 to all those from general Rome who are joining us. Thank you for all for coming here on time. And we have a very busy and tight program. So as much as we can start and keep on time, it would be best so that we get to hear from all our esteemed speakers on some excellent experiences that we hope we will hear from them. And, and then we can have a discussion towards the end of the program. So it's exactly one o'clock here in Bangkok. So colleagues, this excellencies, distinguished speakers, ladies and gentlemen, welcome to this FAO webinar on stock taking and lessons learned from the implementation of the one village one product in Asia and the Pacific. And without any further ado, I'll straight away invite our the head of our office, the assistant director general and regional representative of the regional office for Asia and the Pacific to deliver his opening remarks and welcome everybody over to you. Thank you. Thank you. Good morning and good afternoon to all of you. Excellencies participants and ladies gentlemen. Let me first express deep appreciation to the governments of Cambodia, India, Korea, Thailand, and many other countries in the region for participation in this webinar. And also I want to thank those countries which have sent their most competent experts to share the experiences, knowledge, and the lessons around one village one product initiative or similar homegrown initiative today. This webinar is organized in the context of a very important new initiative, launched by the FAO director general, which we call one country one community. This initiative is designed to focus on the special agricultural identify each country that have a comparative advantage and particular relevance to home and abroad. Finally, this initiative is to promote the agri-food system transformation, which is the topic of a post coming UN food system summit in September. And I think that with this initiative, the food value chain of those products, agricultural products, would become more inclusive, profitable, and environmentally sustainable. We are very happy to learn that this concept, one village, one commodity or one community, one product or one country, one commodity is inspiring and well aligned with the SDG principles. As we all know, this region has a rich experience in such initiative. This region is characterized with diversity, festival and economy, and the big population, and the origin of many innovations and the digitalization. We have big countries in the region like China, India, Pakistan, Bangladesh. We have also small countries like, you know, small island states, such as cities, we have landlocked countries, and less developed countries, as well as middle income countries. They have a different agenda, different priorities, but I think that there are some commonalities. Through this one village, one product or similar initiative, they are aiming at liberating rural poverty. Or for some other ones, the economies like China, Japan, and Korea, still they have disparity between rural and urban population. Through this initiative, they form an increase of income, revitalization of rural community, and even modernization. Indeed, many Asian countries have become motivated to develop similar initiatives to fit the country specific context and their development needs, or socio-economic and environmental needs. Just to name a few examples, this Tambon one product in Thailand, or one commune, one product in Vietnam, one district, one product in India. And there are similar initiatives in Cambodia, Nepal, Korea, and others. We do appreciate this diversity, which is the key objective of our webinar today. Together, first-hand experience and lessons we've learned from those initiatives. Many of them homegrown. On this basis, we would like to identify the gaps, the key elements necessary to make success of this initiative, and hopefully to develop regional prototype to help and support member countries in the region to implement those initiatives. We believe this initiative is to be country-driven, evidence-based, with a holistic approach to accelerate the achievement of sustaining regional goals. So the initiative will build on what has been established already, and more importantly, to bring added value to those countries during this implementation. We are very happy to gather authorities and experts from Cambodia, India, Korea, Nepal, Thailand, Vietnam, quite diverse countries to share their national experiences in the implementation of those initiatives. We are keen to learn. We really want to well understand the experiences and the lessons learned from those countries. What has been achieved? What factors made them a success? What gaps or challenges were discovered during the implementation? And what expectation or recommendations they may have, or they may want to share with FAO to move forward this FAO-1-Country-1 Committee initiative. We are launching a new strategy plan, which is to accelerate achievements, the SDGs, in this decade, with four factors, that the production, that the nutrition, that the environment, and that the life. I think this initiative is an important means to achieve these four factors. I very much look forward to learn from your experiences. With this, let me conclude my brief introductory remarks. Thank you very much. I look forward to very fruitful, useful presentation and discussions. Also, I want to thank colleagues in the headquarters in Rome, who are joining at very early morning. Thank you very much for your interest and the support. Thank you very much. Thank you for setting the background to this webinar almost immediately. And to build further on it, I now invite Ms. Shuangli, the senior policy officer at the FAO regional office for Asia and the Pacific, and the lead on this initiative from this region on one country, one commodity. So I invite Shuangli to set the scene and provide us an overview of the objectives and the expected outcomes today. Over to you, Shuangli. Thank you for that. Good afternoon, good morning everyone. As Mr. Chin and Kim highlighted, this webinar is organized in the context of the FAO Director General's new initiative on one country, one commodity. So my presentation is trying to give more background, which covers four parts. Start from what is the one country, one commodity initiative, followed by an overview of the one village, one product movement in Asia, the Pacific region. And it will discuss what is connection between the OVOP and OCLC, and then the structure of today's seminar. So about background of our OCLC, actually that one commodity is referring to their special agricultural product. And this is referring to the type of their agricultural product that is currently potentially recognized as unique in terms of national identity, or in terms of flavor of energy content, and also attract the domestic or international market. Knowing their special agricultural product facing a lot of challenges, and this OCLC initiative is designed to address the challenges and turn into their opportunities. So what is the rationale of the OCLC initiative? It is intended to support countries to achieve SDGs, and also in line with their digital vision on the four betters, that is for better production, better nutrition, better environment, and better life. The major approaches of the OCLC initiative here are a few keywords I want to highlight. One is the country led implementation, is demand driven, comparative with advantage oriented, green technology mainstreamed, food chain based, multi-disciplinary involved, and also multi stakeholder engaged. So we're expecting the key actions for OCLC include promotion of the green production, green storage, green processing, and green market access. The major output of OCLC include not limited, including their established green technology transfer center of the excellence. We expand of their green technology package for the whole food chain. The available set of the green enabler, like policy standards, food production, storage processing, et cetera, food special product, and also set up the market access platform at different level. It also intends to formulate according to the mechanism to promote the special product at different level as well. In terms of outcome, it is intended to be in line with their sustainability from the economical, social, and ecological and environmental perspectives. So this is about briefly about OCLC. And as JJ under ABG mentioned, we have very rich OVOP initiative. And what is their OVOP? We know OVOP originated in Japan in Oita in 1979. And it established three major principles of this movement. Local yet global, secondly, self-realizing creativity and third one human resource development. And this principle has been widely accepted and still be effective in many countries today. It also established the basic schemes with the four pillars of this movement as we see the figure here. And very enlightening with the good outcome of that OVOP achieved in Japan. It has widely addressed attention in the region and globally. For instance, China is one of the early adopters of their OVOP in the country in the early 1980s. And many other Asian countries follow this model. And we were going to see OVOP and other similar home initiatives. They established their and tailor made to their own objectives, approaches, governance and outcomes in each and every country. So here is a one of the long exhaustive list of the country OVOP programs in Asia. At least 15 countries have developed this OVOP or a similar initiative with somehow different objective and modality in the country. As you can see, some are more focused on the economical, some are more focused on the social, some are cultural, some are all in combination of the three different objectives. In terms of approach, some picked up the top down, some prefer to the bottom up. And I have to say many countries actually took up their mixed approach, but all of them contributed to the SDG, especially to the SDG 1, 2 and 10 and 12. In terms of governance structure, we also see quite diversified their modality. Some are from their local or provisional professional level like Japan. Some other countries like Cambodia, Thailand is thought from the structure covered from Prime Minister and all the level from the national provisional local community level. But of course, whilst talking about diversity, there were a lot of common features, but I don't want to go details here. We're going to hear more details in the national presentation soon after. But some keywords we can see is the effective leadership and strong governance is very important. And the vibration development and SME are common issues that each and every country addressed and creativity and self-realized for community level is key. So after talking about OVOP, actually the key we want to do is building this connection between the OVOP to the OCOC. This is because of the Asia has a solid background and experience on the OVOP and FAO regional office intends to reach the gaps and bring innovation and better addition for the countries as the ADG highlighted. So what is the connection here? We want to building all the lessons learned and the expected gaps and challenges that we're facing at national implementation of the OVOP in order to bring those elements, both what worked well and what did work well into the regional development of the prototype on the OCOC. We are adopting this holistic system and better and development approach and bring the different stakeholders at community, district, provisional, national, regional and global levels, trying to support our farmers throughout the whole. We hope that we could connect all the three industries together. So about today's webinar objective is to take stock on the national experience of the OVOP or similar home world initiatives. And secondly is to do lessons and identify key element in developing and implementation of this OCOC initiative in this region. The major output, three parts. First, to share knowledge and experience on ongoing OVOP initiative. Secondly, to identify the element necessary for the successful implementation. Number three, we want to propose a roadmap for the regional prototype. The outline of our webinar today, after the opening remarks and this set scene, we were going to hear the country presentation on the OVOP presentation. This covers from Cambodia, South Korea, India, Nepal, Thailand and Vietnam. Afterwards, we're going to have the open discussions with all the panelists and all the participants. It will be wrapped up and closed by Ms. Junging Kim, our original ADG. So, are you ready for the exciting national experience? Let's go. Thank you very much. Thank you, Shuan, and for providing us that excellent overview of OVOP in the region. And indeed, we do look forward now to a very exciting afternoon. And as we have been speaking, our audience has crossed a hundred, so it's very great to see the turnout and participation for this meeting. Before I turn