Joint Meeting of the 132nd Session of the Programme Committee and 188th Session of the Finance Committee - Opening Statement
by Dr QU Dongyu, FAO Director-General
08/11/2021
Joint Meeting of the 132nd Session of the Programme Committee
and 188th Session of the Finance Committee
Opening Statement
By
Dr QU Dongyu, FAO Director-General
8 November 2021
Excellences, Distinguished Delegates,
Dear colleagues and friends,
1. Today, I am prudently optimistic about the many opportunities we have before us as we move into recovery phase and countries slowly emerge from the pandemic.
2. As I told the G20 Leaders last weekend, I firmly believe that big development can solve big problems, small development only solves small problems, and no development will accumulate more problems!
3. With this in mind, FAO continues to fully support its Members in their efforts to build back better.
4. We need to work together in a more effective and efficient manner to bring big development back on the central stage as we move forward into the new normal.
5. Through our COVID-19 Response and Recovery Program, we continue to reach large shares of rural populations, and to relaunch economic activities, ensuring that support is provided in a timely, equitable and efficient manner.
6. Our focus has now shifted from quick response, to efforts aimed at building back better and stronger towards transformed agri-food systems.
7. These efforts include the use of data and digital technologies, and innovation to assist smallholder farmers, linking social protection to rural-based livelihoods, women empowerment, humanitarian assistance and scaling up investment.
Dear Colleagues,
8. Together, we have accomplished many milestones over the past six months. Allow me to provide an overview of our main achievements and activities since our last Council session.
9. The COVID-19 situation in Italy has been steadily improving, as immunization has ensured that the majority of the Italian population has been vaccinated, including 90 percent of FAO headquarters based employees.
10. So far, presence in the office has not exceeded 25 percent. For the next period, until early next year, we are aiming at a voluntary return to work in presence of between 30 and 50 percent, while continuing to also work remotely under the digital FAO.
11. Recently, we reopened access for Members to FAO premises as part of a gradual process to facilitate Members’ work and presence in FAO, under the safety and precautionary measures we are all obliged to observe, and which depend on the evolution of the epidemiological situation.
12. Return plans globally have been dynamically adapting to the prevailing local situation, aligning to national governments’ safety measures, as well as WHO and UN Country Team guidance under a UN system common approach.
13. The FAO Global Crisis Management Team (CMT) is now well established as an effective mechanism to ensure that regions are kept up-to-date on the measures implemented by headquarters in order to facilitate their adaptation to local conditions and priorities.
14. The ONE FAO Global COVID-19 Vaccination Team continues with immunization efforts, and planning for the third dose has already started in Italy, while the second round of the UN System-Wide COVID-19 Vaccination Programme in field offices is ongoing.
15. As at October this year, 37 Country Offices had fully returned to the office, an increase of 60 percent compared with October 2020; and only 23 Country Offices are still fully teleworking compared with 49 in October last year.
16. Overall, a major effort was made to stay and deliver, with effective results as demonstrated by our field program figures.
17. Through the CMT, we have managed the transition focusing on resilience and capacity to function under hardship conditions.
18. Roles, procedures and guidelines have been adapted to increase the Organization’s capacity to operate by being more agile and flexible.
19. The FAO Digital Workplace transformation has continued throughout 2021, and hybrid ways of working were introduced in parallel to strong online collaboration, with more than 500 000 online meetings and close to 2000 webinars in the first ten months of 2021.
20. We have also invested in the renovation and structural assessment of existing buildings at all locations.
21. In Country Offices, this has included adapting air-conditioning systems and lighting installations to safety and security norms and potentiating solar systems.
22. Renovation works in FAO headquarters are progressing at full speed in order to make the work environment safer and more dynamic.
23. A new Main Entrance enhances FAO’s new corporate identity.
24. More works are in progress thanks to the financial support of the Host Government, including the external façade and major structural reinforcement works, and with the support of donor countries, new rooms will be established on the 8th floor.
25. FAO has demonstrated an incredible capacity to adapt to the difficult COVID-19 requirements, maintaining its business continuity and preserving the health, safety and well-being of its personnel.
26. Crisis-related measures will still accompany us for a while, yet these uncertain times have also boosted innovative and positive transformation that we will carry forward towards a new normality in 2022 and beyond.
27. Following the endorsement of structural reforms at headquarters by the Council, implementation of the transformation of regional and sub-regional structures has also begun.
