ISLAMIC ORGANIZATION FOR FOOD SECURITY: main information www.iofs.org.kz
ISLAMIC ORGANIZATION FOR FOOD SECURITY The Islamic Organization for Food Security (IOFS) is a specialized institution of the Organization of Islamic Cooperation (OIC). MISSION OF IOFS: To ensure sustainable food security in OIC countries HISTORY OF IOFS: Inaugural General Assembly - 26-28 April, 2016, Astana, Kazakhstan. Second General Assembly - 27-29 August, 2019, Jeddah, Saudi Arabia. Third General Assembly - 2-3 December, 2020, Ankara, Turkey. Fourth General Assembly - 8-9 September, 2021, Nur-Sultan, Kazakhstan. Fifth General Assembly – 10-11 October, 2022, Tunis, Tunisia 7th Session of World Islamic Economic Forum in Astana (Nur-Sultan), Kazakhstan, 7-9 June 2011 12th Secretary-General of OIC H.E Hissein Brahim Taha & Director General of IOFS H.E. Yerlan A. Baidaulet INITIATION 8 June 2011 – Initiative of the First President of Kazakhstan Nursultan Nazarbayev on creation of a food security organization within the OIC. www.iofs.org.kz 3
IOFS visits to member countries and ministerial meetings in: HOSTING COUNTRY President of the Republic of Kazakhstan KassymJomart Tokayev stated at the: 75th UNGA: «The Islamic Organization for Food Security is willing to provide comprehensive support for the development of food reserves and implementation of a large-scale international humanitarian campaign». 76th UNGA: «Kazakhstan is a major grain producer and exporter and a founding member of the Islamic Organization for Food Security… We invite... shaping a better, brighter future for sustainable agriculture». 77th UNGA: «Kazakhstan is ready to expand cooperation with the Islamic Organization for Food Security… To intensify efforts to combat hunger» The Secretariat of the Islamic Organization for Food Security is located in Nur-Sultan, Republic of Kazakhstan. In 2018-2019 Kazakhstan was the first country to pay a voluntary contribution. In 2020 Kazakhstan paid the first mandatory contribution and in 2021-2022 transferred the mandatory contributions along with other Member Countries. 2019: Kingdom of Saudi Arabia – on 04.12 in Jeddah; on 11.12 in Nur-Sultan Indonesia – on 29.07 in Jakarta Brunei – on 01.08 in Bandar Seri Begawan Malaysia – on 04.08 in Kuala Lumpur Bangladesh – on 29.08 in Jeddah Afghanistan – on 29.08 in Jeddah Mali – on 29.08 in Jeddah Egypt – on 29.08 in Jeddah Saudi Arabia – on 29.08 in Jeddah Kazakhstan – President of the Republic of Kazakhstan on 26.11 in Nur-Sultan Turkey – President of the Republic of Turkey on 28.11 in Istanbul 2020: Bangladesh – on 04.02, Jeddah; 19.02, Dhaka Kazakhstan – on 30.04 in Nur-Sultan Somalia – on 20.05 (online) Cameroon – on 21.05 (online) Pakistan – on 11.11 (online) Tunisia – on 12.11 (online) Niger - President of Niger on 27.11 in Niamey Afghanistan – on 27.11 in Niamey Tunisia – on 27.11 in Niamey Turkey – on 03.12 in Turkey Qatar – on 29.12 (online) 2021: Egypt – on 06.01 in Cairo (online) on 31.07 in Cairo, on 02.08 in Cairo, on 23.10 in Cairo United Arab Emirates – on 14.02 in Dubai; on 16.12 in Dubai; on 11.06 in Astana, on 16.10 in Dubai Kuwait – on 15.04 in Nur-Sultan (online) Qatar – on 12.07 in Doha; on 13.07 in Doha; on 20.10 in Nur-Sultan, on 27.10 in Istanbul Tunisia – on 27.07 in Tunis; on 28.07 in Tunis Tajikistan – on 16.08 in Dushanbe; on 26.10 in Istanbul Niger – on 02.09 in Tashkent Kazakhstan – on 01.10 in Nur-Sultan Mozambique – on 26.10 in Istanbul Turkey – on 26.10 in Istanbul Cameroon – on 27.10 in Istanbul Guinea Bissau – on 27.10 in Istanbul Pakistan – on 10-12/11 in Islamabad 2022: Kingdom of Saudi Arabia – on 11.01 in Jeddah Qatar – on 13.02 in Doha Egypt – on 23.02 in Cairo Morocco - on 08.03 in Marrakesh