it over to all the speakers who are online, let me first thank them for their patience, their commitment and their understanding in helping us to pre-record their presentations. And we'll be playing them one by one in alphabetical order. Let me also inform everyone that we will be live tweeting. Our social media team is live tweeting this event, so please keep your smiles as wide as possible. And to the audience I would request, you're all most welcome during these presentations or while we are playing the videos to put in any questions that you might have to the presenters on the chat. Or you could use the Q&A box where you can address any of the speakers directly with their name and request them for a response. So, you can start the conversation even while we are playing these videos one by one. So to start off the presentations, we'll first have the presentation from Cambodia. And this presentation may have been made by the Excellency Dr. Chia Samnak, the Secretary General of One Village, One Product, the Director of the Deputy Prime Minister's Cabinet of the Council for Agriculture and Rural Development in Cambodia. Thank you, Mr. Samnak, for recording this for us and I now request the Secretary, please play the video from Cambodia. Mr. Samnak, we will play the video. You can stop sharing your screen. Okay, okay. Yeah, I'm just looking for, okay. Yeah, okay. Secretary, please play the video. So good afternoon and good morning everybody. I'm very pleased to join the webinar meeting for the One Country, One Commodity, OCLC, that organized by the FAO regional office. Thank you for allowing me to introduce the OVOP and Cambodia. One is the background of the OVOP movement in Cambodia. Second, my presentation is the three key principles of OVOP movement. Number three is the vision of the Cambodian OVOP movement. And number four is the structure of the national and sub-national of the OVOP movement in Cambodia. And number five, I'm talking about the OVOP product definition, as you already know that each country, if you look at the local product, have so many different kinds of the product. So in here, we will identify some of the key products in the OVOP movement. Number six, I'm talking about the regulation framework, or we can call it like the enabling environment to support the OVOP implementation. And number seven, we will classify the group product in the OVOP context of Cambodia. And number eight is the lesson learned that we are implementing this OVOP in Cambodia. So actually the characteristic of the local product in the concept-based OVOP approach have been in Cambodia a long time ago, set us like in one of the province in the north east, we have one province, they produce the we call it clay product. That means true community in their province, they doing the business clay product, so many generations, you know, until now it's still do it by the young generation in the family. So why we consider that OVOP approach, not just only be learning from Japan, but if you look at our history, it's sampling already do it, the village product like that. So starting from 2001, Cambodian delegation led by our prime minister, we had a state visit to Japan, and on that time the delegation also had a chance to visit the OVOP and to see and learn about the OVOP in their provinces. So now let's talk about the former organization in Cambodia, in the context of the OVOP. Based on the agriculture corporate law in 2013, at the moment we have 1200 agriculture cooperative in the country. And then we have approximately around 13,000 farmer organization that register at the Ministry of Agriculture. And we have 662 farmer association that register at the MOI. But if you are doing the business, you have to register another one at the Ministry of Commerce. So if they run the operational agriculture business. For farmer community, we have around 1,700 community that one include the farmer water group and irrigation system. For the farmer income, we got the roughly information is about 1200 US Lila per year. But the Ministry of Agriculture they have a target in 2030 it's about 2000 US per year. And the key three principle of this OVOP that is the human resources development. I think this one is very important and the key principle or in the OVOP concept in Cambodia as well as in other country as well I believe. So, we need to be at the capacity not only community but also at the government employee or OVOP staff at national and sub-national event. I think the reason of our OVOP movement in Cambodia, we expect to contribute the implementation of the national strategy for poverty reduction that we are addressing to the local people for better off in the family. By mobilizing local economic potential of the products and services at the community. And number two, our vision is to have the people to feel confident and sell health and satisfaction and pride in producing good and services by their own at the community. And number three, we believe that our further aim of the OVOP movement is contribute to sustainable economic development in the country that the government have said that Cambodian country will become the higher middle income country by 2030 and high income country by 2050. So, it's like I'm solving the organizational structure of the OVOP movement. So, as I said in before, right now the Prime Minister is not the chairman anymore he is the Honorable Chair of the National OVOP Committee. And Excellency Deputy Prime Minister Yom Chae Lee, the chairman of the Council for Agricultural and Rural Development we call CAOD. He also appointed as the chairman of the OVOP National Committee. And the first deputy of the National Committee that is the Minister of Commerce is the first Vice Chairman. And at the above, I mean that in the level of the chairman and vice chairman we have some of the senior senior staff of the government as the vice chairman also, but the Minister of Commerce is the first vice chairman of this committee. On the left side we have 16 ministries and five institutions and 25 provincial governor as the member of the OVOP National Committee. Below that one we also have the OVOP Task Force, but OVOP Task Force here we are not created all of the 16 ministries or five institutions like that. So we select key ministry that becomes the Secretariat of OVOP working more open than we ask them to create the OVOP Task Force. So this is from left side of the line ministry from right side we have the OVOP Secretariat General that is my position in here. And we have four departments under the Secretariat General, we have the finance admin, we have the research and development, we have marketing and standard and we have the public relations. So this is the department level and the Secretariat General of the OVOP. At provincial level, Cambodian we have one municipality and 24 provinces, one municipality and 24 provinces, we hold that province and municipality we have the OVOP Committee. If we talk about the one village it's not mean one village have to do the one product like that, it could be two, three or one or four or five villages that they can produce very unique product in their community. So this is one of the definition of the OVOP that we refer and second one the product reflect to NCN or modern culture and number three that product need to be happy, you know, possible to strengthening and to expanding in quality, quality and quality to create the value added for the price of the product. And the last one, if we call the OVOP product, it means that product have to be registered in the OVOP system and endorsed by the OVOP National Committee. When product group for the OVOP, one is the food and beverage like the local whiskey made by banana, passion, etc. We asked number two, the product we classify and souvenir product like seal handmade bamboo wood stone, etc. And art graph like clay. Number three we talked about the herb ball and supplementary food that also part of the local product. That is under working closely with NCN or health and textile like seal cotton or come up to number five furniture like the bamboo, rotten wood and number six services like homestay, ecotourism side, etc. And number seven is domestic or decoration. So I saw you this is the picture of some of the local product that choose some of the beautiful product to show you. What is the enabling environment that we support OVOP implementation and commodity. We have the royal decree, we have the sub decree, we have the decision of establishment of OVOP National Committee. Actually, the establishment of OVOP National Committee should be signed by the King. So that's the one we call royal decree. Hi, you know, in order to promote the local product, the government have issued the, we call it the, the decision to establish the National Day after promoting Cambodian made product in 9 April every year. So actually in April 13 that is the year for us to celebrate a command new year, Cambodian new year. So that's why we want to organize the National Day to promote the Cambodian made product on 9 April. So what is the key lesson learned of the implementation. So I think that what is the most important that we learn is the coordination mechanism at the national and sub national. So the National Committee is not the, the ministry, we are the policy body, we are the coordination body, and we are providing some of the evident basic that the key lesson number two, that is the capacity development that we have to be a for our national team and our sub national team. That means at the OVOP Provincial Committee. Number three, the partnership. I think partnership is very important that we are not looking for the government side, but we also looking partnership with the academic side with the Royal Agriculture University, you know, Royal Academy of Cambodia and Cambodian Technology Institute something like that. That is the academic institution that we need to, to be partnered with them and invite them to participate in the OVOP movement. Beside that one we also looking for the private sector participation. So, we have the contract with the, not contract I mean that MOU with the Super App Technology is the local company that they're doing business by the, by the online. So we invite them to participate to partnership with us. We also have the partnership with the local media, even though state owned media or the private media. And number four, we stand on firmly to the three key principle that I already mentioned in OVOP global key principle that is in globally, aquacolid, cerulean, human resources development. And number four, we had the political support to the OVOP implementation. So as like the government have decided to establish the national day for promotion of the Cambodian made product in 9 April every year. So this is one of the key, key element that political support to the OVOP implementation in Cambodia. In the last one of the key lesson learned, we are finding the OVOP product, I mean that market for OVOP product. So in doing that one we organize yearly of the attribution product through the national day. And also we have the joining with the Ministry of Commerce for attribution as well. We recommend it to solve the challenges that we face during the implementation. So to solve that one I think the capacity development to OVOP staff is very important. Yeah, not just only community but also at national team and sub national team. The community training, I think the skill training to local community is also important, including information, communication and technology, ICT. Number three, the challenges that we face. That is the local government commitment and facilitation. I think financial resources is very important for SME or for agriculture producer or non-agriculture producer. In order to that one beside of the national budget to support the OVOP national committee or sub national committee to the financial partnership with the private sector or the key stakeholder is very important for improving product. Number five, improving a product and services in terms of quality and safety. So this is very important to respond to the safety food or good quality that we can competition in the domestic market or international market in the context of the free market system. The number six is promotion of value chain for OVOP product. That means we concentration mostly agriculture marketing activity that we linkages through the production processing, packaging, storage and market based places in local and overseas market. And the last one is the monitoring research development for innovation idea to the local community. Thank you very much for your attention. Number two, excellence for that presentation on Cambodia and for actually emphasizing the importance of strong coordination at all levels on partnership and the idea of having a national day is a great advocacy idea. While you were speaking at LNC there are a couple of questions on the chart. There are also questions in the Q&A, which any of the