care & domestic work
Pathway to impact: Reduce, Redistribute
HIPOCAMPUS
Website: www.hipocampus.mx
Headquarters: Mexico
Country of Operations: Mexico
Women owned / led: Founded by at least one woman, At least 30% women in senior leadership positions, At least 30% of women in board of directors
About the organization: Hipocampus is a social enterprise that provides high-quality and affordable early childhood care and education for working families in Mexico. Hipocampus partners with employers to provide on-site childcare services fully aligned with parents´ needs. With a B2B business and distribution model, Hipocampus operates under a community-centered approach (ie. providing opportunities to educators-mostly women- from the same communities where the centers operate.
Stage of Growth: Mass roll-out/Expansion
Types of Services: Child-care (Ages 1 to 5), Child-care (Ages 6 and above)
Activities in the care economy: Provision of technology & services that train/upskill domestic & care workers (e.g. technology that links employers to domestic/care workers), Provision of affordable services that provide care & domestic work (e.g. affordable daycare services in rural areas)
Pathway to impact: Recognize, Reduce, Redistribute
Hogaru
Website: www.hogaru.com
Headquarters: Colombia
Country of Operations: Colombia
Women owned / led: None
About the organization: Hogaru is a digital platform that provides housekeeping, cafeteria and childcare services in Colombia. Hogaru has an innovative and rigorous hiring process and offers cutting-edge technology to manage large groups of keepers/cleaners through a friendly algorithm system for scheduling services. Hogaru´s mission is to formalize and dignify domestic work in Colombia.
Stage of Growth: Mass roll-out/Expansion
Types of Services: Child-care (Ages 1 to 5), Child-care (Ages 6 and above), Domestic services, Labour saving solutions
Activities in the care economy: Provision of technology & services that train/upskill domestic & care workers (e.g. technology that links employers to domestic/care workers), Provision of technology, services & policies/practice that improve condition for domestic & care worker (e.g. apps that calculate decent remuneration), Provision of affordable time and labour saving technology and products (e.g. product that makes washing, cooking more efficient)
Pathway to impact: Reduce, Reward, Redistribute
Homely
Website: www.homely.mx
Headquarters: Mexico
Country of Operations: Mexico
Women owned / led: Founded by at least one woman, At least 51% owned by women, At least 30% of women in board of directors
About the organization: Homely is a digital platform that connects clients with a trusted cleaning professional for their home or office more easily, quickly, and securely. Employees can choose to provide hourly or fixed contract work. In both cases, domestic workers receive all the legal and social benefits. Homely´s mission is to provide adequate tools for the economic independence of cleaners/keepers and continue expanding to other domestic and care jobs such as caregivers and nurses.
Stage of Growth: Mass roll-out/Expansion
Types of Services: Domestic services
Activities in the care economy: Provision of technology & services that train/upskill domestic & care workers (e.g. technology that links employers to domestic/care workers), Provision of technology, services & policies/practice that improve condition for domestic & care worker (e.g. apps that calculate decent remuneration), Provision of affordable time and labour saving technology and products (e.g. product that makes washing, cooking more efficient), Awareness raising on the care economy through marketing, information campaigns & programmes that raise awareness & increase motivation
Pathway to impact: Recognize, Reward, Redistribute
I.A.B. – Institut Academic of Babies
Website: www.iab-afrique.com
Headquarters: Senegal
Country of Operations: Senegal
Women owned / led: Founded by at least one woman, At least 51% owned by women, At least 30% women in senior leadership positions, At least 30% of women in board of directors
About the organization: I.A.B is a social business that trains care workers in early childhood care. In Senegal, day care centers are not regulated and there is no school that is specifically focused on training related early childhood. As a result, children are less likely to go to nurseries. Through it’s training programs I.A.B has increased the skills of childcare workers, resulting in higher incomes for these workers. I.A.B’s impact includes improved health conditions among toddlers, decent work opportunties for care workers, and increased productivity of parents who are assured that the care and development of their children is in expert hands.
Stage of Growth: Mass roll-out/Expansion
Types of Services: Infant-care (children younger than 1-year), Child-care (Ages 1 to 5), Domestic services
Activities in the care economy: Provision of technology & services that train/upskill domestic & care workers
Pathway to impact: Recognize, Reward
Jazza Centre Limited
Website: www.jazzacentre.com
Headquarters: Kenya
Country of Operations: Kenya
Women owned / led: Founded by at least one woman
About the organization: Jazza Centre is a for-profit social enterprise that trains and places domestic workers in Kenya. The enterprise formalizes the employment process for domestic workers by ensuring that domestic workers and employers sign employment contracts. Jazza Centre increases recognition and reward for domestic workers by negotiating fair terms of employment and skill development. It reduces the burden of care work in households through provision of trained domestic workers.