28. We will build on headquarters’ reform to ensure synergy between headquarters and regions, to help strengthen working as ONE FAO, fostering collaboration and breaking down silos.
29. We want to enhance the capacities of FAO’s Regional Offices to contribute to the delivery of FAO’s Strategic Framework 2022-31, in support of the 2030 Agenda.
30. The success of the reformed regional structures will be measured in terms of improved relevance, timeliness, efficiency, technical quality, and effectiveness of the support provided to Members through Country Offices.
31. The reform of Regional Offices will ensure both common features across the regions, as well as regional specifics, building both on common interests and on regional comparative advantages.
32. The main accountability for the regions lies with the Regional Representatives who will be responsible to lead the changes for a more efficient and effective FAO.
33. Reforms have already been initiated through the adoption of a programmatic approach, integrating normative, technical, operational, investment and policy support, and there is a new focus on functions such as Strategic Foresight, Innovation, Digitalization and the Hand in Hand Initiative, supported by technical task force teams.
34. For the first time, the Organization has engaged in a comprehensive internal review of the business model of Country Offices.
35. The delivery of a successful structural reform will require deep thinking, tactical implementation and effective implementation modalities.
36. This milestone transformation of regional and sub-regional structures is our focus for 2022, and Members will be kept updated on progress.
Dear Colleagues,
37. FAO’s first Code of Ethical Conduct, released in May this year, was the result of extensive stakeholder consultation within FAO, including with the Staff Representative Bodies.
38. The Code functions as a pivotal point of reference for all FAO policies, rules and regulations, and aims to foster an ethical workplace culture.
39. It will help FAO personnel understand and comply with the Organization’s rules, and do what is right, even when there is no set rule.
40. The foundation of the Code is Article I of the FAO Staff Regulations and Chapter 1 of the Staff Rules that set out the duties, obligations and privileges of staff.
41. It is based on the principles of independence, loyalty, impartiality, integrity, accountability, and respect for human rights.
42. Preventing and combating all forms of Harassment, Sexual Harassment, Discrimination, Sexual Exploitation and Abuse of Authority remains a priority for the Organization.
43. Together with the Core Leadership team, I reaffirm our strong commitment to FAO’s zero tolerance policy towards all forms of misconduct, and to ensuring a corporate environment where employees feel safe to speak up, and can count on a quick and fair response.
44. The Organization is striving for progress and changes in its culture to focus on a new people-centered work environment.
45. This process is supported by guidelines including FAO’s Roadmap, which sets out where employees can go when in need, and new Investigation Guidelines, which are the result of the Organization’s engagement at the UN level.
46. We are also undertaking continuous awareness raising and building capacity of focal points in the field to ensure Organization wide compliance.
47. Furthermore, in line with the Oversight Advisory Committee’s recommendation, I am in the process of establishing a new internal Committee on Workplace Conduct and Protection from Sexual Exploitation and Abuse, which will replace the current internal task force.
Dear Colleagues,
48. An important initiative related to the response to the COVID-19 pandemic is the Food Coalition, which also provided technical inputs and support in the preparation of the G20 Foreign Affairs Ministers’ meeting in June resulting in the Matera Declaration on Food Security, Nutrition and Food Systems.
49. The Declaration recognized the Food Coalition as a flexible coordination mechanism for providing political leadership to mobilize financial and technical support to countries most in need, while continuing its work of raising awareness on food security, nutrition and sustainable agri-food systems.
50. The Matera Declaration and the final G20 Rome Leaders’ Declaration adopted last weekend, provides a very clear path, placing food security at the centre of the discussions, highlighting the One Health approach, empowering women and youth, adapting agri-food systems to the climate crisis, and the need for catalytic investments.
51. More than 35 countries across all regions have responded to the Food Coalition’s call for proposals, to join efforts and build multi-stakeholder alliances across countries and with stakeholders who have a mutual interest in addressing concrete challenges on the ground.
52. Proposals have been appraised reviewing relevance, effectiveness, impact and sustainability, and the Food Coalition is preparing a first Portfolio of 10 selected proposals to be presented to Members.
53. The Food Coalition will provide an opportunity to further mobilize G20 and Non-G20 countries in support of the most vulnerable, and build strategic coalitions around priority areas of work.
54. I encourage you to join this initiative and offer your political, financial and technical support in response to concrete needs on the ground.