speakers can go ahead and answer if they feel like you can have multiple answers to any of the questions as well. So we'll now move on to the country presentation from the Republic of Korea. And this presentation is from Dr. Hyo Jung Lee, associate research fellow and team leader of international cooperation and strategy at the Korea Rural Economy Institute. Secretary, please play the video from Korea. Unlike most developing countries, Korea does not have a large rural population. First of all, I think it will be helpful for you to understand the rural convergence industry in Korea by briefly explaining the rural conditions in Korea. Next, I will explain how the rural convergence industry has been fostered at the regional level than a case study of a regional network analysis of rural convergence industry is explained. And finally, I will make implications and policy suggestions. Before explaining the Korean case in earnest, I would like to increase my understanding of the rural areas of Korea. The Korean government has tried to a variety of policies to keep pace with demographic and social changes. In particular, policies directly related to the topic of the today webinar are being promoted. Since the mid-20s 2000s, the Korean government has been pursuing a full scale rural industrialization policy. We are attempting to promote secondary or territory industrial activities by utilizing resource with pluralistic values in agriculture and rural areas. The project to foster regional specialties was carried out from 2008 to 2010. This program has been continued as a project to support the industrialization of rural resources from 2010 to the present. In addition, project to foster local agricultural clusters have been ongoing since 2005. The slide you see now shows how Korea's rural convergence industry policy has changed since the 1980s, 1990s, 2000s, and 2010s. Content and major projects are divided based on five categories. Secondary processing and experimental tourism services and rural industrial base and socio-economic conditions and local revitalization. Until the 1980s, projects such as Sema factory, which were accumulated for industrialization of agriculture and carried out during the Sema London in the 1970s were continuing. In the 1990s, various projects were supported to foster the processing industry based on agriculture and the OVOP policy was promoted in earnest by creating a special complex. In particular, the 1990s was a period in which restructuring of Korean economic was actively taking place with the opening of imports of crops, agricultural crops expanding and then the reduction of the labor force in rural areas intensified. The main goal was increase the economic ripple effects through the creation of agriculture and industrial complexes. In the 2000s, the core of the policy was to increase self-sufficiency by strengthening local capacity with the goal of regional innovation. After 2020s, the focus on 2010, the focus is on the pluralistic functions of agriculture in rural areas, raising income, creating jobs, and creating virtual circle structure through the population inflow was the biggest goal of the regional revitalization. In particular, Korea is making efforts to develop rural specialized industries as a regional job creation platform. Today's webinar is about OVOP, but Korea is discussing at the regional level, not the village level. Through the rice paddy project in Namhae, the southern part of Korean Peninsula is the number of jobs created 305% from 396 in 2000 to 1,606 in 2015. Yeongwang is also the southern part of the Korean Peninsula, employs 1,436 people on increase of 2,295% compared to the 2,000 by making special products. And that are dried and salted with the theme of Gulbi, it means that some kind of fish and specialty product. The core of the rural regional, rural convergence industry nurturing policy is to make it work by integrating around the hub rather than doing individual businesses at the stage of the value chain, at every stage of value chain. The target has been expanded from supporting individual business entities to supporting front to back linking businesses. The policy goal has aimed to revitalize the economy and grow together in the rural areas going beyond increasing the income of individual businesses. For this work, for this to work, the key is the industrialized industrial policies and regional development policies are supported together in an integrated manner rather than support for the each industry individually. When supporting an individual business entity, the certified company is selected and professional counseling is supported and antenna shop is operated and basic fact finding is supported by government. At the regional level, networks are established for the sixth industrialization that is a link between value chains, diffusions, aggregations and skate up and a regional level promotion system is established. In addition, integrated support will be provided in connection with the local tourism system. The slide you see now is a representative rural convergence industrial complex designated state status. As you can see, we have designated and nurtured the specialized complexes targeting various crops in various regions. The Korean government aims to expand the regional network from 25 locations in 2017 and to 92 to 2022. A similar situation is likely in your country, but even in rural areas in Korea, businesses entities in rural areas lack capacity compared to the urban areas. To support this, the Korean government is emphasizing the establishment of a network from now on, I would like to introduce you a case of gochujang cluster. It means the formative food paste of Korea, produced by the chili pepper hot chili pepper. Soonchang-gun, the southern part of Korean Peninsula, studied by Cray. Soonchang-gun, Soonchang County, located in southern part of Korean Peninsula has long been known as a good area for farming due to its good water and fertile soil. In particular, it has famous for formative food such as red pepper paste, which Korean prefers. Koreans prefer and the government used to make some sauce district in Soonchang County. The table you see now show the government and administrative organizations, stakeholders and key players, suppliers, central industries and distribution channels, innovators, competitors and market characteristics respectively. It is important to build to a network. In the case of Soonchang County, we asked about the type of cooperation in production with local entities. As a result of survey, it was found that the form of co-production of products occupied the largest portion. The answer was that they would jointly procure raw materials like the soy sauce or soybeans or red chili peppers. Co-promotion and businesses were found to relatively low compared to the other regions. As a result of survey, it was found that the network density in Soonchang County was higher than in 2017 compared to 2014 within just three years. The average linkage per business unit also increased. If I pictorially show the results, this is it. Compared to the three years ago, it can be seen that various stakeholders are cooperating in a complex way. It was found that the roles and cooperatives relationships of key stakeholders have become more complex and diversified. The survey explored the factors limiting the growth of new rural convergence industry case reasons. First, the decrease of profitability is cited as a factor that hinders new production activities. The investments and efforts are required for new activities, but decrease in profitability until the period when such capability are accumulated is suggested as a risk factor. So far, we have briefly looked at the case of OVOP in Korea. In Korea in particular, it can be seen that the entry of new farms and formation of networks through the Agriculture Technology Center and research society within the region are actively appearing. I think this is especially necessary for developing countries. The case of Korea is not a model answer, but all policies should be appropriately modified and applied according to the demographic, cultural, social, economic conditions of each country's rural areas. If there are no incentives for business entities participating in a value chain to cooperate with other business entities to expand their businesses, it will be difficult to expect the effective of policy. In other words, this means that individual business entities should be profitable economically. Thank you for your attention. Thank you Dr Lee. For distinguished speakers, ladies and gentlemen, I'm sure all of you would be aware that among the six countries speaking today, the Republic of Korea is indeed the most advanced and therefore the most organized and therefore the case for rural convergence is a very important one. And this also has lessons for many of the countries in the region who are moving in that direction of higher incomes, greater organization and some of the issues related to demographic transition and especially in agriculture. At this point, we move to the country, next country, which is India. And at this point we have Dr C Anand Ramakrishnan, who is the director of the Indian Institute of Food Processing Technology, which is part of the Ministry of Food Processing and Industries of the Government of India. So he will be giving, so he will be giving a prerecorded presentation on the on the one district, one commodity scheme in India. We are also joined by another distinguished guest from India from the ministry, the assistant commissioner of crops from the ministry of agriculture and farmers welfare, Mr Agasimani. So you can see him now as well on the panel on the screen. So thank you very much Mr Agasimani for joining us. Secretary, please play the video from India. Thank you so much for a few to inviting me to express a view of one district, one product concept implemented in India. And I'm going to present how this has been implemented in the face manner at India. So we're going to that why this concept has been evolved and that's been considered by government of India is India is now produced most of the agree commodities like world number one and to most of the commodities you can see that world number one in the dairy fruits and vegetable to food grains now reached almost 280 million tons. So that's what continuously production is increased in India. And Indian food processing sector also growing in the double digit growth rate almost last five years and the total grocery market at India is stands sixth in the world. And 19% of the total works forces works in the food processing sector and the size of the industry right now it is the fifth in the scale like a total production and capacity as well as export. And this continuous growth rate, not only from the larger industry, and it comes from the small and medium and micro industries. And 90% of this total for crossing sector is lies with the MSM sector. And under this sector the food processing 25 lack of food processing enterprises are unorganized. They're not registered and they mostly it's a family owned organizations and the investment on the plant and machinery is very, very low. So as like around 7% and more than 60% of this micro food processing enterprises are at rural area. And second thing this is the industry has yield a lot of employment in the rural area, but they are unable to expand their business into the larger extent. What are the issues are challenges they faced by the micro food processing sector is one of the issues the access to the modern technologies. They may be age old technologies they are practicing they are producing the product they're sending to the supply chain. But they wanted to upscale or they wanted to adapt to newer technology where to go how to get that technology how to increase the efficiency or reduces the wastage that is the big challenge faced by this micro food processing enterprises. Second one is that capital deficiencies as well as the loan credit they take most of these units that takes the loan and the repayment and all this issue put a lot of pressure on the system not able to expand their capacity. And lack of awareness and training of mainly for the food safety and control system. They should understand what are the quality parameters has to be maintained good manufacturing practice how to implement the HSCP systems and branding and marketing. And this is the one area they satisfied with the market what they are selling at the local market maximum district level or the state level how to penetrate in the whole countries and outside the country how to market they are branding into the international level. This is the one great challenge faced by this micro food processing sector and how to sort it out this type of problem faced by the micro food processing enterprises that's what government of India launched last year Prime Minister of formulation of micro food processing enterprises scheme. This is the centrally