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WorldFish An Introduction
The document outlines the significance of aquatic food systems, noting their essential role in providing nutrition and livelihoods for billions, while also contributing to economic growth and environmental sustainability. It details WorldFish's contributions to improving these systems through innovations, publications, and successful training programs, highlighting a commitment to social inclusion and climate resilience. The strategic vision aims to transform food systems by integrating aquatic foods into global agricultural research, significantly impacting nutrition, livelihoods, and ecological health.
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WorldFish An Introduction
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- 2. Our Value Proposition Source: FAO(2019), Costello et.al (2019), WorldFish (2020) Why Invest in Aquatic Foods Aquatic food systems have a large and distinct sphere of impact Provides food, nutrition, and livelihoods Is an engine for economic growth 3.3 billion People receiving their micronutrients from aquatic foods globally 600 million People dependent on fisheries and aquaculture for their livelihoods 90 percent The percentage of small- scale fishers living in low- and middle-income countries 1 in every 2 Workers being a woman in fisheries and aquaculture sector USD 424 billion The value of aquatic food production in 2020 44 percent The portion of global catch in economic value coming from small-scale fisheries 200 percent The increase in production trade value since international standards for fisheries set in 1995 22 percent An estimated increase in aquaculture production by 2030 from 2020 levels Lowers carbon footprint For producing healthful nutrient-dense foods compared to land-produced crops and livestock • 36 percent lower environmental impact from WorldFish’s selectively-bred Abbassa Nile Tilapia • Lower environmental stressors from small fish and bivalve aquaculture than chicken, the most efficient major terrestrial animal-source food
- 3. Aquatic foods must occupya central place in the global agricultural research agenda, which has traditionally focused on land-based crops and livestock. This task is critical to ensure a full representation of the food system, address the complex links among food, land and water systems, and unlock an ocean of opportunities in an emerging blue economy that must prioritize social inclusion and equity. FOREWORD
- 4. Big Splashes in 2022 Contributionsand Achievements in Countries and Globally Global public goods for sustainable aquatic food systems produced 46 innovations in aquatic food systems 400 publications published 196,936 actors upskilled including small-scale fishers, farmers, extension, suppliers, students, and community workers Capacity of value chain actors strengthened 34 percent trainees who were women who applied their skills and knowledge to improve their household and community’s food and nutrition security, and incomes Improved nutrition and food security 590,234 people receiving adequate nutrition with aquatic foods integrated in their diets ~50 percent beneficiaries consuming adequate aquatic foods in their daily diets who are women and children 313,584 small-scale farmers and fisher households that improved their incomes through sustainably increased production of aquatic foods Improved livelihoods and resilience 462,245 households that have adopted improved fish breeds and/or fisheries management practices, increasing their resilience to climate change Greenhouse gas emissions reduced in food systems 356,157 metric tons of fish, seaweed, and other aquatic foods produced in project countries with improved technologies and practices, enabling lower greenhouse gas emissions and greater water and nutrient use efficiency >326,797 hectares restored ecosystems through the wider adoption of more productive and equitable management of natural resources Environmental health and biodiversity improved
- 5. Part I Responding tochange
- 6. Our blue planet ISCHANGING Through science, we will help to illuminate sound paths toward a sustainable food systems transformation with aquatic foods and to meet the goals of the 2030 Agenda for Sustainable Development in all three of its dimensions— social, economic and environmental.
- 7. Our Vision An inclusiveworld of healthy, well-nourished people and a sustainable blue planet, now and in the future. Our Mission To end hunger and advance sustainable development by 2030 through science and innovation to transform food, land and water systems with aquatic foods for healthier people and planet.
- 8. Our strategy ATA GLANCE
- 9. What are AQUATIC FOODS? Aquaticfoods are aquatic animals and plants grown in or harvested in the wild from water for food or feed, and their synthetic substitutes. Finfish Shellfish Aquatic plants Other aquatic foods Aquatic feeds Synthetic substitutes
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- 11. Global trends AFFECTING FOOD SYSTEMS The evolvingglobal context demands a systems transformation approach for food, land and water systems.
- 12. Tackling global challenges WITH AQUATIC FOODS Aquaticfoods, alongside land crops and livestock, are a significant part of the equation for healthy and sustainable diets within our planetary boundaries.
- 13. Focus geographies AND COMMUNITIES $ 24billion Direct contribution of aquatic food systems to the African economy, as well as to food security and nutrition. 90% Percentage of the global production of farmed aquatic foods that comes from Asia. 50% Percentage of all households in the Pacific that depend on coastal fisheries for their primary or secondary income. 3000 Number of fish species in the Amazon basin alone, representing one in every 10 freshwater fish caught worldwide.