Oman – on 15.03 in Muscat Pakistan – on 22.03 in Islamabad Afghanistan – on 16.04 in Kabul Iran – on 08.05 in Tehran Jordan – on 08.05 in Amman Chad – on 12.05 in N’Djamena Niger – on 16.05 in Niamey Guinea – on 18.05 in Conakry Azerbaijan – on 14.06 in Baku Senegal – on 13.06 in Dakar Tunisia – on 20.06 in Tunis Uzbekistan – on 05.07 in Tashkent Switzerland – on 20.07 in Geneva Malaysia – on 25.07 in Kuala Lumpur Palestine - on 02.08 in Ramallah Nigeria – on 08.09 in Kigali UAE - on 06.10 in Dubai Italy - on 12.10 in Rome Pakistan - on 23.11 in Faisalabad Turkiye - on 27.11 in Istanbul Sudan - on 30.11 in Khartoum Nigeria - on 21.12 in Abuja • Since 2019, a total of 58 Memorandums of Understanding with Action Plans were signed with national, OIC related and other International Organizations regarding the bilateral cooperation within the IOFS Strategic framework. • IOFS held in 2020 5 events, in 2021 26 events and in 2022 20 events. 4 www.iofs.org.kz
ORGANIZATIONAL STRUCTURE OF IOFS IOFS MEMBER STATES (RATIFIED THE STATUTE) 1. Islamic Republic of Afghanistan 2. People’s Republic of Bangladesh 3. Burkina Faso 4. Arab Republic of Egypt 5. Republic of the Gambia 6. Republic of Kazakhstan 7. State of Kuwait 8. Republic of Mali 9. Republic of Niger 10. Islamic Republic of Pakistan 11. State of Palestine 12. State of Qatar 13. Kingdom of Saudi Arabia 14. Republic of Turkiye 15. United Arab Emirates 16. State of Libya 17. Republic of Tajikistan 18. Republic of Cameroon (SIGNED THE STATUTE) 1. Republic of Benin 2. Republic of Chad 3. Union of Comoros 4. Republic of Côte d’Ivoire 5. Republic of Djibouti 6. Republic of Guinea 7. Republic of Guinea-Bissau 8. Islamic Republic of Iran 9. Islamic Republic of Mauritania 10. Kingdom of Morocco 11. Republic of Mozambique 12. Federal Republic of Nigeria 13. Republic of Senegal 14. Republic of Sierra Leone 15. Somali Republic 16. Republic of the Sudan 17. Republic of Suriname 18. Republic of Tunisia 19. Republic of Uganda OIC MEMBER STATES ASIA: Republic of Azerbaijan, Republic of Indonesia, Republic of Uzbekistan, Brunei-Darussalam, Turkmenistan (observer), Kyrgyz Republic, Republic of Maldives, Malaysia AFRICA: Togolese Republic, Gabonese Republic MENA: Kingdom of Jordan, Kingdom of Bahrain, People’s Democratic Republic of Algeria, Republic of Iraq, Sultanate of Oman, Lebanese Republic, Republic of Yemen SOUTH AMERICA: Republic of Guyana EUROPE: Republic of Albania STRUCTURE OF IOFS GENERAL ASSEMBLY EXECUTIVE BOARD SECRETARIAT DIRECTOR GENERAL 8 members: 2 from (ASIA); 2 from (AFRICA); 2 from (MENA); Kazakhstan (permanent member); Director-General (non-voting); Honorary member (KSA). Coordination and Cooperation Department Programs and Projects Department 3 members UAE (Chair); Bangladesh; Kazakhstan. FINANCIAL COMMITTEE Country Operations Department Administrative Service Department Cabinet www.iofs.org.kz 5
IOFS VISION 2031 10-Years Strategy IOFS Strategy House Mission Strategic Pillars Strategic Objectives Foundation Blocks Ensure sustainable food security* in OIC member states 1 2 3 4 5 Food Security definition: a condition when all people, at all times, have physical, social, economic and financial access to sufficient, safe and nutritious food to meet their dietary needs and food preferences for an active and healthy life. Governance Enablement Food Crisis Response Capacity Building Industry Development Resource Mobilization Obj #1: Facilitate effective MC FS policies and regulatory frameworks Obj #2: Assess and monitor MC food security needs for effective decision making Obj #3: Establish Food security reserve to cover food shortages and support price stability Obj #4: Establish humanitarian food relief