sponsored scheme budget close to the 10,000 crore for the 2020 to 24 and selected almost 707 district and with 137 ODOP products. This is a product specific scheme each district identified one product. This is identified by the state's nodal agencies and state governments they have the data how much total production in particular district and how many existing units how much raw material available to go for the processing and how much new units can come into that room based on that this 137. ODOPs have been selected and who are the people are going to get benefited one is the farmers produces organizations and self help groups also can be part of this process and existing food enterprises as well as the new entrepreneurs both can come into that existing enterprises no need to come under the ODOP scheme but new enterprises they have to apply under the ODOP that selected district suppose they selected one district as the for example coconut they have to apply in the coconut processing units that's what the whole structure has been made and the whole objective is the one is the access to the credit that's what this micro food processing enterprises has been issue on the access to credit this gives easy to access to the banking sector second one is the professional and technical support. So we made all the technical institution in the India based on like a CSIR ICR or a ministry of food processing industry institutions we've made the network. So whatever the technologies available with this institution this industries the micro food processing industry can get it and apart from that like to strengthen these institutions and one more beauty of this ODOP concept is the common facilities. For example somebody can start the unit with their own money along with the credit support and government support what is given under the PMFM scheme if they don't have land or space or even at money they can bring the raw material go to the common facilities they can process they can pack and take it so it takes care about the whole spectrum who wanted to do the even business itself and what is the target number that's next four years time we are targeting almost two lakh micro food processing enterprises bring into the formalized manner and how the support goes under this scheme is 35% government support the subsidy will be given to the existing as far as the new enterprises existing enterprises wanted to expand our capacity increasing whatever it is they wanted to put it 35% support new enterprises as I said earlier it is considered under the one district one product concept apart from that same 35% government support will be given for the farmers produces organizations health self health groups cooperatives as well and one more beauty of the scheme has been support for the marketing and branding they can brand it their product suppose particular region a particular district they wanted to brand that unique brand into the global brand it's possible to do that the branding and marketing support also given to do that that is what we need to generate more employment not only that other way around that particular brand is created in the particular locality more tourist parts and other people can come to that visit into that place to buy that product so that is the what that branding and marketing also included under the scheme and how that capacity building program has been inbuilt under the scheme because we understand that training training program is very much important to implementing such a level of going to village level toilet level because we need to empower the people they have to understand what is the food business and how to do their product and how to market their product that's what that national institution like technology where I am there and apart from that our sister institution NIFTM join hand to develop the total curriculum of the training program and each state master trainers will be trained and this master trainer intern they train the district level trainers this district level trainer will train the district resource persons this district resource person act between the communicating between the beneficiaries or who are the applicant so this district resource person develop the DPS detail project report and application process hand hold support everything will be connect between the government system and the beneficiaries so whole spectrum has been covered under the capacity building and these are the component we aim to give the training in our material one is the raw material availability that is the key element including water how much available how much they can use and the pricing initially most of the this type of industry go for the lower pricing and later inflation increase they can't able to increase the price that how to fix the pricing and consumer preference this is the key element now earlier for example 100 years back we used to take food for the energy 50 years back we have taken food for the nutritious no people want to take food for soul the people mindset is entirely changing and the market demand is changing day by day so such a scenario will be included and already we included in the some of the curriculum and also technological upgradation and waste utilization for example if you take that rice milling unit 31% wastage is generated in the rice milling and on average so how to utilize even that wastage any industry that small industry what is the waste utilization how to use the waste utilization has been in built on the curriculum of most of that our subject area what is the master and one specifically each and every training as focused on the food packaging this is not only that food packaging is a simple one because that is the one attracts the people and the labeling they have to be aware of that what are the labeling regulations in India and outside our country so that clearly spelled out they have given the training to the all the beneficiaries and also supply chain management as well as logistic including that so they have to understand how the whole supply chain is takes place including the storage and the logistic and the final end product were reaching and the documentation of the whole scenario from the raw material procurement to the end product so these all the things in built on our curriculum apart from the food safety and regulations because regulations in India FSSA is regulating the total food safety and all the regulations for example someone start the business on even coconut processing what are the regulations on that oil processing what are the regulations so all these things in built on the our curriculum and this is the resource material we made it available in open source for example ODOP wise demonstration videos detailed project report everything we already uploaded like a 138 what I said that all the detailed reports has been uploaded in our website including like a SSI regulations course material and if you go to the our portal we can get all this detailed report on the videos and this is the PMF army capacity building portal of ministry of food processing industry quickly here we will get all this training material and for example fruits and vegetable processing if you go there we have the detailed videos all the fruits and vegetable products selected by the ODOP in the particular district has been uploaded here for example Boa juice and here our point presentation as well as the video for how the processing technologies and India we have a lot of other local languages we made it the videos in the different languages as well if you click that English so we have the video so that will give you entrepreneurs confident on making this type of product so end to end solution has been given in the portal itself for example here how it goes on the processing and each stage the cleaning washing processing and final product is end product whatever it comes this all the demonstration not only that trainers guide you suppose master trainer how to give the training to the district level training and how to give the training to the resource patient all this component has been inbuilt and it is uploaded in our website and the earlier I said about our incubation centre and this is the what common food processing centre has been created right now is a 54 centre has been created and right now we are giving 100% fund to the government institutions and private institution 50% fund and mentoring institution has to be there in the application itself because some institutions maybe have the good expertise on particular field for example banana national resource centre for banana as the expertise on that so they have to take such institution as a mentoring institution and operational and maintenance operation O&M also has to be awarded to the third party this is the total business model has been created and based on that this incubation centre has been created is a totally based on ODOP concept already we given these are the areas like a minor forest produce this is like a mostly the tribal products for the mushroom tamarin and honey such type of lines even we wanted to emphasis and we wanted to encourage tribal population can start processing their product in the mainstream level and then fruits and vegetable spice fish and grain oils all these lines has been already approved and still some more processing line we are going to add in every year and our aim is to get hunger and achieve the food security to world it's a possible to achieve either at one village one product or one nation one product or one district one product we need to emphasis the local employment because such type of approach definitely enhance the local employment and local business model so that will enhance the localized food security as well as the hunger thank you so much for your night Thank you doctor Anand Ramakrishna for that excellent overview on in India and ladies and gentlemen colleagues we can see the real difference here given the size of the country the sheer volumes and the numbers are much higher than what we've discussed so here it's all about scale achieving always a scale and benefiting the largest number of people possible so on that note we just move a little not work to into the Himalayas and we bring in Nepal and the presentation from Nepal is by Mr Sunil Kumar Singh who is the senior agro economist of the ministry of agriculture and livestock development and the department of agriculture planning and monitoring so Secretary please play the video from Nepal. Secretary chair person ladies and gentlemen in my presentation I will be focusing on the status of one village one product and the possibility of initiation of one country one commodity in Nepal OPP was implementing nine years in Nepal within nine years of exhibition the program has been extended in 118 villages of 15 district with 31 communities yeah now so I so how about the background of OPP in Nepal Secretary of Nepali Chamber of Commerce and Industry the areas of OPP on their on their official visit to Japan and Thailand and decided to implement the concept of OPP in Nepal also they made a core committee to study and discuss the OPP implementation mechanism with the government of Nepal and after a rigorous discussion with the government it was finally launched in 2006 as a public private partnership as a pilot project for five years now I will move to the details I have tried to show the year wise growth of OPP in the map so you see initially we start with five products as a pilot project in 8 district with in 2006 and gradually as a few more products in 2007 and likewise we achieve 31 products in the last 10 years now I will focus on implementation mechanism of the project the project was jointly drawn and monitored by the government of Nepal and the FNCCI the OPP had a steering committee comprises of public private public private sector core members who decide implementation mechanism areas and products there is a central and technical committee to support and materialize the ideas and a scheme of the steering committee at the center which provides support and help to the implementing committees at the district level now I will focus on budget allocation for OPP the total allocated budget for OPP from fiscal year 2006-7 to fiscal year 2014-15 by the government was 3,303 million but only 74% of the total budget was spent during the project implementation period why the allocated budget did not applies it is simply it was only because of delay in the decision making and tightness created by the committees are the main reason for not utilizing the full allocated budget the norms and approach on few aspects are also not enough to implement the programs smoothly now I will move to the data for representing the beneficiaries of the project the OPP had been extended in 118 villages of 54 districts with 31 commodities and a total of 233 farmers group are directly benefited with the program with 5,680 farmers involved in which common farmers participation was about 35% the