- 14. Who benefits FROM OURWORK Small-scale fishers, farmers, producers, processors, traders and consumers Public sector Young scientists, innovators and entrepreneurs Private sector Scientific community in low- and middle- income countries Local community and development actors One CGIAR Investors, philanthropic actors and development agencies Media and the general public
- 15. PART II A transformativeagenda for research on aquatic food systems
- 16. The untapped potential of AQUATIC FOODS Aquaticfood systems are an extremely important but historically undervalued component of the global food system and their role in improving nutrition and sustaining healthy diets (Thilsted 2016). Environment Livelihoods Nutrition
- 17. Research priorities FOR ACTION 1.IMPACT: CLIMATE RESILIENCE AND ENVIRONMENTAL SUSTAINABILITY 1.1 Enable sustainable production of diverse aquatic foods 1.2 Cut down on loss and waste 1.3 Enhance climate resilience and reduce greenhouse gas emissions 2. IMPACT: SOCIAL AND ECONOMIC INCLUSION 2.1 Leave no one behind with an inclusive and people-centered blue economy 2.2 Improve the availability, accessibility and affordability of aquatic foods for all 2.3 Support sustainable livelihoods, decent work and well-being 3. IMPACT: NUTRITION AND PUBLIC HEALTH 3.1 Inform consumer demand for healthy and nutritious aquatic foods 3.2 Ensure aquatic foods are safe and healthy for human consumption 3.3 Prioritize nutrition and health for vulnerable and marginalized people
- 18. Increasing THE SPEED OF INNOVATION Werecognize that transformative change requires our work to be situated within an innovation ecosystem of partners, stakeholders, networks, assets and institutions to turn research into demand-driven products, services and solutions at scale.
- 19. From research TO OUTCOMES ANDIMPACT Our 10-year institutional strategy for research on aquatic food systems to 2030 provides a guiding framework for exploring and identifying sustainable food systems transformation approaches and scenarios at the intersection of research, technology, policies, markets and social innovations across different disciplines and sectors.
- 20. Results-based management for LEARNING,ACCOUNTABILITY AND IMPACT Strategic management Operational management Accountability and learning management Change management Responsibility management
- 21. PART III A change agendafor organizational transformation
- 22. Our values We recognizethat our scientific work and impact in the world is enhanced when we bring together a diversity of backgrounds, skills, disciplines, talents and partnerships that inform the way we work and shape our organizational culture and workplace, as well as our aspiration to be a global thought leader. Learning Excellence Accountability Diversity L E A D
- 23. Organizing FOR IMPACT In orderto transform ourselves into a world-class research and innovation organization fit for the fast-paced change of the 21st century, we have identified five critical organization enablers which entail a set of commitments under each. .
- 24. Scientific RESEARCH EXCELLENCE Our philosophy andpractices on scientific research will be guided by three key commitments. Research excellence Research growth Research impact and influence
- 25. Partnerships FOR SUSTAINED INNOVATION Over thenext 10 years, we aspire to build and nurture a global movement of partners and stakeholders across the public and private sectors. Mission and impact-oriented partnerships Innovation ecosystem of partners Business development and entrepreneurship
- 26. People AND CULTURE As partof One CGIAR, we are committed to fair, safe and inclusive workplaces. Our diversity powers our innovation. Attract and retain high-performing talent A high-performance culture with foundations on learning, growth and innovation Gender, diversity and inclusion
- 27. Communications FOR IMPACT We willuse evidence-based communications to make aquatic foods part of the conversation to address critical sustainable development challenges. Advocacy and strategic outreach Internal communications Digital transformation
- 28. Resources for FINANCIAL SUSTAINABILITY We recognizethat effective mobilization and control over our resources underpins all our aspirations of success. Long-term financial sustainability Efficient and agile financial and business operations State-of-the art physical and digital infrastructure Minimize our carbon footprint and environmental impact
- 29. Building on SOLID FOUNDATIONS Ourvision for this comprehensive 10-year institutional strategy for research on aquatic foods systems builds on our past achievements and accomplishments. 2020 WorldFish amends its constitution to adopt the concept of ‘aquatic food systems’ as new strategic direction for transdisciplinary research partnerships. 1994 Key Innovation First genetically improved farmed tilapia (GIFT) released. 2002 WorldFish: New brand name adopted. 2005 World Food Prize Dr. Modadugu Vijay Gupta, is awarded for work on low-cost aquaculture through GIFT. 2011 Leads CGIAR Research Program on Aquatic Agricultural Systems (AAS). 2011 Key innovation Nutrition-sensitive aquaculture plays lead role in food systems management in Bangladesh 2012 Key innovation Rice-field fisheries management integrating sustainable management of water, rice and aquatic foods is developed by WorldFish and adopted in Cambodia. 2013 Key innovation Nutritional fish-based products adopted by women and children in the first 1000 days of life in low-income households in Asia. 2018 Leads the CGIAR Research Program on Fish Agri-Food Systems (FISH) 2020 Policy engagement Joins expert group to lead one of the five action tracks to shape 2021 UN Food Systems Summit. 1975 Established as ICLARM
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- 31. Our Global Footprint WorldFishis implementing projects in 27 countries across Asia, Africa, and the Pacific region.
