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 our partners Regional Economic Development Agency Stara Zagora (SZ REDA) and the key lessons learned throughout the GREENSMARTMED project. We will do this through the perspective of Boris Varbanov, International Project Expert.
In this article you will find insights into stakeholder engagement, industrial transition, and the role of transnational cooperation in supporting more sustainable manufacturing ecosystems.
About SZ REDA and their role in GREENSMARTMED
Could you briefly introduce your organisation and explain why participating in GREENSMARTMED was strategically important for you?
The Stara Zagora Regional Economic Development Agency (SZ REDA) is a non-governmental organisation with more than 30 years of experience in supporting SME competitiveness, regional policy development and innovation ecosystems. It acts as a bridge between businesses, public authorities, academia and intermediary organisations, while also coordinating the European Digital Innovation Hub “Zagore”, which provides services in digitalisation, innovation, investment readiness and skills development.
Participating in GREENSMARTMED was strategically important because it closely aligns with SZ REDA’s mission of strengthening SME competitiveness while supporting the transition towards a more sustainable and circular economy. The project offered access to transnational knowledge, practical tools and financing opportunities that can help local SMEs overcome structural barriers to innovation, improve their green transition and strengthen their position within emerging European manufacturing value chains.
“GREENSMARTMED gave us the opportunity to connect local SMEs with European knowledge and transform sustainability challenges into concrete innovation opportunities”
What are the main characteristics and strengths of your local manufacturing ecosystem?
Stara Zagora has a long industrial tradition and is currently experiencing a profound transformation driven by the energy transition. The regional manufacturing ecosystem combines established industrial companies with business support organisations, research institutions and public authorities working together to modernise the local economy.
One of its main strengths is the growing collaboration between innovation actors, supported by organisations such as SZ REDA and the Digital Innovation Hub Zagore. At the same time, the region is increasingly focusing on industrial decarbonisation, renewable energy, circular economy solutions and digital transformation, creating favourable conditions for the development of greener manufacturing models.
Why did you consider the GREENSMARTMED methodology particularly relevant for your territory?
The GREENSMARTMED methodology proved particularly relevant because it offered a structured process for engaging all the key actors involved in the regional transition. By bringing together SMEs, public institutions, academia and business-support organisations, it helped stakeholders move beyond identifying challenges towards defining common priorities and practical actions.
For a region undergoing significant industrial and energy transformation, this collaborative approach provided an effective framework to strengthen cooperation, support innovation and align local initiatives with broader European sustainability objectives.
Building a Cross-Sectoral Manufacturing Community
How was your local Core Group formed?
The Regional Core Group was established through SZ REDA’s existing network of companies and regional stakeholders developed over many years of cooperation.
Following the GREENSMARTMED quadruple-helix approach, the group brought together SMEs, business-support organisations, regional and public authorities, education and research institutions, and other ecosystem facilitators. Companies such as Bells LTD, Radar Trade and Ate Plast actively participated throughout the process, while Rangel Matanski played an important role in strengthening cooperation between businesses and intermediary organisations.
Key Figures
- Around 80 SMEs engaged throughout the project
- SMEs from different manufacturing sectors
- Business-support organisations
- Regional and public authorities
- Education and research organisations
- Innovation ecosystem facilitators
These figures reflect the strong participation of the regional innovation ecosystem in the GREENSMARTMED activities.
What main activities did you carry out with the Core Group?
The Core Group organised workshops, collaborative discussions and stakeholder meetings aimed at identifying the main challenges affecting the regional green transition.
Participants worked together to analyse barriers to SME innovation, discuss opportunities related to circular economy and industrial decarbonisation, and formulate concrete policy improvement proposals. The collaborative process encouraged dialogue between businesses and institutions while helping transform strategic priorities into practical recommendations.
How was the methodology initially received by participants?
The methodology was positively received because it created a structured environment where different stakeholders could openly discuss common challenges and jointly explore solutions.
Although maintaining the continuous engagement of organisations with different priorities required constant coordination, the participatory nature of the methodology and the relevance of the topics helped sustain active involvement throughout the project.
Video Interview: Engaging SMEs and Building Collaboration
In this video, Rumyana Georgieva, Business Development at World of Saffron, is interviewed by Boris Varbanov as part of the Core Group process. She discusses the key challenges faced by small-scale organizations in protecting and promoting saffron and strengthening its value chain.
Topics covered
- Challenges in saffron production and supply chains
- Consumer perception and marketing strategies to communicate the product’s multifunctional value
- Strengthening collaboration between research institutions and businesses
- The need for funding to support every stage of production and marketing for small-scale enterprises
The added value of transnation cooperation
Was there a practice from another partner country that inspired you?
Several partner experiences proved valuable, particularly those from Greece and Spain.
The experience of Western Macedonia was especially relevant because, like Stara Zagora, the region is facing the complex challenges of the energy transition and industrial restructuring. The exchange provided useful insights into supporting SMEs during the shift towards more sustainable economic models, while addressing issues such as skills development, industrial diversification and just transition.
Spain also offered inspiring examples, particularly regarding circular economy practices and sector-specific approaches to supporting sustainable manufacturing, demonstrating how targeted actions can help companies translate sustainability ambitions into concrete business opportunities.
What is the main added value of participating in an Interreg Euro-MED project?
The greatest added value lies in the opportunity to compare regional challenges with those experienced by other Mediterranean territories and learn from approaches that have already been tested in different contexts.
For Stara Zagora, this wider perspective was particularly important because many of the region’s challenges—including industrial decarbonisation, renewable energy deployment, SME innovation, circular economy and skills shortages—are shared across Europe. The project also enabled local stakeholders to become part of a broader European innovation community, strengthening the region’s visibility and creating opportunities for future cooperation.
What concrete outcomes do you expect after the project?
One of the most significant outcomes has been the stronger collaboration established between SMEs, public authorities, research organisations and business-support structures.
The Core Group also produced concrete policy recommendations addressing key barriers to green industrial transformation, including permitting procedures, grid access, workforce skills, circular economy adoption and better coordination between education, research, industry and public institutions.These results provide a strong foundation for future regional initiatives supporting sustainable manufacturing and SME innovation.
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 and ensure that discussions remain firmly connected to the real needs of businesses.
The GREENSMARTMED methodology offers an effective framework for collaboration, but its success depends on building trust, encouraging active participation and adapting the process to the specific characteristics of each regional ecosystem. When stakeholders move beyond consultation and begin co-designing practical solutions together, the methodology becomes a genuine driver of long-term regional transformation.
Key Takeaways
- GREENSMARTMED strengthened cooperation among SMEs, public authorities, research organisations and business-support actors in Stara Zagora.
- Around 80 SMEs participated in workshops and collaborative activities.
- The Regional Core Group developed concrete policy recommendations to accelerate the green transition of local manufacturing.
- Exchanges with Greece and Spain provided valuable inspiration for supporting industrial transformation and circular economy initiatives.
- Transnational cooperation positioned Stara Zagora within a broader European network working on sustainable manufacturing, innovation and regional resilience.
