The main objective of the report is to provide a basis for developing a transnational strategy to boost circularity in the textile and fashion industry in these territories.
The strategy for the development of agrotourism in the Sudoe space includes the strategic conclusions of the implementation of the different pilot experiences planned in Agrotour, as well as the integration and systematisation of the contents produced by the knowledge device, initiated previously. As described in activity 3.2., its development will follow a participatory approach through the involvement of public and private entities that have collaborated from the beginning with the project and that are integrated into the different Advisory Forums. This involvement will be achieved through the collection of written and oral testimonies, as well as the realisation of different thematic focus groups. It will also ensure consistency with the strategies currently in force in the territories participating in Agrotour. The strategy will develop its proposal for transnational intervention in accordance with the following principles: Sustainable development in the social, economic and environmental aspects of the agrotourism sector. Taking advantage of the sector’s tractor potential for the social and economic development of the Sudoe rural areas, as well as the fight against depopulation, ageing and lack of generational renewal in the agricultural sector. Strengthening the interactions between urban and rural environments and contributing to the rebalancing of both contexts. —Valorisation of the enogastronomic heritage of the Sudoe and link to environmental and cultural capital. Improving the profitability of agricultural holdings through the diversification of income and offering value-added services. —Incorporation of digital tools for the improvement of competitiveness and redesign of agrotouristic products. Implementation of dynamic public-private collaboration structures.
The action plan for the construction of sustainable public-private partnerships will contain the operationalisation of the content of the development strategy of agrotourism in the Sudoe space. In particular, a series of models of public-private collaboration, including the transnational dimension, will be defined collectively, which will give continuity to the models tested at pilot scale during WG2. It will be based on an identification of models and sources of support that will serve to identify the resources (methodological, financial, material or collaboration-based) that can be used to provide continuity to the actions tested at pilot scale. On this basis, each partner will then work with the key public and private actors of the sector in its territory to integrate the results of the project into existing programs or structures or, eventually, in the creation of new models. In the areas in which it is efficient, the possibility will be opened to the construction of transnational public-private partnerships. The action plan resulting from these actions will contain different models of assimilation of results through public-private collaboration, which will serve as an example or reference for other territories interested in replicating the actions of the Agrotour project.
Strategy developed jointly by the CULTUR-MONTS consortium for the enhancement of heritage, material and immaterial, linked to mountain cultural landscapes and the promotion of formal spaces for cross-sectoral knowledge transfer. The strategy includes and structures the methodological proposals derived from the different pilots and articulates a proposal of syntheses and implementation (action plan) in which the necessary interconnection between the WGs is explained to achieve a comprehensive valorisation of the heritage and its use as a basis for processes of social innovation and territorial development. The strategy will provide practical examples of implementation and development to guide public authorities and organisations that wish to adapt it in their territories.
Common strategy for innovative and sustainable socio-economic development of rural areas in the SUDOE area based on their cultural and natural heritage: Co-design of the strategy – model of rural socio-economic development based on the cultural and natural heritage of the SUDOE space. The objective is to generate territorial attractiveness, helping to establish population and attract sustainable tourism (interested in ecological, cultural, artistic and social aspects) thanks to the preservation, reuse and enhancement of heritage. The strategy will contain different elements necessary to achieve the socio-economic development of rural territories based on their heritage (training of local agents, readaptive use of heritage, generation of artistic-cultural activities, public-private partnerships as well as the construction of networks). PP4 will draft the strategy with contributions from all partners and taking into account the results of WG2 activities. In WG 3, we consider testing different elements of the Strategy. To this end, there will be a common share of all partners, including the development of a participatory governance system (A3.1); design of an action plan translating the strategy into concrete measures (A3.2) and training for local actors (A3.3). Together with this common part, a thematic pilot will be developed per country that will test one or more elements of the strategy, depending on the needs of each territory. The Strategy will be adopted by all project partners (except PP4) in the first quarter of 2026.
Creation of a network of scientific and technical experts, between universities and technology centres, with a common strategy and action plan, focused on sharing knowledge and transferring technology to the business fabric, to promote the development and adaptation of collaborative robotics solutions driven by AI by SMEs in the traditional and artisanal sectors of the SUDOE space.
The Action Plan will be based on the overall transnational strategy of the CaS as defined in Action A1.3, and will serve as a model for any Sudoe territory to be able to effectively manage the Caminos to Santiago within its competence. The plan will be defined specifying the strategic lines with concrete actions and expected results, its schedule, the responsible and the metrics and methods of evaluation of progress will be established establishing the indicators to follow, goals and method of measurement. Everything will be summarised in the scorecard of the Action Plan. The areas selected for the pilot foreseen in Actions A3.2 and A3.3 are varied, with common elements and different realities that will provide data with increased value when shared. The results of this pilot will be used for the improvement and correction of the Action Plan: real data from the methods of selection and collection of information of local supply and key actors, development of local Hubs, systems of control and measurement of flows of pilgrims and the operation of stops on the road. They will be integrated into the common action plan for the Sudoe space, reflecting the different realities of the territories.
Joint strategy for the management and control of the quality of thermal waters in the Interreg SUDOE territory with the aim of valorising, preserving and optimising this valuable natural resource in the region. The project team, jointly and together with the Partners, will develop this strategy and assess the feasibility and relevance of the creation of a multi-regional entity dedicated to promoting the application of automatic water quality control elements and their mineral-medicinal value, as well as the management of data capture systems, prediction models and data obtained.
A Strategy for the Application and Marketing of Residual Biomass By-products and a Strategy for the Development of Transboundary Biorefinery Processes will be developed that will contribute to the output indicator RCO83. These strategies will be critical for the successful transfer of residual biomass by-products to other economic sectors within the area of cooperation of the Sudoe space and for the replication of cross-border processes by other organisations. Regarding the first strategy, it is focused on identifying and promoting the use of the most viable residual biomass by-products in different economic sectors within the Sudoe space. To achieve this, lessons learned and good practices from the pilot actions and previous activities of the project will be collected. This strategy will also establish continuous actions and define the economic sectors with the greatest potential for replicability. Within the framework of the implementation of this strategy, guidance and advice will be provided to entities seeking to market and apply the tested by-products and promote the adoption of public measures in the field of reducing agricultural and forest biomass waste. The second strategy will highlight biorefinery processes that have proven to be effective and efficient in converting residual biomass and that can be replicated by other organisations in the area of cooperation. Companies supplying raw materials and trading companies will be identified in the value chains of the selected sectors in order to promote new transnational partnerships that promote the circular economy in different industries. For the implementation of this strategy, the cross-border matching programme will be organised and policy proposals for cross-border cooperation between public authorities will be made.
The development of tools for breakage detection and the multi-robot system capable of disassembling and/or preparing the product for reintroduction into the production chain are two of the main expected outcomes of this project. All these efforts will be reflected in pilot actions targeting the footwear industry as the primary audience.
Additionally, an eco-design guide will be created, outlining proposals and protocols for product design and manufacturing to enhance future remanufacturing. This set of guidelines will form a strategy that companies can adopt to improve the circularity of their production, creating more sustainable products. It will also include an action plan with specific steps on how to implement the proposals in this strategy.