- 32. Our Expertise A diverse staffof multi-disciplinary scientists and talented professionals. 399 Total staff 41% Women on staff 59% Staff who are working directly in research As of 31 December 2023
- 33. Sustainable Aquatic FoodSystems A sustainable aquatic food system produces safe, nutritious, accessible, affordable, and culturally preferred food. It produces and distributes it through fair working practices that support livelihoods and communities. It is adapted to a changing climate and changing societal needs. It helps preserve and restore nature and biodiversity. Production Systems Governance and Policy Inclusive Market Systems Data Systems and Digital Innovations
- 34. Aquatic Food Biosciences Drivingsustainable aquaculture through genetics, nutrition and health innovations, context-adapted farming practices for resilient fish strains, sustainable feeds, improved disease management, and advanced hatchery technologies Genetics Nutrition Health Farming Practices
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- 43. Lima Peru CIAT Cali Colombia Mexico City Mexico Washington DC USA RomeItaly Beirut Lebanon Bouaké Côte d’Ivoire Ibadan Nigeria Colombo Sri Lanka Penang Malaysia Los Baños Phillippines Nairobi Kenya CGIAR CGIAR is a global research partnership for a food secure future dedicated to reducing poverty, enhancing food and nutrition security, and improving natural resources. Bogor Indonesia Nairobi Kenya Patancheruvu India
- 44. CGIAR 2030 Research and Innovation Strategy Transforming food,land, and water systems in a climate crisis
- 45. CGIAR REGIONS CGIAR works insix regions.
- 46. CGIAR GLOBAL LEADERSHIP Aunified One CGIAR incorporates greater institutional integration, including more aligned management, common whole of CGIAR policies and services, and a unified country and regional presence. The Global Leadership Team includes the Executive Managing Director, the Deputy Executive Managing Director, the Chief Scientist and the Directors General of the respective Centers.
- 48. General overview STAFF BENEFITS •Salary In local currency (national staff). Paid every last working day of the month. • Leave per annum (in total 40 days) 40 days of paid leave, which is a combination of: i. Vacation Leave ii. Public Holiday (refer each country gazette public holiday) iii. Special Holidays Allowed to carry forward maximum 5 days into new calendar year. Others (medical leave, maternity/paternity leave, adoption leave and compassionate leave). • Health and Insurance benefits Insurance – refer to handout. Annual medical checkup up to a value of USD250 (staff aged 40 years and above). • Others 5 day working week (core hours 8.30am – 5.30pm, Monday to Friday). Flexible working hours – Direct arrangement with supervisor. Office dress code: Smart, ‘no shorts, slippers or flip flops allowed’. Replacement leave for duty travel – claim after travel. Direct arrangement with supervisor. Business cards – Refer to Fishnet.
- 49. General overview OTHERS • Originaloffer letter – Sign and return to HR • Medical check up reimbursement – pass receipt to HR • Employee Badge – HR will inform once badge is ready • About WorldFish WorldFish website (first month) Fishnet intranet (first month) Occupational Health and Safety (first week) Personnel Policy Manual (PPM) and Country Supplement (first week) Learning Portal (first month) WorldFish Monthly, external newsletter (subscribe here) WorldFish Waves, staff newsletter (sent monthly to your inbox) Internal staff newsletter External staff newsletter • Things to know Procedures for reporting absences Performance planning and evaluation. Set goals within first month A formal review of recommendation for confirmation must be done one month before the end of probation period
Editor's Notes
- #2 Setting the scene on how sustainable fisheries and aquaculture could contribute to climate mitigation and adaptation, biodiversity, nutrition and public health, and improved livelihoods of women, men and young people.