55. The UN Food Systems Pre-Summit and the Summit have generated significant momentum for moving forward the transformation of agri-food systems.
56. The Pre-Summit in Rome was very successful, organized in close collaboration with the Government of Italy, and acted as a point of convergence bringing together more than 500 delegates from 108 countries in person, including 62 Ministers, and more than 22,000 people joined virtually from 183 countries.
57. FAO provided significant technical and operational support to the Special Envoy during the process towards the pre-Summit and the Summit, and the Organization will now play a leading role in the coordination of implementation of FSS follow-up action at country level.
58. FAO will host a Coordination Hub to support a coherent follow-up to the Summit, and to facilitate countries’ implementation of their national pathways, while fostering an inclusive ecosystem of partners, science and constituencies to ensure coherent, aligned and impactful support.
59. The Hub will also provide a space for the active engagement of youth, women, indigenous peoples and the private sector.
60. A Stakeholder Advisory Group will lead the process of two annual reporting events to present progress from countries and constituencies of their commitments.
61. As Director-General, I have agreed to the hosting the Hub as I believe that FAO, as the Organization mandated with supporting the sustainable development of the agri-food sectors, should lead this process.
62. Furthermore, the support that Members will require in transforming their agri-food systems is fully aligned with our new Strategic Framework.
Dear Colleagues,
63. Desert Locust remains a priority. In the Greater Horn of Africa and Yemen, over 2.2 million hectares were treated since January 2020.
64. Some 40 million people have avoided food insecurity and a livelihood crisis due to the collective efforts of FAO and governments, with financial support amounting to USD 243 million from over 29 different humanitarian and development partners.
65. While the desert locust situation has markedly improved since the beginning of the upsurge, breeding is expected to occur in areas that received rainfall in October, and more rain is expected during November in parts of Eastern Ethiopia, Northern Somalia, and coastal Yemen.
66. As the upsurge is likely to continue into at least early 2022, it is imperative that the surveillance and response mechanisms remain in place.
67. FAO will continue to closely monitor the global desert locust situation through its global Desert Locust Information Service.
68. More than a dozen new technologies have been integrated into the service and in national locust programmes to improve monitoring, early warning and response.
69. Fall Armyworm continues to spread in Asia Pacific and the Near East.
70. The pest is now reported to be in over 75 countries outside the Americas, with the latest report from the Solomon Islands.
71. An independent estimate of yield loss due to Fall Armyworm in Africa is estimated to be approximately USD 9.4 billion per year - the highest among all invasive alien species on the continent.
72. The FAO Global Action for Fall Armyworm Control is being implemented in 8 geographic zones where the pest is now present, with 1 demonstration country for each geographic zone and 54 scale-up countries across the zones.
73. Due to the pandemic, conflicts, weather extremes, diseases and other humanitarian emergencies, there has been a steady rise over the last 5 years in the number of people experiencing high acute food insecurity, and requiring urgent humanitarian assistance.
74. In 2020, the figure rose sharply to 155 million, and has now reached 161 million people.
75. Of particular concern is the deepening scale and intensity of the most acute forms of food insecurity.
76. In 2021, some 41 million people in 43 countries are experiencing IPC Phase 4 (Emergency) levels of acute food insecurity, which implies excess mortality and irreversible loss of livelihoods.
77. This rise in hunger has been accompanied by a steady growth in funding for humanitarian food security response, which is helping meet immediate needs and keeping people alive, but does not have long-term positive impact.
78. We need to address the root causes of consistently high levels of acute hunger through a more concerted effort to engage across the humanitarian-development-peace nexus.
79. Through the Global Network against Food Crises, co-led by FAO, we are providing leadership on joint analysis, programming and policy to prevent and address food crises.
80. A ‘nexus approach’ can produce the best food security outcomes, with humanitarian assistance addressing rising levels of hunger, and development support addressing the underlying drivers.
81. The agri-food sector offers an ideal entry point for a nexus approach, as it is the main source of livelihood for the majority of those experiencing acute food insecurity.
82. The sector is also remarkably resilient in conflict contexts and tends to recover fast when stability returns, with the appropriate policies and investments.
83. Recognizing the criticality of the nexus, FAO was the first UN agency to evaluate its own work in this area, with the Evaluation of FAO’s Contribution to the Humanitarian-Development-Peace Nexus 2014-2020, finalized in the second quarter of 2021.