Stage of Growth: Mass roll-out/Expansion
Types of Services: Infant-care (children younger than 1-year), Child-care (Ages 1 to 5), Child-care (Ages 6 and above), Elderly-care (Ages 60 and above), Care for persons with special needs (disabled / differently abled persons), Domestic services
Activities in the care economy: Provision of technology, services & policies/practice that improve conditions for domestic & care worker
Pathway to impact: Recognize, Reward, Redistribute
Kanguritos
Website: kanguritos.co
Headquarters: Colombia
Country of Operations: Colombia
Women owned / led: Kanguritos is an education and care agency that offers teachers at home able to tailor children’s and parents’ educational needs reliably and safely to contribute to kids’ development. Kanguritos focuses on 0-7 years old children for whom they have developed innovative tools, such as the “neurolab kits,” a toolbox with a pedagogical approach that seeks to strengthen the basic and essential elements for children’s learning.
About the organization: Kanguritos is an education and care agency that offers teachers at home able to tailor children’s and parents’ educational needs reliably and safely to contribute to kids’ development. Kanguritos focuses on 0-7 years old children for whom they have developed innovative tools, such as the “neurolab kits,” a toolbox with a pedagogical approach that seeks to strengthen the basic and essential elements for children’s learning.
Stage of Growth: Mass roll-out/Expansion
Types of Services: Child-care (Ages 6 and above)
Pathway to impact: Reduce, Redistribute
Kidogo
Website: www.kidogo.co
Headquarters: Kenya
Country of Operations: Kenya
Women owned / led: Founded by at least one woman
About the organization: Kidogo is a non-profit social enterprise that improves access to high-quality, affordable early childhood care & education in Kenya’s low-income communities. Kidogo supports women entrepreneurs to initiate or improve the quality of their own, community-based childcare micro-businesses. Kidogo reduces care work as parents have access to quality childcare service at the centres. 82% of Kidogo kids hit developmental goals. Kidogo kids receive health and nutrition interventions, that have also led to a 41% reduction in stunting.
Stage of Growth: Mass roll-out/Expansion
Types of Services: Infant-care (children younger than 1-year), Child-care (Ages 1 to 5)
Activities in the care economy: Provision of affordable services that provide care & domestic work
Pathway to impact: Recognize, Reward, Redistribute
Kiidu
Website: www.kiidu.com
Headquarters: Thailand
Country of Operations: Thailand
Women owned / led: Founded by at least one woman, At least 30% women in senior leadership positions
About the organization: Kiidu’s model empowers domestic workers and care givers with jobs and helps parents find personnel such as nannies, tutors, maids, senior caregivers, nurses and drivers in Thailand. The solution has led to reduced care work through provision of domestic services. This for-profit company intends to expand its services to the Philippines.
Stage of Growth: Mass roll-out/Expansion
Types of Services: Infant-care (children younger than 1-year), Child-care (Ages 1 to 5), Child-care (Ages 6 and above), Elderly-care (Ages 60 and above), Care for persons with special needs (disabled / differently abled persons), Care for people with illnesses, Domestic services, Labour saving solutions
Activities in the care economy: Provision of technology & services that train/upskill domestic & care workers
Pathway to impact: Recognize, Reduce, Redistribute
Komodo Water
Website: www.komodowater.org
Headquarters: Indonesia
Country of Operations: Indonesia
Women owned / led: Founded by at least one woman, At least 51% women-owned, At least 30% of women in senior leadership
About the organization: Komodo is a for-profit entity that provides clean and affordable drinking water in villages of Indonesia. The entity’s services reduces the time spent on collecting clean water in rural regions.
Stage of Growth: Mass roll-out/Expansion
Types of Services: Labour saving solutions
Activities in the care economy: Provision of affordable time and labour saving technology and products
Pathway to impact: Redistribute, Reduce
Lavapp
Website: www.lavapp.me
Headquarters: Argentina
Country of Operations: Argentina, Mexico, Other Countries
Women owned / led: Founded by at least one woman, At least 30% women in senior leadership positions
About the organization: Lavapp is the first App in Latin America that connects people with the best laundry stores in their neighborhood, allowing them to manage their orders from their smartphones without leaving their homes and with free delivery. Lavapp’s team’s goal is to become an economic alternative for thousands of people who need an additional income. They are addressing the challenge of the lack of affordable solutions to reduce the amount of time spent on care and domestic work, and the limited redistribution of care and domestic work to other actors in the care economy. The app has been recognized as a dignified and rewarding work tool that helped more than 100 families in 2020.