- #3 We believe fish and other aquatic foods must occupy a central place in the global agricultural research agenda, which has traditionally focused on land-based crops and livestock.
- #5 Part I measures the pulse of the fast-changing world around us. It offers WorldFish vision that we believe could be realized through our unique proposition on the important but largely overlooked role of aquatic foods.
- #6 Our world is constantly being shaped by new trends, threats and opportunities, affecting all disciplines, communities, industries and governments. The new strategy reflects our commitment to do our part in making bold policy and decisions possible to enable an effective food systems transformation with aquatic foods and to meet the SDG goals.
- #7 WorldFish is the only center in One CGIAR with 45 years of experience in fisheries and aquaculture research in low-and middle-income countries. We have a unique research mandate that focuses on the role and contributions of aquatic food systems to the 2030 SDGs with noteworthy contribution to SDG 14: Life Below Water. Going forward, our work will be guided by our new mission and vision.
- #8 This strategy charts a new course for future research on aquatic food systems in response to the global call to action for transformational change of our food systems. Our research on aquatic food systems will guide and support national and global efforts to tackle climate change, protect nature and biodiversity, sustain livelihoods and boost human nutrition and wellbeing.
- #9 Aquatic foods are animals, plants and microorganisms that are farmed in and harvested from water, as well as cell- and plant-based foods emerging from new technologies.
- #10 An aquatic food system is the complex web of all the elements and activities that relate to the production, aggregation, processing, distribution, preparation, consumption and disposal of food products that originate from wild and capture fisheries, aquaculture and/or cell- and plant-based alternatives emerging from new technologies.
- #11 The evolving global context demands a systems transformation approach for food, land and water systems. We considered a number of key trends influencing food systems globally.
- #12 WorldFish is part of the global effort to end hunger and malnutrition, eradicate poverty and address climate change, as well as a number of other interrelated challenges expressed in the 2030 SDGs. The specific links between our research work on aquatic food systems, the five One CGIAR impact areas, and the SDGs are illustrated in this Figure.
- #13 Our global footprint represents more than 20 countries of research interest across Africa, Asia and the Pacific. Over the next 10 years and within One CGIAR centers, our intention is to expand our geographical footprint in key countries and communities in Africa, Asia, the Pacific, and Latin America and the Caribbean, where our work can make a difference to persisting development challenges.
- #14 In our focus countries, many women, men and young people are engaged in small-scale fisheries and/or small and medium aquaculture, as producers, consumers of aquatic foods, and workers and business owners in related value chains. These groups often remain marginalized, underserviced or overlooked despite the important contributions they make to local and national economies and food security. They are the principal focus of our work. This is a snapshot of how different groups of stakeholders benefit from our work on aquatic food systems.
- #15 Part II articulates our transformative agenda for research on aquatic food systems and its focus.
- #16 Aquatic food systems are an extremely important but historically undervalued component of the global food system and their role in improving nutrition and sustaining healthy diets.
- #17 Our transformative agenda for research on aquatic food systems will focus on three main areas of impact that are crucially important: (1) climate resilience and environmental sustainability, (2) social and economic inclusion, and (3) nutrition and public health
- #18 The speed of innovation in food, land and water systems needs to accelerate to meet global challenges associated with the increasing threat of climate change and environmental degradation, as well as social exclusion and poverty. We must embrace new ways of thinking about research and innovation to deliver concrete and measurable impacts at scale.
- #19 Our 10-year strategy is a guiding framework that applies to all future research programs, projects and engagement by WorldFish with partners within One CGIAR and the wider scientific community. The Figure shows the research outputs and outcomes that are designed to address the five One CGIAR global challenges and the three dimensions of the 2030 SDGs.
- #20 WorldFish will improve integrated program planning and resource allocation that focus on performance and management effectiveness. To accomplish this, we will continue to build on the achievements of the results-based management (RBM) approaches and the monitoring, evaluation and learning (MEL) system.
- #21 Part III lays out the path for our own organizational transformation.
- #22 We recognize that our scientific work and impact is enhanced when we bring together a diversity of backgrounds, skills, disciplines, talents and partnerships that inform the way we work and shape our organizational culture and workplace. Our work is guided by our LEAD values.
- #23 In order to transform ourselves into a world-class research and innovation organization, we have identified five critical organization enablers which entail a set of commitments under each. These commitments will guide key short- and long-term interventions to support the process of organizational transformation in the timeframe of our strategy.