84. Over 600 colleagues from across the Organization were consulted for the preparation of the Management Response, and all recommendations included in the Evaluation have been fully accepted.
85. The UN Food Systems Summit recognized a nexus approach as critical for the transformation of agri-food systems, and one of the post-summit Coalitions focuses specifically on the Humanitarian-Development Nexus supporting Peace, with the Global Network against Food Crises playing a secretariat role.
86. In October, I participated in the Inter-Agency Standing Committee’s Bi-Annual Principals meeting, which identified the Nexus as a strategic priority for the coming biennium, recognizing the need to better engage with development actors to reduce humanitarian needs in the long term.
87. FAO continues to be an active member of the IASC Results Group on Humanitarian-Development Collaboration.
Dear Colleagues,
88. In September, we successfully launched the Green Development of Special Agricultural Products: “One Country One Priority Product” Initiative.
89. The initiative focuses on the country and regional priorities of Members, and aims to promote the full length of the value chains (production, storage, logistics, processing and marketing) of a selected specialized product - with potential of being promoted to regional and international markets.
90. In line with the FAO Strategy for Private Sector Engagement, we launched the FAO CONNECT Portal – a “one-stop shop” connecting private sector partnerships for agri-food systems transformation.
91. I established a new internal “Engagement and Partnerships Committee” at the Core Leadership level, to ensure that any reputational or financial risks to FAO are avoided or minimized through adequate risk management.
92. It is important for FAO to be risk conscious – not risk averse.
93. The Due Diligence Framework for Risk Assessment and Management, as well as the draft Terms of Reference for an informal Private Sector Advisory Group, will be presented to the Programme Committee for consideration and possible inclusion as Annexes to the Strategy.
94. Since the last Programme Committee session, there has been an increase in proposals from FAO field offices for private sector engagement with various actors and sectors, reflecting FAO’s commitment to address your recommendations for a more diversified and balanced portfolio.
95. FAO is getting more and more engaged with youth, through our global campaigns and outreach activities, including the youth-led World Food Forum last month empowered by FAO’s Youth Committee, and Junior World Food Day.
96. Recently, FAO worked with the Italian Government to launch an educational itinerary at the G20 Green Garden in Rome’s Appia Antica Park, with the aim to motivate youth to take action to achieve the SDGs.
97. The FAO Women’s Committee has become an important platform to share, discuss and showcase ideas and actions to empower women - and through them the Organization.
98. The Women’s Committee is drawing attention to and supporting the work carried out by FAO’s Gender Team, particularly mainstreaming gender equality and women’s empowerment across all the activities of the Organization, to meet the UN System-Wide Strategy on Gender Parity.
99. As part of FAO’s major outreach and communication activities, World Food Day 2021 confirmed its crucial role in promoting FAO’s vision and work worldwide and reinforced the call to transform agri-food systems, as well as FAO’s role as a leading UN agency in achieving the SDGs.
100. In September, I shared a message with the G20 Agriculture Ministers Meeting from FAO’s newest Goodwill Ambassador, European Space Agency Astronaut Thomas Pesquet, from the International Space Station.
101. He spoke about the importance of transforming agri-food systems for future generations and brought with him an FAO flag – I think the first time the FAO flag has flown to space!
102. Multilingualism and languages used for international campaigns are steadily increasing, ensuring that FAO’s messages are reaching larger audiences across a broad geographic area.
103. World Food Day 2021 reached people in over 40 languages, and the International Year of Plant Health 2020 was communicated in 33 languages.
104. With the increase in global food insecurity, FAO together with other UN sister agencies, are strengthening their collaboration at global, regional and country levels.
105. Together, we must maintain commitment to the repositioning of the UN development system and step up our work in humanitarian contexts, including through joint data and evidence provision, coordination, advocacy, and interventions on the ground with the Food Security Cluster.
106. FAO’s Technical Cooperation Programme further contributes to the SDG targets at country level, in full alignment with the repositioned UN development system and our Strategic Framework.
107. Joint advocacy from the RBAs has been essential in making food security a priority in the global response to COVID-19.
108. Together, the RBAs conducted impact assessments of COVID-19 to address its socio-economic effects in many countries.
109. We share key joint data products such as the State of Food Security and Nutrition in the World (SOFI) Report, the Global Report on Food Crises, and the Hunger Hotspots reports.
