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Book (stand-alone)Corporate general interest联合国粮食及农业组织成立八十周年纪念
八秩砥砺奋进征程，矢志天下仓廪丰盈
2025粮农组织全新的历史回顾梳理了本组织八十年来在粮食和农业领域的发展历程，以及在瞬息万变的世界中持续塑造农业粮食体系所作的不懈努力。《联合国粮食及农业组织成立八十周年纪念：八秩砥砺奋进征程，矢志天下仓廪丰盈》一书以文字和图片的形式，记录了粮农组织在其使命历程中的重要里程碑，并将其置于国际大事及粮食和农业发展演变的宏大背景下加以审视。全书分为四个部分，展现了粮农组织日益扩大的职能和影响力：第一部分“立规模，建体系”（1945–1965年），详述了二战后农业生产的迅速扩张；第二部分“固根基，求实效”（1965–1985年），探讨了环境议题的出现以及更加精准、务实的应对措施；第三部分“开新域，聚合力”（1985–2005年），呈现了全球化与整体性视角的深化；第四部分“促转型，臻至善（2005–2025年），强调了创新与科技是实现“更好生产、更好营养、更好环境和更好生活”的关键驱动力，确保不让任何人掉队。从1950年开创性地开展世界农业普查，到1963年与世界卫生组织共同成立食品法典委员会，再到2011年根除牛瘟等突破性进展，以及在“四个更好”指导下农业粮食体系经历的深刻变革。虽然已结出累累硕果，未来之路仍任重道远。粮农组织将继续秉持初心，砥砺奋进，矢志不懈。 -
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Book (stand-alone)Corporate general interest活动手册 — 食物权 2024食物权意味着所有人都能获得营养丰富的食物，这样我们才能成长并过上积极的生活。人们根据偏好、文化、时间或者烹饪方法选择食物。但是，两个非常重要的因素影响着许多人的膳食选择，即食物的价格以及获取食物的便利性。请翻开今年的世界粮食日活动手册，探索食物权作为一项基本人权的重要性、健康膳食、影响我们粮食体系的全球挑战以及取决于我们行动的解决方案。不管处在哪个年龄阶段，我们每个人都应了解自身的膳食选择如何推动全世界实现每个人都有足够多样、营养且安全的食物，不让任何人掉队。
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Book (stand-alone)GuidelineVoluntary Guidelines to Support the Progressive Realization of the Right to Adequate Food in the Context of National Food Security
Adopted by the 127th session of the FAO Council, 22-27 November 2004
2005The objective of the Voluntary Guidelines is to provide practical guidance to States in their implementation of the progressive realization of the right to adequate food in the context of national food security, in order to achieve the goals of the World Food Summit Plan of Action. They provide an additional instrument to combat hunger and poverty and to accelerate attainment of the Millennium Development Goals. The Voluntary Guid elines represent the first attempt by governments to interpret an economic, social and cultural right and to recommend actions to be undertaken for its realization. Moreover, they represent a step towards integrating human rights into the work of agencies dealing with food and agriculture. -
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 (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.