programs to support crises hit situations for MCs Obj #5: Provide technical expertise to strengthen MCs capacity in: • Plant and Animal Genetic Resources • Strategic commodities • Halal, Healthy, Safe Food Ecosystem • Climate impact/ resources mgmt. • Bio & Agri-tech Obj #6: Strengthen OIC Agrifood industry competitiveness to enable export growth by large to SMEs, Intra-OIC trade, and postharvest loss mgmt. Obj #7: Mobilize MCs FS focused financial resources to support food security and system Obj #8: Facilitate financial collaborations to support special projects and investments 1. 2. 3. 4. A Responsive Organization Structure & Operating Model Core Values: Islamic core, peace, enlightenment, integrity, respect, collaboration, sustainability of nature, and innovation IOFS Financial Sustainability OIC & Global Partnerships / Engagement 6 www.iofs.org.kz
1 Food Crisis Response Governance Enablement IOFS Vision 2031 - Strategic Pillars & Program Goals Strategic programs linked to objectives ensure mission alignment (1) Strategic Pillars Strategic Objectives Strategic Programs 10-year Goals Obj #1: Facilitate effective MC FS policies and regulatory frameworks Obj #3: Establish Food security reserve to cover food shortages and support price stability Obj #4: Establish humanitarian food relief programs to support crises hit situations for MC Pgm #1: Food Security Governance • All MCs should have a FS policy framework and implementation mechalisms Obj #2: Assess and monitor MC food security needs for effective decision making Pgm #2: IOFS Food Balance Database Pgm #3: OIC Food Security Reserves Pgm #4: Flour for Humanity • OIC Food Security Index established as a key benchmark/reference tool • A cross OIC FS monitoring digital platform adopted by MC for effective decision making • OIC regional FSR systems to be operational • Food Security Reserve Monitoring DB • An operational OIC food aid system, that enables all food for humanitarian crisis within MCs, reducing dependency on non-OIC aid 2 www.iofs.org.kz 7
3 IOFS Vision 2031 - Strategic Pillars & Program Goals Strategic programs linked to objectives ensure mission alignment (2) Capacity Building Obj #5: Provide technical expertise to strengthen MCs capacity in: • Plant and Animal Genetic Resources • Strategic commodities • Halal, Healthy, Safe Food Ecosystem • Climate impact/ resources mgmt. • Bio & Agritech Strategic Pillars Strategic Objectives Strategic Programs 10-year Goals Obj #5: Provide technical expertise to strengthen MCs capacity Pgm #5: Development of Gene Banks Pgm #6: OIC Strategic Commodities Pgm #7: OIC, Healthy & Safe Food Ecosystem Pgm #8: Bio & AgriTech Development Pgm #10: Water Management in Agriculture Pgm #9: Climate impact on food security • 1 Gene Bank (Plant and Animal Genetic Resource Center) in most suitable MC (coordinate across all MC) • Benchmarked improvement in National Gene Banks and their OIC collaboration • Benchmarked improvement in Strategic Commodity management Index of OIC MCs (sub of IOFS FS Index) • Strategic Commodity fit mapping for all OIC MCs • Plan and facilitate investments across IOC strategic commodities value-chain • Adoption of IOFS developed OIC food system policy framework across majority MCs • Gene to Fork transparency mechanism established for all MCs • IOFS becomes Food & Agri Tech COE for MCs with implementation partner resources • Integrated water management approaches established • OIC MC Climate vulnerability mapped • Mitigation programs initiated 8 www.iofs.org.kz
