Green Manufacturing Stories brings together the voices of the organisations and people who have contributed to shaping greener and more innovative manufacturing ecosystems across the Mediterranean. Throughout this series, we explore regional experiences, success factors, and lessons learned from the implementation of this approach, highlighting the value of cooperation in accelerating the transition towards more sustainable production models.
In this interview, we explore the experience of Polymeris in France and the key lessons learned throughout the GREENSMARTMED project through the perspective of Adèle Maillard, Head of Cooperation and Interclustering Projects at Polymeris. She shares insights into stakeholder engagement, industrial transition, and the role of transnational cooperation in supporting more sustainable manufacturing ecosystems.
About POLYMERIS and its role in GREENSMARTMED
Could you briefly introduce your organisation and explain why participating in GREENSMARTMED was strategically important for you?
Polymeris is the French competitiveness cluster dedicated to plastics, rubbers and composites. The cluster brings together 600 members, including SMEs, large companies, research centres and academics, supporting them through innovation, collaboration opportunities, access to funding and international development.
Participating in GREENSMARTMED was strategically important because the project is fully aligned with our priorities around sustainable materials, circular economy and industrial transition. It also builds upon our previous experiences in Greenomed and Finmed, two initiatives focused on supporting SMEs and creating communities around circularity.
“GREENSMARTMED gave us the opportunity to strengthen cooperation with Mediterranean ecosystems and better position our members in international value chains”
What are the main characteristics and strengths of your local manufacturing ecosystem?
The Auvergne-Rhône-Alpes region is one of France’s leading industrial territories, with strong expertise in advanced materials, metallurgy, chemical products, agri-food industries and rubber manufacturing.
One of its greatest strengths is the diversity of actors involved. The ecosystem includes innovative SMEs, mid-sized companies, large industrial groups, universities, technical centres and innovation platforms working together across the entire value chain.
Why did you consider the GREENSMARTMED methodology particularly relevant for your territory?
The methodology goes beyond traditional support schemes by addressing systemic challenges faced by manufacturing ecosystems. Companies increasingly need strategic guidance to navigate the green transition, improve resource efficiency and adapt to new market requirements.
The project also encouraged interregional cooperation, enabling stakeholders to exchange experiences and develop new forms of collaboration beyond regional borders.
Building a Regional Manufacturing Community
How was your local Core Group formed?
Polymeris already operates thematic working groups dedicated to strategic industrial topics. GREENSMARTMED allowed us to strengthen these connections and create bridges between different communities through dedicated networking and collaboration activities.
Key Figures
- 104 stakeholders involved
- 74 SMEs
- 6 large industrial groups
- 7 start-ups
- 7 Business Support Organisations (BSOs)
- 10 research and academic institutions
These figures demonstrate the strong engagement of the regional manufacturing ecosystem throughout the project.
What main activities did you carry out with the Core Group?
Within the core groups, we organised thematic workshops, technical sessions and networking activities. Participants had the opportunity to present their innovations, identify complementarities and explore potential collaborations.
In parallel, we regularly shared regional, national and European funding opportunities to support the emergence of new innovation projects.
How was the methodology initially received by participants?
The methodology was positively received because it offered a structured and collaborative framework for addressing real industrial challenges. Participants appreciated the opportunity to exchange experiences with peers and discuss long-term strategic topics.
One challenge was maintaining participation over time, especially among SMEs with limited resources and availability.
Video Interviews: Engaging SMEs and Building Collaboration
In this video, Esteban Villalon, Co-Founder and President of Lavoisier Composites, interviewed by Adèle as part of the Core Group process, shares with us the challenges and perspectives of building a sustainable business that transforms aerospace carbon fiber waste into high-performance composite materials and innovative solutions for high-value industries.
Topics covered
- Key challenges currently faced by Lavoisier Composites
- The growing importance of sustainability in the luxury sector
- The need for more effective communication to promote circular economy approaches
- Challenges in advocating for investment in ecodesign and long-term sustainable innovation
- Importance of clusters and ecosystemic approach to access relevant funding opportunities.
The second interview includes the contribution of Myriam Protiere, Responsible of collaborative projects and partnerships at Axel’One. Many food-for-thought insights, ranging from financial aspects to the importance of creating spaces for discussion and fostering the conditions needed to implement sustainable solutions.
Topics covered
- Importance to mitigate costs related to innovative solutions
- Challenges to access funding and prepare competitive proposals
- Measures to improve energy efficiency and reduce environmental impact.
The added value of transnation cooperation
Was there a practice from another partner country that inspired you?
One particularly relevant example came from our Italian partners, especially AFIL, who demonstrated a strong capacity to mobilise companies and maintain high levels of participation throughout project activities.
This experience highlighted the importance of continuous engagement and tailored formats for SMEs.
What is the main added value of participating in an Interreg Euro-MED project?
The main added value lies in the transnational dimension. It allows us to compare different industrial ecosystems, policy approaches and innovation strategies, while creating opportunities for new collaborations and value chains.
What concrete outcomes do you expect after the project?
We expect stronger connections between companies, research organisations and support actors, as well as improved identification of common priorities that can lead to future regional and European projects.
The methodology also provides a valuable framework for structuring future support actions and increasing awareness of innovation and funding opportunities.
What recommendation would you give to other territories interested in replicating the approach?
The most important recommendation is to involve stakeholders from the very beginning, especially SMEs, and clearly demonstrate the practical benefits of participation.
Building visibility around participating companies and creating opportunities for collaboration are key factors for ensuring long-term engagement and successful ecosystem development.
Key Takeaways
- GREENSMARTMED engaged more than 100 stakeholders in the Auvergne-Rhône-Alpes region.
- The project strengthened collaboration between SMEs, industry, research centres and support organisations.
- Interregional cooperation generated valuable exchanges of knowledge and good practices.
- The methodology provides a practical framework for supporting industrial transition and circular economy initiatives.
- Strong stakeholder engagement remains the foundation for successful ecosystem development.