average annual sales value of OPP commodities was about 133 million per year I will now present you a case study of successful farmer who is benefited the most of the most from this OPP program Damalama success case Damalama is a ordinary farmer from a hilli district noir court he is an energetic fellow looking for opportunities of his survival in hilly village of Nepal he started his drought farming with a very limited resources of 1.2 million nephews currency in 2006 Daman and his family including his neighbor had got a lot of opportunity to have training and visit organized by the OPP he happened to grab an opportunity of an observational visit to Japan with the members of FNCC in 2000 where he was impressed by the methods and techniques of drought farming he implemented the methods and techniques he learned during the visit in his drought farming and give his business for 35 million in just 15 years of time Now I will move to the elements responsible for the success of the OPP in Nepal the key elements for the success are number one most of the communities selected in pilot program were indigenous and have high potential for expansion number two all selected communities have a remarkable demand in both national and international market it has a great potential to provide employment to the poor and marginalized number three OPP has supported to the national priority communities the budget allocation was focused on focused to enable the basic services and core function value basis the marketing part was basically allocated to the private sector that is and this was to utilize the two basic strength that is efficiency and flexibility in flexibility in operation number six the district level OPP community provided subsidy to the priority activities and commodities only so these above are the success element of the OPP in Nepal let's move to lesson we learned from this program I have taught that the public private partnership policy is a basic requirement for OPP success the objective of program was to promote OPP products in national and international market with brand however it could not happen however it not could happen because their capacity and technical map part could not work as in reason in the program the OPP done converts very well as diverse area and products include were many numbers the institution responsible for the implementation and management could not function effectively this is one of the weakness of OPP to realize its objective decision making process was also lengthy other lesson learned new product and area were included in OPP before the outcome at evaluation of product included in pilot project which was the which was against implementation concept and guideline approved by the government of Nepal as per new constitution of Nepal 2015 the role of agriculture service delivery to local government therefore the implementation of OPP came under responsibility of the local government and ultimately it was terminated due to transition period political and bureaucratic interference and dependencies solely on government project was another reason for termination of the OPP program in Nepal let's talk about future challenges of this program there are some weakness in the program number one private sectors are profit oriented organizations so their responsibility should be clear the production should be based on market demand otherwise the product will not optimum price number three weakness was product for export should maintain a standard and norms of importing country for food safety number four there are chances of replacement of a small farmer who have less capacity to compete in the open market system based on based on our lesson learned and experience again on OPP products in Nepal we will recommend the initiation of one country one commodity in Nepal it will be it will help in generating employment for a small farmers and it is good for good approach for commercial agriculture the following indicators while selecting the product for one country one commodity number one the product should be identified having localized essence number two to utilize and immobilize steam is still of local people the selection of product should be based on potential of for commercial production training and training on enterprise development and you can see should be provided by value addition throughout the values and benefit women and small farmers market linkage development potentiality of employment generation so on the basis of above lesson learned ginger could be priority commodity for one country one commodity in Nepal so why is it very important for one country one commodity in Nepal ginger is a high value crops in Nepal it is estimated at 1.2 million people grow ginger all over the all over the Nepal especially in eastern and western part of Nepal Nepal is fourth largest producer of fish in the world of which the largest part of is for the domestic market and all exported ginger is designated mainly for India ginger farmers in Nepal like awareness about ginger processing technology and marketing of the products on the basis of above strength and weakness being a priority exportable product we need to include ginger under one country one commodity that the one country one commodity programs needs to be addressed on number one there could be labor shortage the productions should be based on market demand otherwise product will not get optimum price production and marketing costs should be minimized to maintain food safety standard as for more important country requirement agriculture produce are highly perishable in nature so should focus on storage processing in branding and marketing of the products there is a answer replacement of small farmers who have less capacity to compete in the open market system so if Nepal participate in one country one one commodity initiative we wish to achieve especially especially the operational as well as institutional and policy support on promoting one country one commodity which will ultimately support on ruler development food security and strengthening governance and institutional capacity number one geographic selection product identification and institutional mapping knowledge and still technology support in policy formulation market promotion online marketing and connectivity agriculture parents when they spent in agriculture are the best in turn against hunger and poverty they have made life better for billions of people that's the end of my presentation. Thank you. Thank you Mr Singh and Excellency colleagues, ladies and gentlemen, as you saw some we missed some of the earlier parts of the presentation there were technical difficulties while we were recording let's not forget Nepal is in lockdown and Mr Singh had difficulties even to access his own office or to access the FAO office which would have been the way we would have done it otherwise. So I really like to thank Mr Singh and the technical team for persisting and getting this recording down. It was not easy. However, we will be sharing all the presentations with the permission of the speakers and you will have all the opportunity to go through them in greater detail. That said, thank you Mr Singh again and for especially highlighting some of the challenges in the country and the and also your expectations from the OC OC program to FAO and that's important guidance for us. The next presentation will be from Thailand which is the country where we are hosted in and that that presentation will be by Mrs Janthi Mark Jones, Foreign Relations Officer of the Planning Division, Community Development Department, Ministry of the Interior, Thailand. Secretary, please play the Thailand video. Today, I would like to share the projects called one component product for OTOP, the experience on Thailand. Let's start with the story of OTOP and how to implement in Thailand. As everyone know, the idea of OTOP was started in Japan many years ago and this idea came to Thailand in 2001. It was introduced to Thai people by Thai government. Thumb bone is the Thai word and it stands for village. We choose thumb bone to start the program because of thumb bone smaller administrative but as big enough to learn this program. We have three principle of OTOP. The first one is local rich global. The second one is cell reliance and creativity. The last one is human resource development. Every activity of OTOP are based on these three principles. Objective of OTOP is to create a job and increase community income. The second one is promote local wisdom. The first one is trained community. The fourth one is promote human resource development and the last one is promote community activity. To be a member of OTOP producer, you need to register. There are three types of producers that can be registered as OTOP producer. The first one is community based application proof. The second one is individuals. The last one is community based SME. The number of producers in Thailand are 93,414 producers. A total of products that have been approved in 2001 are 93,414 registered and we have some OTOP group that haven't been approved yet about five or six hundred this year. We have five categories of OTOP products which is the first one is food. The second one is revered. The first one is state type reasonware. The next one is furniture decoration and souvenir. The last one is herbal product. From the beginning up to now we have more than 200,000 products registered as the OTOP number. We are grading all the products by using the specific criteria to be to mine the products for grading from one star to five star. The five star is a good quality and potential to explore. Four star is a potential and able to develop internationally. Three star is a medium quality. Two star is the product that can be developed to three star. One star is a product that cannot be developed but we still keep one star to be as a group because someday there might be then we look to two star, three star. The final change of the OTOP product. This is the world change from downstream to upstream. We start from downstream to promote the local system. Main stream is to capacity building of producer and entrepreneur and OTOP product development and marketing promotions. The upstream is to set up the digital of new OTOP group and to register as a OTOP member and to selection and grad grading by OTOP star as we talked before. For all of these the objective is to promote the grassroots economy to local wisdom. We create our activity to develop a number of OTOP such as OTOP registration, knowledge based OTOP, OTOP production champion, integration of local wisdom, entrepreneur chip development, young OTOP, OTOP tourist village and we set up the OTOP fair or OTOP distribution and exhibition center also. For the OTOP project in Thailand not only community development department responsibility to this project but we have the government agencies more than 22 agencies from 10 ministries to involved with this project such as Ministry of Interior, Ministry of Culture, Ministry of Agriculture and Corporation, Ministry of Public Health, Ministry of Labor, Ministry of Tourism and Sport, Ministry of Industry, Ministry of Commerce, Ministry of Finance, Ministry of Technology and Science and Public Enterprise. This is structure of administrative of OTOP project. It starts from national OTOP board, administrative subcommittee, productions promotion subcommittee, marketing promotion submitting, standard and product development subcommittee, regional OTOP subcommittee, provincial OTOP subcommittee, these three OTOP subcommittees and the Bangkok and the last one is Bangkok metro forest and subcommittee. These subcommittees have a basic functions like implement and coordinate, promote and support on relating it to monitoring and evaluation. The point advisor additional secretary set up additional subcommittee and this is timeline of the OTOP project since 2001 up to now. The first one when OTOP come to Thailand we arrange administrative mechanism. The second year we are searching the product, searching the people who work with this product both individual or group. The year after we are set up the activity that we call OTOP product champion to find which product that can be developed and after that we try to find the standard of product. To make is to make is like to have more quality for sales and the years after we do the marketing because we produce a lot of product and we need to sell. And the years after we search for provincial style top. So we try to get them to do the best, the best product in the province. And then, in 2007, we do the OTOP selects and we try to do the, we try to select the best OTOP products in that province. And the next one the product development. So we develop all the product that can be developed in every province. And after that we add the marketing. And then we do the products development again and do the marketing again until 2013 we try to get the new way to develop the products and up to now we try to