4 5 IOFS Vision 2031 - Strategic Pillars & Program Goals Strategic programs linked to objectives ensure mission alignment (3) Capacity Building Industry Development Resource Mobilization Strategic Pillars Strategic Objectives Strategic Programs 10-year Goals Obj #6: Strengthen OIC Agrifood industry competitiveness to enable export growth by large to SMEs, Intra-OIC trade, and post-harvest loss mgmt. Obj #7: Mobilize MCs FS focused financial resources to support food security and system Obj #8: Facilitate financial collaborations to support special projects and investments Pgm #12: IFPA International Islamic Food Processing Association Pgm #15: IOFS Fund Pgm #16: National food sectors development Pgm #11: Transboundary Pest Control Management Pgm #14: OIC Food System Talent Development • Top OIC food manufacturers engaged across 6 regional clusters with B2B linkage services • Drive IFPA’s financial sustainability • Establish Food Companies Database with reputation/risk rating • 50% of IFPA services transactions to be intra-OIC • To establish and operatize the IOFS Fund with min $1bln AUM • Facilitate $1 bill investments in: a) Intra-OIC Agri-food investments b) Priority OIC Agri-food sector clusters c) targeted capabilities to increase OIC Agrifood productivity (e.g, food tech, new operating models, etc) • Tech Monitoring system for transboundary pest control established Pgm #13: Livestock Ecosystem • Support MC livestock value-chain with 2+ OIC countries transformed to full-cluster value-chain • Facilitate 10 Food Sciences new University programs across OIC www.iofs.org.kz 9
IOFS Vision 2031- Foundation Blocks IOFS foundation blocks are critical to enabling IOFS Mission Foundation Blocks Current Status 10-year Goals Core Values: Islamic core, peace, enlightenment, integrity, respect, collaboration, sustainability of nature, and innovation A Responsive Organization Structure & Operating Model IOFS Financial Sustainability OIC & Global Partnerships / Engagement 1 2 3 4 • IOFS core value captured in the Corporate Governance Code of IOFS (Islamic core, peace, enlightenment, integrity, respect, collaboration, sustainability of nature, and innovation) • IOFS headquarters located in Astana, Republic of Kazakhstan as a specialized institution of the OIC. • A subsidiary entity, IFPA setup Dec 2020 at the same office. Soon to move to Dubai. • 36 MCs in IOFS; out of which 10 MCs have financially contributed to IOFS consistently • Financial control committee has confirmed financial reporting transparency • 80% focus - major OIC partnerships: IsDB Group entities; OIC entities; Other OIC related national institutions • 20% focus – International partnerships with CILSS, AOAD, ICBA, ICARDA, and others • Attract top talent from OIC inspired by IOFS culture and impact • Delivers as a standalone IOFS Group with new architecture • A digitally-led organization structure (e.g., digital platforms for program engagement, mobile-apps, data analytics driven) • 56 MCs in IOFS (achieve 70% of the minimum MC financial commitment to IOFS) • IFPA & IOFS Fund are financially self-sufficient; Other programs have revenue models through strategic partnerships/ sponsorships/ fees • Have deep working engagement with all OIC/IDB group member entities with multiple program collaborations • Have deep working engagement with FAO, select UN and related regional multilateral bodies 10 www.iofs.org.kz