- #24 We aspire to become the go-to think tank for credible, cutting-edge knowledge, data and evidence on aquatic food systems in One CGIAR and in the wider scientific and policy community. We will be guided by three key commitments.
- #25 We aspire to build and nurture a global movement of partners and stakeholders across the public and private sectors. We will be guided by three key commitments.
- #26 We are driven by our LEAD values and strive to be a thriving and inclusive community of diverse people committed to learning and innovation, and with passion for making a difference in the world. We will be guided by three key commitments.
- #27 We will use evidence-based communications to make aquatic foods part of the conversation to address critical sustainable development challenges. We will be guided by three key commitments.
- #28 We recognize that effective mobilization and control over our resources underpins all our aspirations of success. We will be guided by four key commitments.
- #29 Our vision for this comprehensive 10-year institutional strategy for research on aquatic food systems builds on our past achievements and accomplishments. This is a quick summary of our achievements presented in the timeline.
- #30 Over the next 10 years, we aspire to become a world-class research and innovation organization that creates, advances and translates scientific research on aquatic food systems. To do this, we must be prepared to reinvent ourselves. Our focus will be on mobilizing our world-class capabilities and resources.
- #31 We have a global presence across 20 countries in Asia, Africa and the Pacific with 422 staff of 30 nationalities deployed where the greatest sustainable development challenges can be addressed through holistic aquatic food systems solutions.
- #32 As a networked organization embedded in a larger innovation ecosystem of partners, including One CGIAR, our model of operation and beyond is guided by our values that stand for Learning, Excellence, Accountability and Diversity (LEAD).
- #34 Genetics: Develop faster growing, more resilient strains of fish for improved climate-smart production with reduced environmental impact Nutrition: Develop the information to formulate, sustainably produce and make available local cost-effective feeds for aquaculture Health: Improve disease management in aquatic food systems through better disease diagnostics, management practices and farm-level biosecurity under One Health framework Farming practices: Integrate improved technologies and innovations to optimize biological and technological aspects of aquaculture, enhance the productivity of farmed aquatic species, and ensure the sustainability of aquaculture
- #35 The Board of Trustees approves the center’s long-term organizational strategy, annual plan of work and budget and research agenda, monitors progress toward the achievement of the center’s mission, sets and approves programs and policies and financial regulations, exercises oversight of investment and risk management and ensures compliance with relevant legal and regulatory requirements.
- #37 The Country Directors are accountable for the leadership and management of our country programs.
- #38 The Key Corporate Function Leads are accountable for the leadership and management of each corporate function.
- #39 Our work is supported by a diverse network of funders and investors aligned to shared goals for positive social, economic and environmental impact. Academic institutions Advanced research institutions Financing institutions Governments International agricultural research centers International organizations National agricultural research system Non-governmental organizations Private sectors
- #40 Awards received by WorldFish includes:- 2005 World Food Prize Laureate 2005 Tech Museum Awards Laureate World Bank Global Development Marketplace awards 2021 World Food Prize Laureate CGIAR Platform on Big Data in Agriculture Inspire Challenge 2018 and 2019 2018 - Alex Tilley - An integrated data pipeline for small-scale fisheries 2019 - Jerome Delamare-Deboutteville - Rapid genomic detection of aquaculture pathogens 2019 - Alex Tilley - An integrated data pipeline for small-scale fisheries (Scale-up runner up) 2021 -
- #41 CGIAR is a global research partnership for a food secure future dedicated to reducing poverty, enhancing food and nutrition security, and improving natural resources.
- #43 The 15 CGIAR Research Centers are independent, non-profit research organizations, conducting innovative research. CGIAR Research Centers are responsible for hands-on research programs and operations guided by policies and research directions set by the System Management Board.
- #44 The 2030 Research and Innovation Strategy situates CGIAR in the evolving global context, which demands a systems transformation approach for food, land, and water systems. Covering all research for development programming across CGIAR, it provides an overview of how CGIAR will develop and deploy its capacities, assets, and skills to address priority global and regional challenges with partners over the decade.
- #45 CGIAR works in six regions: Central and West Asia and North Africa, Latin America and the Caribbean, West and Central Africa, East and Southern Africa, South Asia, Southeast Asia and Pacific.
- #46 A CGIAR that is a more unified and impactful partner for our funders, national research systems, the agricultural community, and global and regional agencies. Multiple Senior Director and other senior positions to be filled in the third phase of key managerial appointments.