Stage of Growth: Small scale roll-out/Early stage
Types of Services: Domestic services, Labour saving solutions
Activities in the care economy: Provision of technology & services that train/upskill domestic & care workers (e.g. technology that links employers to domestic/care workers), Provision of technology, services & policies/practice that improve condition for domestic & care worker (e.g. apps that calculate decent remuneration), Provision of affordable time and labour saving technology and products (e.g. product that makes washing, cooking more efficient)
Pathway to impact: Reduce, Redistribute
LivUp
Website: www.liv-up.cl
Headquarters: Chile
Country of Operations: Chile
Women owned / led: Founded by at least one woman, At least 51% owned by women
About the organization: LivUp is dedicated to prolonging and protecting the vitality of the elderly. This Chilean platform promotes prevention to decrease the need for intensive care. LiveUp is addressing the limited redistribution of care and domestic work and creating affordable solutions to reduce the amount of time spent on caring f and domestic work. Between 2018 and 2020, LivUp has impacted 97 families with the innovative figure of autonomy’s promoter and by employing people over their 50s.
Stage of Growth: Mass roll-out/Expansion
Types of Services: Elderly-care (Ages 60 and above)
Activities in the care economy: Provision of technology & services that train/upskill domestic & care workers (e.g. technology that links employers to domestic/care workers), Provision of technology, services & policies/practice that improve condition for domestic & care worker (e.g. apps that calculate decent remuneration), Provision of affordable services that provide care & domestic work (e.g. affordable daycare services in rural areas), Awareness raising on the care economy through marketing, information campaigns & programmes that raise awareness & increase motivation
Pathway to impact: Reduce, Redistribute
Mi Dulce Hogar
Website: www.midulcehogar.mx
Headquarters: Mexico
Country of Operations: Mexico
Women owned / led: Founded by at least one woman, At least 51% owned by women
About the organization: Mi Dulce Hogar provides formal jobs for domestic workers in Mexico through a quick and efficient hiring process to recruit reliable keepers and cleaners. Mi Dulce Hogar’s work relies on three pillars: safety through a rigorous hiring process, quality training programs, and formal jobs that provide legal and social benefits. Their objective is to connect and formalize as many employees ad they can.
Stage of Growth: Established/Mature
Types of Services: Domestic services, Labour saving solutions
Activities in the care economy: Provision of technology & services that train/upskill domestic & care workers (e.g. technology that links employers to domestic/care workers), Provision of technology, services & policies/practice that improve condition for domestic & care worker (e.g. apps that calculate decent remuneration), Provision of affordable time and labour saving technology and products (e.g. product that makes washing, cooking more efficient)
Pathway to impact: Reduce, Reward, Redistribute
Nursing Homecare BD
Website: www.nursinghomecarebd.com
Headquarters: Bangladesh
Country of Operations: Bangladesh
Women owned / led: Information not available
About the organization: Nursing Homecare BD is a for-profit company that provides home care and nursing services in Bangladesh. It provides home care services for patients and elderly that need assistance for their daily needs. Its services include connecting mothers with nurses to give proper care and support to the newly born babies and infants at home. The company’s services redistribute and reduce care and domestic work within the household.
Stage of Growth: Mass roll-out/Expansion
Types of Services: Child-care (Ages 1 to 5) Child-care (Ages 6 and above) Elderly-care (Ages 60 and above) Care for persons with special needs (disabled / differently abled persons) Care for people with illnesses
Activities in the care economy: Provision of technology & services that train/upskill domestic & care workers (e.g. technology that links employers to domestic/care workers)
Pathway to impact: Redistribute
Okboy
Website: www.okboy.app
Headquarters: Mexico
Country of Operations: Mexico
Women owned / led: Founded by at least one woman
About the organization: Okboy is a Mexican multiservice platform to manage domestic services quickly, efficiently, and safely. They offer multiple services, including house cleaning, among other household facilities. Okboy helps reduce the time dedicated to domestic services and provides flexible times to clients and employees, who get fair payment and good working conditions.