General justification of Strategic Vision 2031 OIC food security is linked to global food system developments 8 top exporters to OIC are Non-OIC $8 tln food spending (2019) Consumers: 7.8 bln (2020) Retail/ Distribution Processing Production: $1.29 tln total exports Waste: 33%- 50% food wasted Source: DinarStandard analysis; Framework adapted from Oxford University, Program on the Future of Food; * ITC Trademap; World Bank data, World Food Program Environmental Drivers e.g., environment degradation, natural catastrophes, etc. GLOBAL FOOD SYSTEM Food System Drivers > > Food System Outcomes Socioeconomic Drivers e.g., economy, demographic, technology, government etc. Environmental Welfare Food Security e.g., access, availability, utilization Social Welfare • 1 billion people employed • Obesity has tripled since 1975; OIC MC 48% higher than global average Key Stakeholders: FAO, WFP, IFAD, IOFS, UN Global Compact, UNEP, UN SDG Goals, National Food Banks • Growth in global middle class driving meat intake • Online/Healthy post-pandemic • Global Food Security Index: ONLY 9 of 57 OIC MC in top half of Index. Kazakhstan tops at #32/113 • 26% of greenhouse emissions • 70% of global freshwater withdrawals • 2016 and 2020 were warmest years; against global Paris Agreement goal to limit rise to 2°C in century 15% OIC share OIC MC 3 of top 4 food wasters/ person 24% OIC share 12% OIC share Technology Drivers e.g., Blockchain/IoT, vertical farming, Alternative proteins Global Trends & OIC Context – Through 2031 General justification of Strategic Vision 2031 Global Trends & OIC Context – Through 2031 OIC food security is linked to global food system developments GLOBAL FOOD SYSTEM Key Stakeholders: FAO, WFP, IFAD, IOFS, UN Global Compact, UNEP, UN SDG Goals, National Food Banks Source: DinarStandard analysis; Framework adapted from Oxford University, Program on the Future of Food; * ITC Trademap; World Bank data, World Food Program ENVIRONMENTAL DRIVERS e.g., environment degradation, natural catastrophes, etc. ENVIRONMENTAL WELFARE SOCIOECONOMIC DRIVERS e.g., economy, demographic, technology, government etc. FOOD SECURITY e.g., access, availability, utilization TECHNOLOGY DRIVERS e.g., Blockchain/IoT, vertical farming, Alternative proteins SOCIAL WELFARE Food System Drivers > • 26% of greenhouse emissions • 70% of global freshwater withdrawals • 2016 and 2020 were warmest years; against global Paris Agreement goal to limit rise to 2°C in century • Growth in global middle class driving meat intake • Online/Healthy post-pandemic • Global Food Security Index: ONLY 9 of 57 OIC MC in top half of Index. Kazakhstan tops at #32/113 • 1 billion people employed • Obesity has tripled since 1975; OIC MC 48% higher than global average > Food System Outcomes Consumers: 7.8 bln (2020) 15% OIC share Zero OIC companies in Top 100 Global Food Companies 12% OIC share OIC MC 7 of top 15 food wasters Waste: 17% food wasted Production: $1.5 tln total exports Processing Retail/ Distribution $8 tln food spending (2019) 25% OIC share 2 OIC companies in Top 100 Global Food Retailers www.iofs.org.kz 11
Global Trends & OIC Context – Through 2031 Key mega-trends driving future of global food security CONTEXT GLOBAL SOLUTIONS 26% of greenhouse gas emissions from food • Global initiatives (UN Food Systems) • OIC/Intra-regional initiative/ Global trade/partnerships -3.5% Global economic growth rate – worst level since World War 2 • Increased M&A • Foodtech investments • Retail collaborations 155m people facing acute hunger in 55 countries in 2020, a 5 year high • Stimulus packages • Digital charity platforms & Self-help groups 74 days is how long global food reserves would last • Restaurmar: grocery/ restaurant hybrid • E-Commerce platforms -26% year on year drop in global air cargo capacity in mid-May 2020 • Covid 19 Global Port Restrictions Map 17% of food produced globally is never eaten • Consumer awareness drives • Improved storage methods $17.4bn size of global agri-tech market in 2019. Projected to reach $41.2bn by 2027 • Blockchain-enabled traceability FOOD SECURITY 7 MEGA-TRENDS 1. Climate change & natural resources 2. Macroeconomic factors 3. Hunger & malnutrition 4. Food reserve schemes 5. Food supply dependency & disruptions 6. Food consumption & wastage 7. Bio & agri-tech Source: DinarStandard analysis. ITC Trademap, World Bank, WFP (World Food Program) data 12 www.iofs.org.kz
