A bold strategic step towards positive industrial transformation
At a time when global problems are mounting – military conflicts, the climate crisis, biodiversity loss, public health issues and economic inequality – governments face ever greater pressure to review their policy strategies and to change previously accepted traditional approaches. As early as the beginning of 2024, policy documents on the so-called twin and triple transition and on corporate responsibility clearly stressed the need to act in order to overcome the problems bound up with a successful transformation of European industry.
Several Interreg Europe projects currently under way are addressing these questions. One of them is ORIGINN, which focuses on economic and social transformation in rural areas through industrial innovation, with particular attention to the agriculture and food production sectors. In this project, seven partners are concentrating on economic and social change in Ireland's rural areas and have already gathered a number of examples of good practice that point the way forward. One of them is “Food Vision 2030: Ireland's integrated systems approach for a sustainable agri-food sector”. Ireland's “Food Vision 2030” is the latest in a series of ten-year strategies drawn up by stakeholders. It offers a compelling plan for this transition, not only for agriculture and food systems, but also for policymaking in the broader sense.
A new vision grounded in systems thinking
The strategy, developed by Ireland's Department of Agriculture, Food and the Marine, marks a paradigm shift towards an integrated “food systems approach”. Its aim is to build a sustainable agri-food sector that is economically viable, environmentally sound and socially inclusive.
“Food Vision 2030” is remarkable not only for its comprehensive vision, but also for its innovative governance and monitoring mechanisms, which were designed without state funding. At the heart of “Food Vision 2030” is a commitment to move to a sustainable development model in Ireland's agri-food sector. Its core idea: food policy should be treated as a system that brings together agriculture, climate, the environment, nutrition, animal welfare and economic competitiveness.
The strategy is structured around four interlinked tasks, or missions
1. A climate-smart, environmentally sustainable agri-food sector
The main aim of this mission is to achieve a climate-neutral food system by 2050 and to commit to cutting food waste by 50%, improving carbon sequestration and reducing emissions, in line with Ireland's climate targets and biodiversity goals.
2. Viable and resilient primary producers
Farmers and fishers are the key agents of change. The mission focuses on improving the competitiveness and productivity of primary producers, increasing the value created and sharing it fairly; it includes support for generational renewal, mental health initiatives, gender equality, and health and safety.
3. Safe, nutritious and trusted food
Focusing on trade, consumer trust and market value, this mission aims to improve nutritional quality, strengthen food safety systems and enhance traceability along the whole chain.
4. An innovative, competitive and resilient sector
The adoption of technology, digital transformation and the development of talent are the mission's central themes, intended to drive long-term competitiveness and export growth
Rather than prescribing specific solutions for individual sectors, “Food Vision 2030” positions itself as a policy compass guiding decision-making at both national and regional level. Its cross-sectoral structure breaks down the barriers between government departments and state agencies.
A participatory governance model
“Food Vision 2030” is set apart from many other strategic frameworks by its governance and implementation model. It is a national strategy, yet no dedicated funding has been allocated to it. Its legitimacy and momentum rest on multi-stakeholder cooperation.
The strategy was stakeholder-led. Central to its development was a cross-sectoral committee that, through public consultation and open policy debate, brought in farming organisations, environmental NGOs, processors, academia and civil society. This consensus-based approach ensured that the framework document reflected the range of values and trade-offs that matter so much in the sector.
The implementation structure consists of several thematic working groups, each focusing on particular mission areas or cross-cutting themes. The groups are tasked with proposing, reviewing and adapting measures as the strategy evolves. They report directly to the Minister for Agriculture, Food and the Marine, who chairs the implementation committee, giving the process political weight.
Transparency and accountability are ensured through a publicly accessible dashboard setting out key achievements against headline indicators. The “Food Vision 2030” dashboard provides continually updated information on implementation indicators, allowing the public to follow how the strategy is being delivered. Progress reports also include case studies showing how initiatives – from AgNav, a farmer-focused sustainability support system, to the National Genotyping Programme – are contributing to the shared vision. These stories serve not only as evidence, but also as inspiration to others in the agri-food sector and beyond.
Lessons beyond the food sector
“Food Vision 2030” stands out not only for what it proposes, but also for how it works. It shows that even in the absence of new funding sources, meaningful system-level transformation is possible if the governance model is inclusive, transparent and built on shared responsibility.
For policymakers grappling with 21st-century industrial transformation in energy, mobility or health, this strategy offers lessons that can be transferred. The main ones: embed the participatory principle, create mechanisms for continuous monitoring and learning, and report openly on what has been achieved. As regional and national decision-makers across Europe and beyond look for ways to integrate climate, economic and social objectives, “Food Vision 2030” provides a real-world example of how to do it. It is more than an agri-food strategy. It is a systems framework for sustainable governance.
About the ORIGINN project
Over recent decades, most rural areas in the European Union have developed more slowly than towns and cities; this has held back their relative social and economic opportunities and led to population decline. Industry in rural areas is generally more traditional than in urban areas, with lower rates of industrialisation and innovation performance, which limits its potential to create jobs and economic opportunities. The agri-food sector, which is the mainstay of rural areas, is the most significant in tackling this problem, since it is often predominant in these territories and, compared with businesses in large cities, rural businesses tend to lag behind in terms of the elements of industrial transition. Recognising this, strategies and policies in most EU countries and regions now address this area, including rural development through industrial transition and innovation, often with an emphasis on the agri-food sector, given its importance.
ORIGINN's main aim is to broaden and improve policy instruments in the participating territories (Estonia, Spain, Ireland, Italy, Romania, Sweden, Slovakia; Latvia is not involved in this project) in order to promote innovation-driven industrial transition in rural areas, with particular attention to the agri-food sector. Within this theme, ORIGINN pays particular attention to digitalisation, industrial sustainability, social innovation and “advisory” innovation measures, devoting specific measures and activities to each of them.
To achieve the project's aim, the project partners – all of them managing authorities – will exchange experience for three years and monitor the results for a further year. Activities include 8 partner meetings (including study visits), 56 stakeholder meetings, analysis of good practice, benchmarking and so on. As a result, 47 examples of good practice will be identified and 7 policy instruments improved (one from each partner), enhancing their reach and/or effectiveness and increasing their impact.