Stage of Growth: Mass roll-out/Expansion
Types of Services: Domestic services, Labour saving solutions
Pathway to impact: Reduce, Redistribute
OneSky
Website: www.onesky.org
Headquarters: United States of America
Country of Operations: Vietnam, China, Mongolia
Women owned / led: Founded by at least one woman, At least 51% owned by women, At least 30% women in senior leadership positions
About the organization: Onesky is a non-profit that trains women operating daycares out of their homes in Vietnam’s industrial zones. These daycares serve children of women labouring in nearby factories who do not have access to quality care for their children. It empowers caregivers to establish a responsive relationship with children and create a safe and nurturing learning environment, thereby redistributing care and domestic work whereby young mothers leave their children in the care of onesky trainees to pursue employment or education. Onesky has trained over 75,984 caregivers and impacted 247,753 children.
Stage of Growth: Mass roll-out/Expansion
Types of Services: Child-care (Ages 1 to 5)
Activities in the care economy: Provision of technology & services that train/upskill domestic & care workers
Pathway to impact: Recognize, Reward
Phulki
Website: www.phulkibd.org
Headquarters: Bangladesh
Country of Operations: Bangladesh
Women owned / led: Founded by at least one woman, At least 51% owned by women, At least 30% women in senior leadership positions, At least 30% of women in board of directors
About the organization: Phulki is the pioneer in establishing early childhood development programs in Bangladesh. Phulki provides various training on health issues, woman rights, and vocational trainings such as caregiver training, supervision training and others, to increase women’s financial stability. It has setup childcare facilities in the workplace for women that are employed in garment factories in Bangladesh. Phulki also works with domestic house helpers building their capacity.
Stage of Growth: Established/Mature
Types of Services: Infant-care (children younger than 1-year), Child-care (Ages 1 to 5), Child-care (Ages 6 and above), Domestic services, Labour saving solutions
Activities in the care economy: Provision of affordable services that provide care & domestic work
Pathway to impact: Reduce, Redistribute
Pillar Health Sdn Bhd
Website: www.pillarcare.com
Headquarters: Malaysia
Country of Operations: Malaysia
Women owned / led: At least 30% women in senior leadership positions
About the organization: Pillar Health Sdn Bhd is a for-profit company that provides caregiver services, caregiver training and technology for care providers in Malaysia. The company helps families find the best elderly care services and products they need in the fast, transparent and convenient way. Pillar Health is a network of elderly home care professionals, and related service and product providers. The company also provides skilling for the care givers and redistributes the care work burden for households.
Stage of Growth: Established/Mature
Types of Services: Elderly-care (Ages 60 and above), Care for persons with special needs (disabled / differently abled persons), Care for people with illnesses
Activities in the care economy: Provision of technology, services & policies/practice that improve condition for domestic & care worker (e.g. apps that calculate decent remuneration)
Pathway to impact: Reduce, Redistribute
PT Insan Medika Persada
Website: www.insanmedika.co.id
Headquarters: Indonesia
Country of Operations: Indonesia
Women owned / led: Founded by at least one woman
About the organization: Insan Medika is a for-profit enterprise that provides healthcare services for elderly and unwell patients in Indonesia, through professionally trained caregivers. Insan Medika focuses on increasing the skills of caregivers through its academy. By doing so, the company is rewarding caregivers through increased opportunities, better work conditions and increased income.
Stage of Growth: Mass roll-out/Expansion
Types of Services: Infant-care (children younger than 1-year), Child-care (Ages 1 to 5), Child-care (Ages 6 and above), Elderly-care (Ages 60 and above), Care for persons with special needs (disabled / differently abled persons), Care for people with illnesses
Activities in the care economy: Provision of technology & services that train/upskill domestic & care workers
Pathway to impact: Recognize, Reward, Redistribute
Sitly
Website: www.sitly.co
Headquarters: Netherlands
Country of Operations: Argentina, Mexico, Colombia, other Latin America countries
Women owned / led: Information not available
About the organization: Sitly is a platform that connects families with nannies and babysitters. Sitly is built by parents, for parents. They want kids to have the best care, and parents to have peace of mind when they can’t take care of their kids. Sitly is now the fastest-growing platform that allows babysitters, nannies, and families to connect while it recognizes and dignifies people’s work dedicated to childcare.
Stage of Growth: Established/Mature
Types of Services: Infant-care (children younger than 1-year), Child-care (Ages 1 to 5), Child-care (Ages 6 and above)
Activities in the care economy: Provision of affordable services that provide care & domestic work (e.g. affordable daycare services in rural areas)
Pathway to impact: Reduce, Reward, Redistribute