get the OTOP to sales in another country. This is the volume in this year and a converse from tie back into the dollar. We can see the number of the income is increasing every year says only some years dropped out because because of the prices in the country. And from last year to this year, the number of income is going down because of the COVID pandemic. This slide just to show you in the cloud. Or tie for all top products income, the success factor of all top project. The first one is accepting social existing social capital group and local wisdom. The second one is government's committee national agenda. So the type of woman says the OTOP projects as the national agenda. That's why people in the, in, in Thailand. Focus on this project. The next one is agency integration effectiveness. As I talked before, not only my organization that do these projects, every government organizations have different function to take care of this project to the next one is people in the community. Participation. And everyone know these projects can help them to have more income. The next one is forecast policy on class loss economy and sufficient and competent government field officer. No less based development of product. And the last one is OTOP plan. In Thailand, we have like if, if we walk to the exhibition, some exhibition, they have, they have a lot of product. But if you say it's like, this is the OTOP product, people more interesting to this product than, than another plan. In 2017, we have changed in the OTOP project. OTOP, we add more some activity on the OTOP projects, like the OTOP travel surprises development by the senior junior corporation. So, at the beginning, we community development department just work on the OTOP products in the English. And then we add more education. Educational institutes. And then we have the Pacha Ratsamaki to to work together. And in the middle part, so we connections and linkage with the other organizations like OTOP, we set up the OTOP trader. It is established in 38 province, and we have OTOP distribution center. We have the data center and learning center creative and inside center. And we have the product and packaging center. And right now, we are a facility, facility as well called distributions to we have a truck in, in every country, the OTOP shops, we have the modern trade. We have department store and we have international export. We add more marketing channels such as even, we set up a lot of, even in every year. So like people in Thailand know we have the OTOP fair to sell all the OTOP products from every province in one area. We have OTOP trainer, we have OTOP minimart. Thai Chui Thai market, it's mean Thai Kale Thai market. And we have OTOP to the town in, in the, in the town in Bangkok, we have the top shops in the shopping mall. We have OTOP lifestyle. We have Pacha Lat, Sukjai OTOP shop, and we have OTOP to water 20 times a year. Like we set up the event to sell the OTOP product in the neighborhood country. For example, Myanmar, Laos, Cambodia. And we have the modern trade also. One of activity that Thailand do with the OTOP products is to bring the products from the village to, to the airplanes we call OTOP on board. And this, this activity made the OTOP price go up and lots of people interested with the Thai products. And they make more income for the community. Now, one of activity that we set up with the OTOP product is tourist integration. Like before we bring all the products to the town to sell. But right now we try to get the customer to, to, to go to the village to see the way of life, to see the way that we make the products. So they can confidence with what we make, what we put in the products to show them the Thai culture. And this is all activity that we have in 2000s from the beginning to up to now. And we still have more, more activities is coming up. That's all activity that we do with this project. Thank you. Thank you, Mrs. Jones for bringing us the view from Thailand and for walking us through the rapid progress made from its inception in 2001. And the changes that you've seen in the last few years, of course, definitely it has been impacted as tourism has been due to the pandemic. But definitely this is another way that it will take off once tourism review resumes later on in this year or next year. So we hope to see that. Before we move on to the last presentation, just to remind all our esteemed economists that there are a number of questions in the Q&A. You're all free to answer them online by typing in the answer or in the chat. You can, and many of them address to multiple people so you could do them as you wish. So please do answer and provide your wisdom to all of us in FAO who are developing this program. So we'll now move on to the final presentation, pre-recorded presentation. And this is from Vietnam. And this is by Mr. Nguyen Minh Thien, Director General and the Chief of National Coordination Office of the National Target Program on New Rural Development of the Ministry of Agriculture and Rural Development of the Government of Vietnam. So, Secretary, please play the video. So, as being requested, and by the FAO, it's my great pleasure today to give a presentation about the Vietnam One Commune One Product Program. The content of my presentation is really four parts. The first is the introduction of Vietnam O-Corp Program. The second is the re-route of O-Corp Program in Vietnam over the last couple of years. The third is a lesson and future challenge. And the fourth is the proposal of Vietnam. Third is the introduction of Vietnam O-Corp Program. The O-Corp Program of Vietnam is based on the experience of Japan One Village, One Product, or you call it OVLP, and also the Thailand O-Top Program and other country experiences. Since 2013, some provinces of Vietnam has implemented the One Commune One Product Program with some positive outcome, contributing to rural development and improving the living standard in rural areas. With that experience, in 2018, the Government of Vietnam decided to implement the O-Corp Program for the period of 2018 and 2020 nationwide. So, we scan it up from the experience for some provinces to the nationwide. These are some characteristics of the O-Corp Program of Vietnam. The O-Corp Program of Vietnam focus on the development of the local specialized products at village and commute level with the main objective. The first objective is to increase the rural income and create more jobs locally. Second is to promote human resources and very important is the preservation of diversified culture. We consider the O-Corp Program is a rural economic development program, the work promoting internet resources which include the rural wisdom, creativity, labor, raw material, and local culture, etc. to increase added value for rural specialized products and contribute to new rural development programs of Vietnam. The targeted O-Corp producers are small and medium enterprises, co-operative and household. The Vietnam O-Corp product includes six product groups. The first is food, the second group is a beverage, the next one is a herb product. The next is textile and dressing where the fifth group is a decoration and handicraft. And the sixth, the last one is a community-based tourism. So, you could see that the sixth product group includes some physical products but also includes a community-based tourism. For the Vietnam O-Corp Program, the program of O-Corp of Vietnam tries to increase O-Corp producers to fully utilize the potential of land products and other competitive advantage to raise the product value, increase income, and contribute to improve living standards in rural areas. We also try to reorganize the production system through the whole value chain approach with glow linkage to draw material production areas. And so increase applied high-quality standard for local specialized products with new and modern technology. And also the O-Corp Program of Vietnam to promote the start-up and creativity in rural areas. So the O-Corp Program in Vietnam just being implemented over the last three years. So we have some initial real-life achievements of the program in Vietnam. The O-Corp Program in Vietnam has been implemented in all over 63 provinces of Vietnam and that's becoming a priority solution to rural economic development. At the moment, we have 4,847 of our products have been erected by government agencies to achieve three-star and higher, like four or five-star, among which food products account for more than 80% and handicraft products account for 10%, other with just 10%. So you see Vietnam have a six-product group, then food products account for more than 80%. At the moment, 2,655 O-Corp producers of wood, co-operative and small and medium enterprises account for 55.5%. So 37.5% of O-Corp producers are co-operative, 27.6% were SME and remaining include co-operative group and household. At the moment, more than two-thirds of existing O-Corp producers have achieved a higher sense of revenue with every increase of 17.6% per year. So it's very, very positive outcome from the O-Corp Program over the last three years. The O-Corp Program had also contributed to job creation, especially we are very delighted to say that enhancing the role of women and ethnic minority, around 39% of the O-Corp prairies the owner are women, about 35% of O-Corp products are from the ethnic minority area. So they are very special numbers. In over the last three years from 2018 to 2020 periods, the Vietnam has mobilized nearly one billion U.S. dollar to demand O-Corp program of which the government budget account for very small part of only 2.7%. The credit contribute to 76.6% and investment capital of the O-Corp producer account for 16.5%. So you could see that the mobilization of resources mostly coming from the credit sources and the investment of the O-Corp producer. And over the last three years, we mobilized more than one billion U.S. dollar to invest in the O-Corp program. So with only three of implementation, we also draw some lessons learned from the Vietnam experiences. The first Vietnam O-Corp target of village and commute level specialized for small and medium enterprise and also COVID to promote the development of unique and specialized products. The program is implemented nationwide with the involvement of all four levels of the government, the central government, the provincial government, the digital government and the commute government to getting a spin-off effect in the community to promote the local spirit, the responsibility and increase the capacity of O-Corp producer combined with local advantage, like a local wisdom, community spirit and diversify culture. So you could see that for the O-Corp program in Vietnam, we involve all the four levels of the government through the implementation. The program focus on improve the product quality and market accessibility in order to meet the consumer demand for unique traditional quality product and also to make it more just ability. First, the O-Corp program of Vietnam focus on the 100 million population domestic market, later on with improved quality we expand to the international market. The O-Corp of Vietnam also develop O-Corp product along with the culture dissemination utilize the internet value and advantage to promote and introduce the local regional and national culture. With some of the lessons learned, we're also facing some challenge to go ahead. The first challenge is how to strengthen the innovation, creation capacity, product development, especially to develop a new product and how to improve the quality of product further. One of that is how to make a locally specialized product to meet the demand and taste of the modern consumer. The second challenge is how to support O-Corp producers with such program like green O-Corp, fair trade with special focus on mountainous remote and ethnic minority in order to have the small scale O-Corp product to be able to compete with the large scale market production. You could see that the experience of Vietnam, we focus on small scale production, a specialized product, but how it compete especially in terms of price, in terms of cost with a large scale market production. The next challenge is how to promote Vietnam O-Corp to become an international recognized brand and to achieve sustainable development looking for the future. So at the moment we have finished the first phase of the O-Corp program in Vietnam from 2018 to 2020. And now we are preparing for the next phase, five years, 2021 to 2025, made on the previous successful approach. The new O-Corp program for the next five years, 2021 to 2025 will unexpectedly add some new direction as following. The first is to develop a standard for and foster the green O-Corp product towards a circular economy and export market. Like I just mentioned, how it contribute to sustainable development of the local area. So we will looking to create more green O-Corp product towards a circular economy. The next one is to apply digital