OIC Food Security Imperative 2031 OIC food security needs are high, yet segmented FOOD SECURITY 7 MEGA-TRENDS 1. Climate change & natural resources 2. Macroeconomic factors 3. Hunger & malnutrition 4. Food reserve schemes 5. Food supply dependency & disruptions 6. Food consumption & wastage 7. Bio & agri-tech CORE OIC FOOD SYSTEM NEEDS • Needs segmented by 4 OIC food security quadrants (See figure) • OIC countries net-food trade deficit of $65 bln (2019) severely impacts food security • High Famine/Disaster relief needs ECOSYSTEM NEEDS • Agri-Tech in OIC is in its infancy of development • Islamic Finance with $2.88 tln in assets with limited links • Talent: Only 4 of top 100 food sciences global unis in OIC LOW Agricultural capacity Food system stability LOW HIGH HIGH Group B1 Food secure, import dependent E.g., Saudi Arabia, UAE, Qatar Group B2 Least developed, food insecure E.g., Yemen, Burkina Faso, Somalia Group A1 Established Agrifood processors E.g., Turkey, Indonesia Group A2 Lagging, high potential export E.g., Morocco, Kazakhstan, Bangladesh Segmenting the OIC Member Countries by Level of Food System Stability Source: COMCEC- Increasing the Resilience of the Food Systems in Islamic States in Face of Future Food Crises Sources: UN ICP data, DinarStandard OIC company database www.iofs.org.kz 13
OIC Food Security Imperative 2031 IOFS Linkage to OIC Strategy & Action Plan 2016-25 From OIC Action Plan 2.8 • Increase productivity and profitability of farming systems • Optimise food production systems • Improve the policy environment and regulatory framework • Optimise use of land and other natural resources • Promote and support intra-OIC investment • Organisational consolidation of IOFS Core IOFS Linkage: Agri & Food Security • 2.5 Environment, Climate Change and Sustainability • 2.6 Poverty Alleviation • 2.7 Trade, Investment & Finance • 2.9 Employment, Infrastructure & Industrialization • 2.10 Science, Technology & Innovation (STI) • 2.14 Joint Islamic Humanitarian Action Other Linkages between IOFS & OIC Implementation Plan Priorities Other Key Stakeholders: OIC GS, COMCEC, ICDT, IDB, ICESCO, SESRIC, SMIIC, Member Countries Sources: OIC Programme of Action Implementation Plan OIC Strategy & Action Plan 2016-25 … and others OIC Food Security Imperative 2031 IOFS Linkage to OIC Strategy & Action Plan 2016-25 Core IOFS Linkage: Agri & Food Security From OIC Action Plan 2.8 • Increase productivity and profitability of farming systems • Optimize food production systems • Improve the policy environment and regulatory framework • Optimize use of land and other natural resources • Promote and support intra-OIC investment • Organisational consolidation of IOFS Other Linkages between IOFS & OIC Implementation Plan Priorities • 2.5 Environment, Climate Change and Sustainability • 2.6 Poverty Alleviation • 2.7 Trade, Investment & Finance • 2.9 Employment, Infrastructure & Industrialization • 2.10 Science, Technology & Innovation (STI) • 2.14 Joint Islamic Humanitarian Action OIC Strategy & Action Plan 2016-25 Other Key Stakeholders: OIC GS, COMCEC, ICDT, IDB, ICESCO, SESRIC, SMIIC, Member Countries … and others Sources: OIC Programme of Action Implementation Plan 14 www.iofs.org.kz
MANGILIK YEL AVE. 55/21, UNIT 4, С 4.2 (AIFC), ASTANA, REPUBLIC OF KAZAKHSTAN +7 (7172) 99-99-00 +7 (7172) 99-99-75 [email protected] www.iofs.org.kz @Islamic Organization for Food security @Islamic Organization for Food Security @iofs_kz