110. Through the UN Secretary-General’s High-Level Task Force on Preventing Famine, in which FAO and WFP are core members, we have also jointly called for resources and political action to avert and respond to catastrophic food insecurity.
Dear Colleagues,
111. Today, we are presenting you the Adjustments to the Programme of Work and Budget 2022-23.
112. Firstly, I would like to thank Members for their participation throughout the entire interactive and transparent process of developing the Strategic Framework 2022-31.
113. The collaborative spirit and active engagement has resulted in a strong and fit-for-purpose framework that will support Members efficiently and effectively, and in a coherent manner.
114. We appreciate the decisions and follow the guidance provided by the 42nd Session of the FAO Conference in June this year on the Strategic Framework, the Medium Term Plan (MTP) 2022-25 and the Programme of Work and Budget (PWB) 2022-23.
115. In line with FAO’s Basic Texts, you now have before you the Adjustments to the PWB 2022-23, which is the final document in the series before moving to implementation in January 2022.
116. You will be discussing this document in more detail later, but let me present a few highlights.
117. The Conference endorsed FAO’s Strategic Framework with its strategic narrative of supporting the 2030 Agenda through the transformation to MORE efficient, more inclusive, more resilient and more sustainable agri-food systems.
118. The Conference also approved the budgetary appropriations for the 2022-23 biennium of USD 1 005.6 million, and provided guidance on the substance of the proposals, as addressed in the Adjustments before you today.
119. In this regard, FAO reviewed the number of Program Priority Areas and allocation of budget between the four betters to ensure a better balance among the three pillars of sustainable development - economic, environmental and social.
120. We have also described in more detail how the results framework is aligned to the repositioning of the UN development system and FAO’s Country Programming Frameworks.
121. The Conference also highlighted the need to address the climate crisis and biodiversity and to ensure science and innovation are crosscutting in all of FAO’s work.
122. In this regard, I am pleased to refer to the two new thematic strategies, which are currently being developed: the Strategy on Climate Change, and the Strategy on Science and Innovation.
123. Both Strategies prioritize science, innovative solutions and inclusive processes, in full alignment with the 2030 Agenda, and will be key tools for the implementation of the new Strategic Framework over the next decade.
124. FAO will ensure a strong accountability framework, with both thematic strategies aligned with the MTP and the PWB, and linkages to Key Performance Indicators (KPIs), as well as relevant SDG targets and indicators.
125. In line with the Strategies’ Roadmaps, we will consult with Members through the Programme Committee, the Council and the Regional Conferences, as well as through informal consultations, regional dialogues and external experts.
126. The final drafts will be submitted to the Council in June 2022 for consideration.
127. In addition, the new thematic strategies will be fully aligned with FAO’s other thematic Strategies on Private Sector Engagement, on Mainstreaming Biodiversity across Agricultural Sectors, and on Corporate Environmental Responsibility.
128. To help move forward the Science and Innovation Strategy, and to support science and innovation implementation in the field, additional resources of USD 1.2 million are transferred to this area on a cost neutral basis in the APWB 2022-23.
129. Innovation has always been a key component of my vision for FAO.
130. We need science and innovation to deliver on our common goals: transforming agri-food systems to nourish people, nurture the planet, advance equitable livelihoods and build resilient ecosystems.
131. For this reason, science and innovation provide the backbone of our Strategic Framework and have cross-sectoral relevance across the Organization’s program of work, underpinning all four accelerators and are integrated into the 20 Programme Priority Areas.
132. The Strategy on Science and Innovation will be inclusive and will cover all relevant scientific disciplines and types of innovations, including those coming from indigenous and local knowledge.
133. It will provide a framework for strengthening the Organization’s capacities to support countries in harnessing science and innovation, and will support FAO’s shift to a more forward-looking business model.
134. “Climate change mitigating and adapted agri-food systems” is one of 20 FAO Programme Priority Areas.
135. Under the overarching umbrella of the four betters, the new thematic FAO Strategy on Climate Change will be fit-for-purpose with a package of innovative and game-changing solutions to address the climate crisis and support the transformation of agri-food systems.
136. Given the urgency for climate action, it is crucial that the Strategy goes beyond business-as-usual to help us reach the climate targets, in particular the objectives of the Paris Agreement and the SDGs.