transformation to promoting small and medium production to increase the processing and marketing of O-Corp product towards a higher quality and more value added product in the market. So you see that the digital transformation now become very important that we have to have the O-Corp producer to apply the digital transformation to the whole chain of making and marketing the O-Corp product. We also want to expand and we also want to introduce the Vietnamese diversified culture. So with that challenge and lesson learned from Vietnam, today we are very pleased to be able to be invited and talk about Vietnam experience and also with the help of the initiative for O-Corp in the future. So with that we make some proposal. You know that Vietnam has already proposed the initiative promoting the network for Asian children product development on the one village one product model which was approved by AMAP in 2020. Based on that we would like to ask ABEO to support and work with ASEAN countries including Vietnam to implement the initiative promoting the network for Asian children product development based on the one village one product model. In that in that lesson we would like to ask ABEO will share, co-chair and promote anyone or co-product development forum in order to exchange and share experiences among countries. We know that around the world many countries have also experimented or implemented as an O-TOP or OVOP model. So we would like ABEO will continue to share co-chair and promote the anyone O-Corp product development forum. The second regarding the initiative of green O-Corp development and I mentioned previously in my presentation Vietnam already have direction to go ahead with the green O-Corp development that's why we also ask for would like to see ABEO will share co-chair and coordinate with other countries including Vietnam to research and develop the international green O-Corp criteria which is widely recognized by countries in production and trade. And we also would like to propose ABEO to accompany and support resources and techniques for countries including Vietnam to experiment and organize green O-Corp development from which we can draw lessons and expand further in other countries and regions. So that's all for my presentation. Thank you for listening. Thank you Dr. Tian. And that concludes all the video presentation. So, esteemed speakers, excellency. Thank you all very much. May I request everybody to switch on their videos as we move to the discussion discussion section of this webinar. What I would like to do in the interest of time and to and which we have done very well so far. So thanks to all of you is that I will first ask a question to all our six esteemed panelists and then also I would like to bring in our guest from India from the conversation after which time permitting we might have another question and then I will hand it over to the to the head of our office to the assistant director Mr. Kim for him and the senior management of FAO from Rome to comment and to give us their views especially on some of the ideas that have been proposed as we heard from Vietnam. So, can, can all the panelists please switch on their videos so that we can see you. Cambodia, Korea, Nepal, Thailand, Vietnam, please switch on your videos if you can, if you have problems with bandwidth just let us know. Okay, so the first question. Due to the host stopped at the video. I cannot access the video. Yeah, me too. Me too. Me too. They, they, please unlock. Yes. Okay, Secretary, please take the necessary actions to do that. Okay, so the question to all of you. As soon as you have discussed and given us a broad view on what the your homegrown initiatives in this area, what do you see as the key bottlenecks to further progress along. Is it along production processing up to marketing or anything beyond that so what do you see as the key bottlenecks and we would appreciate if you could keep your answer to about two minutes so that we can go through everyone so we'll go in the same order as the speakers. Yeah, we are first, excellent see over to you. Thank you. I cannot. I cannot wait on my video the secretaries not yet open for me. So, let I try to answer your question I think that from Cambodian. You can do now. Okay. So from a Cambodian perspective, I think that in order, the bottom niche from the production processing to the marketing of OVOP products in Cambodia, we found some of the lack of information matching between the provider, purchaser, and consumer. Also, logistic supply is one of the bottom niche for us. The third one is the capacity development that including the technology and things called scale to the local farmer and producer. And the last one at the bottom next is the participation, financial access, both government and private sector. So this is the bottom niche of the OVOP content in Cambodia. Thank you. Thank you, Excellency. Dr. Lee from Korea. Thank you for the question. Two questions are not separate, I think. I can give one answer. First, in both Korea and other developing countries, it is quite difficult for small farmers to be directly engaged into the value chain in which a large enterprise participates. Otherwise, they may become contract farmers of large corporations and exploit their wages. Therefore, in Korea, scaling up these small farmers into organizations such as crop groups or the agricultural cooperatives has been highest priority support goal. When these crop groups or cooperatives gain experiences and grow to certain size, they set up separate illegal entities and do their own business. In this process, it is the role of the government to provide low interest rates and help them become self-reliant through various support activities. In addition, these cooperatives are trying to lower prices by continuously developing products that urban consumers want, producing agricultural products that meet their needs, opening stores directly in the city, or reducing the level of supply by delivering directly to retailers. These kind of activities are through the common sense of thinking between producers and urban consumers. In this process, it had to be accompanied by mutual consumer awareness. Consumers wanted to consume in a way that was produced environmentally, and then farmers were protected. In other words, this is a market-driven structure. The government minimized the intervention in this process, but on the other hand, effort to help under-capable SMEs and small farmers continue. For example, the providing consulting continuously or the operating on the antenna shop to wait until farmers develop operational skills. It will be a kind of incubation activities, I think. That's my opinion. Thank you. Thank you, Dr. Lee. Same question now to Nepal. Dr. Singh. The bottleneck and stress implementation of one village, one program in Nepal are from production point of view, the fragmented land, the poor technical extension services, lack of access to suitable germ plasms, production technique constraints, and lack of access to production credit. Policy affecting the production and its deployment are the bottlenecks based in production. And regarding process point of view, lack of skills, equipment, technology, investments, food-reading and packaging, branding are the other bottlenecks in process. Non-emplicit investment of a agriculture-based diversified food industry is another bottleneck in process industry. Now from marketing point of view, product marketing and distribution problems are there. Poor marketing and infrastructure are there. Products being perishable and degradable in nature. There's a high cost of transportation. These are the bottlenecks based in the marketing section. That's over, sir. Thank you, Mr. Singh. That was very useful. So can I pass the question to Dr. Anurama Krishnan from India? Thank you, sir. For me, it is the main bottleneck if you look at access to the international market because it's a local brand and there's some questions posted on the chat back. So also they are talking about how to compete with the bigger brands, with the local brand. And if you look at the recent studies in the FRF, very clearly demonstrated more than 30% increased in the local product in the local market. Anyhow, most of the local market accept the local brand. There's no issue on that. But how to market this local product into the international market, that is the big challenge and how other countries needed the packaging, the safety protocols. It should be followed in the manufacturing itself. That is the one we need to train the local producers and the local manufacturer according to the other countries' need and safety protocols. That is the big bottleneck. And then access to the technological input, for example, reduce the wastage, how to reduce the wastage and how to increase the production level or efficiency and how to reduce the carbon footprint when we do the things. All these things have to be inbuilt on our capacity building and training. That's what that whole stuff is coming under the capacity building and training. The whole model should be outcome-oriented training. It's not like just we give the information to the entrepreneurs. We need to make sure they get the training and they're implemented in the field and time to time we need to track how it is a yielded result in the field. And we need to track each training module. Is it how effective and how it is the yielded result? Either the marketing strategy or the technology side and what is that total outcome we achieved? The total target is suppose 2 million entrepreneurs we wanted to train in this many years and 2 million out of that how many succeed, how many failures? So this is the one bottleneck we need to track throughout the country. Then it is possible to implement a further next year. Yes, these are the one we need to drop and these are the one we need to go further up. So this is the main bottleneck to track and capacity building and the capacity building has to include both the component of marketing and technology. Thank you professor. So indeed tracking and prioritization as we go forward. So that's a very good comment. So can we now ask bring in Thailand? What do you have a lot of experience now? So what do you see as the key bottleneck in the same year? Please unmute yourself. Can you hear me all right? Okay, because I have a problem to crack in the microphone so I'm going to speak out if it's not pretty enough just let me know. But Thailand like the line of production is not consistent the first one. The lines of production is not like is not not all the quality or the they have enough amount of product that we need. The second one is we have lots of opportunity to access the capital and then we have like not enough investment sometime and sometime we have the problem with the export products and as you know we bring to these projects for long like 19 years 20 years and we face a lot of problem that we have but most of the problem that we are have up to now after we pass all the problem is how to transfer our local wisdom from own generations to the next generations or so. This is the Thailand experience and Thailand face the problem. Thank you that's great advice Mr. Jones. So Vietnam what do you have to say on this? Okay thank you. In the case of Vietnam I think at least we have a two bottleneck. The first one is in term of the market access like I've previous mentioned in my presentation because the all-corp product in Vietnam is a small scale production and so it's very difficult for a small producer to engage in the distribution channel especially to the end consumer in the big city big market or even more the overseas market and how a small scale all-corp product can be able to compete in terms of price, in terms of distribution channel, in terms of marketing with a big scale production and how the consumer can be able to differentiate between the all-corp specialized product with a normal mass production product. So that's the problem because most of our all-corp producers are small scale people in the mountainous area in the marginal ethnic ethnic so I think it's very difficult for them to engage equally with a big cop producer. The second bottleneck in terms of the capacity and technique of the storage and the processing especially the Z bottleneck is a further expo during the COVID-19 pandemic and for the highly seasonal product so we like the cold storage so during the seasonal big product it's very difficult for the producer to keep the raw material and also they lack the enough adequate capacity in order to present their product so I think in the case of Vietnam because we have only implemented the all-corp program for the last three years from the 2018-2020 so we have several bottlenecks but I think the main bottleneck remains in the marketing and marketing set and the second one is in the technology and capacity of the cold storage and the processing system. Thank you. Thank you Vietnam so that's interesting