Las problemáticas de las empresas familiares trascienden fronteras, escalas, entornos y rubros. Dentro del sector agropecuario, las empresas familiares representan en 80 por ciento de las unidades productivas que hacen al desarrollo económico de Argentina y Uruguay. Esta iniciativa forma una comunidad virtual donde el público objetivo son los propietarios, socios, fundadores, asesores, gerentes, potenciales sucesores y toda persona interesada en los temas relativos a la empresa familiar, sin distinción de género o edad, del sector agropecuario de estos países.
Local stakeholders and agricultural producers in Latin America have limited access to agroclimatic information and, when they do gain access to it, they have difficulty translating it into understandable and actionable knowledge. While climate services are recognized as contributing to bridging the gap between the generation of climate information and its use by stakeholders, their provision and use in Latin America still represents critical challenge.
Actores locales y productores agropecuarios en Latinoamérica tienen acceso limitado a la información agroclimática y, cuando logran acceder a ella, tienen dificultades para traducirla en conocimiento procesable y accionable. Si bien los servicios climáticos son reconocidos por contribuir a cerrar la brecha entre la generación de información climática y su uso por parte de las partes interesadas, su provisión y uso en Latinoamérica aún representa un desafío crítico.
The problems of family businesses transcend borders, scales, environments, and areas. Within the agricultural sector, family businesses represent 80 percent of the productive units that contribute to the economic development of Argentina and Uruguay. This initiative forms a virtual community where the target audience is the owners, partners, founders, advisors, managers, potential successors, and anyone interested in issues related to the family businesses, without distinction of gender or age, in the agricultural sector of these countries.
The United Nations predicts that we need to increase food production globally by 70 percent to feed 9.6 billion people by 2050. But at the same time, given the climate crisis, we need to significantly reduce the use of energy, water, and land needed to produce food and lower its carbon footprint. In other words, we must figure out how to produce and distribute more food using fewer resources and emissions. We must learn to do farming better with less.
Agrifood systems generate significant benefits to society, including the food that nourishes us and jobs and livelihoods for over a billion people. However, their negative impacts due to unsustainable business-as-usual activities and practices are contributing to climate change, natural resource degradation and the unaffordability of healthy diets.
Holding a vision of Lifestyle for Environment (LiFE), and with a target of net-zero carbon emission by 2070, India plans to usher in a green industrial and economic transition through a movement with an environmentally conscious lifestyle. One of the credible options for a continuous, predictable, accessible and cost-free green energy source is solar power. In the agricultural sector, one of the key innovations in promoting solar irrigation was the initiation of the world's first ever Solar Cooperative - Dhundi Solar Energy Producers' Cooperative Society (DSEPCS) - in Gujarat, India.
In India, Farmer Producer Organizations (FPOs) are considered as the most preferred institutional mechanism for enhancing productivity and income of farmers. This is based on the resounding success of a few farmer collectives that have aggregated their produce to realise better incomes. However, when efforts were made to scale up this interesting model across the country, several challenges emerged.
Addressing 21st century development challenges requires investments in innovation, including the use of new approaches and technologies. Currently, many development organisations prioritise investments in isolated innovation pilots that leverage a specific approach or technology rather than pursuing a strategic approach to expand the organisation's toolbox with innovations that have proven their comparative advantage over what is currently used.
For most development organisations and funders, innovation remains a sprawling collection of activities, often energetic, but largely uncoordinated. To a dregree, this has also been the case for Iceland's development co-operation. Iceland, a comparatively small but energetic player in the international development co-operation system, provided the equivalent of 0.28% (roughly 67 million Euro) of it 2021 gross national income towards Official Development Assistance.