137. To deliver the new Strategy, a five-year Action Plan will include a set of actions, a results framework and an evaluation matrix to monitor and report on its outcomes, and will include a resource mobilization plan to operationalize the new Strategy.
Dear Colleagues,
138. For 2021, FAO’s Green Cities Initiative prioritized the African region, and in June this year, we launched the Green Cities Regional Action Programme for Africa, during which 6 African cities signed Letters of Intent during a special ceremony.
139. The Green Cities Initiative is closely linked with other FAO initiatives and programs such as the Hand-in-Hand Initiative, the Urban Food Agenda and Urban Forestry Program, and the Global Action on One Country, One Priority Product.
140. With regard to the Hand-in-Hand Initiative, I am pleased to report that 45 countries have now requested support for national programming.
141. In each of these countries, and in several others, FAO Members are taking advantage of the data, tools and platforms developed under the Initiative to identify key opportunities for scaled-up catalytic investment.
142. And to develop their own approaches to inclusive and sustainable development of agri-food systems and rural transformation.
143. Through extensive consultations with government, stakeholders, donors and development partners already active in the country, FAO is applying advanced analytics to identify opportunities to use agri-food systems transformation as a driver to eradicate poverty, end malnutrition and reduce inequalities within and among nations.
144. Furthermore, in some 25 of the current Hand-in-Hand-supported countries, we will shortly begin working with Governments to identify potential partners who can help overcome constraints, reduce vulnerabilities and unlock opportunities.
145. Together with the Green Climate Fund, we are exploring the development of possible multi-country, global and sub-regional programs for the SIDS and the Francophone Sahel countries – all of whom now participate in the Hand-in-Hand Initiative.
146. In all Hand-in-Hand countries, our focus is on the poorest, on the small-scale producers, rural workers, and SME service providers.
147. I also wish to commend the determination of Members for moving forward the International Platform for Digital Food and Agriculture to its finish line,
148. And FAO is now working towards establishing the Platforms’ operational components:
149. First, the Advisory Group component: a core group of international organizations, including FAO, IFAD, and the World Bank, among others, is working towards shaping the group that will undertake the technical work of the Platform.
150. Second, the Online Multi-stakeholder Forum component: we have initiated an initial mapping of multi-stakeholders to populate the online forum, which is the most inclusive part of the initiative.
151. Thirdly, we will shortly be reaching out to the FAO Regional Groups for nominees of senior government officers and technical experts for the Intergovernmental Representatives’ Group component, which will serve as the core mechanism of the Platform.
152. I am also pleased to report that the 1000 Digital Villages Initiative is developing well across the world.
153. In Latin America and the Caribbean, the initiative covers 122 villages in 13 countries.
154. In Asia and the Pacific 100 Digital Villages in 17 Countries (including 4 SIDS) will be part of the inventory by the end of 2021.
155. In Africa, 7 countries have joined the Digital Villages Initiative and 23 potential Digital Villages have been listed.
156. In the Near East and North Africa, the Digital Villages Initiative aims to start with e-Agriculture strategies for 3 countries in the region by improving access to digital services for 30 villages.
157. The Digital Villages Initiative was also presented during the Forum on Agri-Food Systems Innovation at Expo2020 in Dubai.
158. In Europe and Central Asia, the Digital Villages Initiative is closely linked with the “Smart Villages for a Green and Resilient Europe” promoted by the Slovenian presidency of the Council of the European Union.
159. The Digital Villages Portfolio, containing hundreds of FAO Digital Products, Ecosystem Products and Digital Public Goods, was launched in support of the Digital Villages Initiative.
160. FAO is also actively contributing to the UN Secretary-General’s Digital Cooperation Roadmap by championing Digital Public Goods.
Dear colleagues and friends,
161. I look forward to the Programme Committee, Finance Committee and the Joint Meeting’s deliberations and recommendations to the Council.
162. We are at a critical moment in time.
163. We see a convergence of factors that if ignored, threaten to prevent us from ending global hunger and malnutrition in all its forms.
164. At the beginning of this year, I declared that 2021 would be the year of continued efficiency and increased effectiveness.
165. Let us continue to work more together, more efficiently and more effectively, and more coherently.
166. Let’s roll up our sleeves, think big and do concrete - it’s time for us to take action now!
167. To achieve the four betters - better production, better nutrition, a better environment and a better life for all, leaving no one behind!
168. Thank you.