to learn also from a country that has rapidly made advances in the last few years and succeeded even mobilizing and a lot of resources. So having heard this I like to bring in our special guest from India from the Ministry of Agriculture Mr Somnath Agassimani from the point of view of the Ministry of Agriculture and Farmers Welfare sir what do you think is the role that can be played to increase this one district one commodity program that you've got over to you. Please unmute yourself. Yes go ahead. Like side by side along with the Ministry of Food Process Industries the Ministry of Agriculture in consultation with MOPP and the most of the products that we collected were from horticulture side these most of the horticulture produce as you know they are not the self-life of these products are very low for example if you take in case of capsicum and tomato they are the basis of these products is usually high and during the time gone to higher levels. So like as sir was talking from our country the processing comes in as a major this one for this one sir and the sensitization of the farmers and also the entrepreneurs is a need of the hour and as sir rightly quoted the capacity building is a must and also there need to be a well backward and forward linkage and also the Ministry is working on the creation of farmer producer organizations and where in the marketing division it is taking a lead role in creation of around we are planning to create about 10,000 farmer producer organizations and hence this it it's a very good program and scheme. Thank you, thank you, yeah. Most of the products like in India we are we are selected crops like Mahua that is having in very good medicinal properties and apart from that from wild like the Jamun and other crops like Amla they are having good medicinal properties and they are being this one giving importance. Thank you Mr. Raghasimini for giving us that view and the importance of medicinal and aromatic plants also in this mix. So excellency ladies and gentlemen so what we will do we have just about five or six minutes and then I would like the I'd like the ATG then to take us to the end of this program so we will just now have one short question and we hope that you can answer it within a minute and and I'm sorry to put you on the spot on this but can you please advise FAO what would be your advice to FAO on how to take forward this initiative given your own knowledge and expertise and and about the region in particular. So again we start excellency from Cambodia what would be your advice? Thank you for that question. I think that for my suggestion that FAO should be doing the OCOC based on the existing country contact that we learned from them in the past and the pilot project is more important that we see how the OCOC can be operated in the country contact. So another one is FAO needs to be reviewed the legal framework that each country have doing about OVOP. So it can be consistent what is this thing OVOP approach in the country developed and can be consistent with the OCOC approach that initiative by the FAO. So that is my suggestion to FAO. Thank you. Thank you excellency as you as always coming from your experience. Same Dr Lee from Korea. Yes I absolutely agree with the Cambodian represents the opinion. Firstly we have we should have the investigate the cultural context for each each countries and then the find out the best example of OVOP cases and then they induce the common the project goals and then the inputs and outputs for the integrated manner. So firstly as FAO stands I would like to suggest the investigation first and then the pilot project should be followed. Thank you Dr Lee investigation first and pilot that's a very good suggestion. Professor Anna Ramakrishnan what would you suggest here? Yeah my suggestion would be we know that what is coming to our plate one third of the raw material is transported more than thousand kilometer India and most of the world that is the average statistics if you take. So this is the point of FAO has to take it as the moment of this one district one village or one district one product in the mass level then we can reduce even the carbon footprint the transport cost everything can be reduced the local employment can be generated and we can increase like a productivity and farmers will get benefited whatever the objective of UN can be achieved that this is the model successful model we can take it and we can implement the mass level and other countries who are not started the implementation we can give our experience so we need to make a one common platform like a website created by the FAO all our like Indian website can be linked all the countries website can be linked the single portal so all the farmers can experience sharing what their successful model even they want some support from other countries some other countries wanted some technological support what we have the experience because we have already uploaded most of the technologies in our website that technologies can be useful for other countries other countries same thing they would have been uploaded some of the technologies model that can be useful for other countries so common platform can be created after this one that will be helpful for each other countries and newer countries other countries not started it they can also thinking about putting such type of program in their countries that is the way we can take forward thank you professor Anuram Greshan so the idea of a platform for knowledge sharing and experiences that's always something that FAO would like to do so Nepal what would be your suggestion yes thank you we would like to request the FAO to lay the general norms general norms and standard for food safety for common south asia south asia country which will facilitate the export of products because we regularly face the problem for the importing country regarding the norms importing norms so this is a very burning issue between Nepal and India thank you for the suggestion Nepal indeed so international standard and certification schemes for OCLC so again a very good suggestion from thailand thailand what would you be your suggestion yes for thailand we um suggestions that the new products that can can i think it's the same idea with india so like idea to exchange the knowledge and new technologies to each country to go together but in the beginning i think to focus on the quality more than the to focus on the quality more than quantity for the each product because we don't know which country can produce good products or not that is to maybe to to help them a bit and for the first few years we're going to launch this OCLC and i think keep doing this and encourage people to to get more attention to get more um participations and collaborations keep doing the training before we get we get together and make a big volume of the products together thank you thank you thailand so quality over quantity starting with a few and always a good strategy for such a program uh and last but not the least vietnam what would be your suggestion okay thank you sir uh in the case of vietnam i think that we do have a some uh suggestion first of all i agree with uh many previously speaker talking about a great thing uh uh share a dialogue uh everyone can work with um uh country to create a dialogue where we can share experiences um we can learn from bad practice around so i think like uh uh the speaker from the benefit from the india that we can put um all information on the internet in order for member countries we can learn we can draw we can access to that kind of information if from uh experience from other country but also the bad practice around the war uh the second thing the uh when we uh talk about the presentation from swan lee i think that when abio um would like to have an initiative for the green orc ops so i think the abio can provide um the technology and also guideline on uh several apart from the what is the green production how we can create a green production and then to green store it green processing and green market accept so i think uh with z guy uh green development uh for us we also have a direction to go uh or call for green but we don't have and we lack the access to the information and the guideline but also the experience uh from abio expertise and around uh the world about the production the processing the storage um the marketing how it makes greens and in order for that we can have like a special a label for the kind of a special uh product going greens thank you thank you miss ithian and at this point i just like to like thank all the speakers for their wonderful replies and for abel that we were able to be uh keep our sales on time and now i'll request the um the head of our office the assistant director general and regional representative came to take us through to the end over to you did thank you sirita first let me thank you very much to all the presenters and all the uh participants uh in discussing uh very relevant questions and the comments in chat for qna india this is an excellent set of presentations and the discussions by distinguished speakers particularly from cambodia india people will call here the bar thailand and vietnam i do appreciate uh their contribution to share with us very rich array of experiences good practices pilots lessons learned and the challenges and the very relevant recommendation to abio i highly highly appreciate all of this uh let me uh try to summarize some uh take away message from this presentation and discussion first for me this is a really very useful informative and insightful from your presentation and discussion we learned that this concept is not so new for many countries in the region even though they have different names but they have plenty of experiences already they have well established mechanisms very strong government policies and the good practices already we also learned that the scope is much wider than we thought it is not limited to a few agricultural products the processed food fishery products livestock even forestry products and the combining with the agro tourism or convergence of industries we also learned that even though it started with the the concept of one village one product it has evolved with the adaptation to fit for purpose in different contexts we need to highly appreciate this i think this is very very important there's a no one size fits all approach in this initiative i want to underline no one size fits all approach i clearly heard your recommendation very useful very elaborate i think those are really the role for a failure to support member countries to facilitate their implementation the idea to establish a platform or forum to share and exchange the knowledge experience good practices lessons run i think this is a great idea and this is exactly what f.a.o should do we the regional office of f.a.o for asian pacific will be very happy to pilot this i think this webinar is perhaps the first step towards this platform or forum we'll continue to discuss with the uh the member countries through our control offices to establish a solid platform to support these i also heard how f.a.o can support member countries to address challenges to solve the uh the uh the bottlenecks technical assistance our normative rules for standards and the facilitation for trade improving or enhancing connectivity i think those are all very important aspects so again uh let me conclude with uh uh great thanks to all of you and you if you allow us with your permission we would like to use the recording of this session to widely share with our colleagues in the headquarters and our colleagues in the regional office and this even uh some external partners to consult how we can uh make progress in this very important initiative which has been tested and proven to be efficient and effective for rural development and improving the income for rural population so eventually uh addressing the sdgs at the sdg1 sdg2 and sdg10 so again uh i want to thank you very much for all the presenters all the participants for great great presentation and excellent discussion and very useful recommendations thank you very much over to you sirida well thank you all for for being here and thank you all for helping us to prepare for this and for all your collaboration and cooperation when we did the video recordings it was i know all of your had respective challenges but thank you once again and as uh as mr scheme said this is only the start this is the beginning of a conversation and the process as this initiative develops and as we get in and incorporate all your ideas we'll be consulting you more and more in the weeks and months to come so we will look forward to being being in touch with you and with your permission we will be sharing all the presentations that you've made and the recording of this webinar with headquarters and all our other offices so thank you have a good day and please stay safe thank you thank you thank you thank you bye bye