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Journal, magazine, bulletinBulletin食品价格监测与分析 (FPMA) 简报 #4 CH, 2020年5月12日
食品价格趋势月度报告
2020Also available in:
No results found.由于黑海地区采取出口管制，4月国际小麦需求旺盛，出口价格应声上涨。受一些出口国临时限制出口和物流瓶颈影响，国际稻米价格也出现上扬。相比之下，由于玉米的全球供应充足以及对生物燃料和动物饲料的需求减弱，玉米价格大幅下跌。 4月，受2019冠状病毒病（COVID-19）疫情影响，食品供应链受到冲击，需求增加，一些国家的食品价格持续上涨。 在东非、苏丹和南苏丹，宏观经济环境形势艰难以及国内供应收紧致使主粮价格上涨，而新冠疫情对贸易和市场造成的冲击，进一步加剧了价格上行的压力。 南部非洲进入主季收割时期，市场供应随之增加，因此，4月一些国家的玉米价格出现季节性下跌。然而，由于上一年歉收，价格仍远高于去年同期水平。 -
Journal, magazine, bulletinBulletin食品价格监测与分析 (FPMA) 简报 #3 CH, 2020年4月10日
食品价格趋势月度报告
2020Also available in:
No results found.3月，小麦和玉米的平均出口价格低于2月。尽管出于对2019冠状病毒病（COVID-19）疫情的担忧，小麦和玉米的贸易活动活跃，但全球的大量供应和良好的生产前景继续主导市场情绪，导致平均价格下跌。相比之下，新冠肺炎疫情引发的担忧和越南暂停签署新出口合同的消息，造成国际稻米价格持续上涨。 3月下半月，新冠疫情导致的粮食需求激增以及供应链冲击，推动了一些国家食品价格的上涨。为了应对定价过高并确保疫情期间的国内供应，各国政府正在采取一系列政策干预措施。 在墨西哥和南非，受到新冠疫情将引发经济衰退这一预期的主要影响，3月份货币大幅贬值，白玉米价格随之显著上涨。 在苏丹，由于外汇严重短缺以及官方汇率和平行汇率间差距扩大，货币进一步贬值，该国主粮价格3月份出现飞涨，创下历史最高记录。燃料短缺、2019年谷物产量低于平均水平，以及高昂的生产和运输成本，进一步加剧了价格的上行压力。 -
Journal, magazine, bulletinBulletin食品价格监测与分析 (FPMA) 简报 #6 CH, 2020年7月14日
食品价格趋势月度报告
2020Also available in:
No results found.由于收割工作逐步推进且全球供应前景良好，6月小麦出口价格继续下跌。国际稻米价格自年初以来首次下降，主要原因是贸易活动放缓。相比之下，因全球需求走强，以及美国气候条件不利，玉米价格在连续下跌数月后出现上扬。 在东非，随着新收成的上市和2019冠状病毒病（COVID-19，以下简称“新冠”）疫情封锁措施的放宽，市场供应状况出现改善，6月粗粮价格下跌。相比之下，苏丹的粗粮价格继续攀升，原因是国内供应紧张、货币疲软，以及新冠疫情遏制措施导致供应链受到冲击。 在中美洲，由于季节性上行压力，加之对新冠疫情的担忧推高国内外需求，6月豆类价格继续大幅上扬，一些国家的价格达到历史新高。
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Book (stand-alone)High-profileFAO Migration Framework – Migration as a choice and an opportunity for rural development 2019The FAO Migration Framework guides the Organization in carrying out its work on migration at global, regional and country levels. It aims to ensure greater coordination between technical units and decentralized offices, and strengthen coherence and synergies across the Organization. It presents FAO definition, vision and mission on migration and spells out the rational for FAO engagement in this area. It presents what FAO does on migration, identifying the four main thematic areas of work along the migration cycle. Finally, it describes how FAO works on migration along its core functions.
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Book (series)High-profileOECD-FAO Agricultural Outlook 2023-2032 2023The Agricultural Outlook 2023-2032 is a collaborative effort of the Organisation for Economic Co-operation and Development (OECD) and the Food and Agriculture Organization of the United Nations (FAO). It brings together the commodity, policy and country expertise of both organisations as well as input from collaborating member countries to provide an annual assessment of the prospects for the coming decade of national, regional and global agricultural commodity markets. The publication consists of 11 Chapters; Chapter 1 covers agricultural and food markets; Chapter 2 provides regional outlooks and the remaining chapters are dedicated to individual commodities.
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Book (stand-alone)Technical bookFAO Strategy for Partnerships with Civil Society Organizations 2013FAO has been working for many years with hundreds of civil society organizations (NGOs, community-based organizations, professional associations, networks, etc.) in technical work, emergency field operations, training and capacity building, and advocacy of best agricultural practices. Over the past years, civil society organizations (CSOs) have evolved in terms of coordination, structure, outreach, mobilization and advocacy capacity. In this period, FAO has also undergone changes i n management, revised its Strategic Framework and given a new impetus to decentralization. Therefore, a review of the existing 1999 FAO Policy and Strategy for Cooperation with Non-Governmental and Civil Society Organizations was needed. The FAO Strategy for Partnerships with Civil Society considers civil society as those non-state actors that work in the areas related to FAO’s mandate. It does not address partnerships with academia, research institutions or philanthropic found ations, as they will be treated in other FAO documents. Food producers’ organizations, given their specific nature and relevance in relation to FAO’s mandate, will be considered separately. In principle, as they usually are for-profit, they will fall under the FAO Strategy for Partnerships with the Private Sector, unless these organizations state otherwise and comply with the criteria for CSOs. These cases will be addressed individually. The Strategy identifies six areas of colla boration and two levels of interaction with different rationales and modus operandi: global-headquarters and decentralized (regional, national, local). The main focus of this Strategy is in working with civil society at th e decentralized level. In its Reviewed Strategic Framework, FAO has defined five Strategic Objectives to eradicate poverty and food insecurity. To achieve this, the Organization is seeking to expand its collaboration with CSOs committed to these objectives.