Report on CoP activities and lessons learned

2 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 NOVASOIL INNOVATIVE BUSINESS MODELS FOR SOIL HEALTH Grant agreement ID: 101091268 Report on CoP and Lessons Learned Project NOVASOIL Project title Innovative business models for soil health Work Package WP5. Building a Community of Practice and dissemination strategy Deliverable 5.7 Period covered 36 months Publication date 31/10/2025 Dissemination level PU Organisation name of lead beneficiary for this report EVENOR Authors Blanco-Velázquez Francisco José, Gonzalez-Peñaloza Félix, Bravo-García Javier, Anaya-Romero María Contributors All partners Ref. Ares(2025)9375173 - 31/10/2025 3 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 Project Consortium Nº Participant organisation name Country 1 EVENOR TECH SLU ES 2 LEIBNIZ-ZENTRUM FUER AGRARLANDSCHAFTSFORSCHUNG DE 3 ZEMNIEKU SAEIMA LV 4 NEW BULGARIAN UNIVERSITY BU 5 CENTRE NATIONAL DE LA RECHERCHE SCIENTIFIQUE CNRS FR 6 KOBENHAVNS UNIVERSITET DK 7 TECHNISCHE UNIVERSITAET MUENCHEN DE 8 ASSEMBLEE DES REGIONS EUROPEENNES FRUITIERES LEGUMIERES ET HORTICOLES FR 9 ISTITUTO DELTA ECOLOGIA APPLICATA SRL IT 10 UNIVERSITA DEGLI STUDI DI FERRARA IT 11 WAGENINGEN UNIVERSITY NL 12 CENTRE OF ESTONIAN RURAL RESEARCH AND KNOWLEDGE EE 13 UNIVERSIDAD POLITECNICA DE MADRID ES 14 UNIVERSITA DI PISA IT 15 ASOCIACION AGRARIA JOVENES AGRICULTORES DE SEVILLA ES 16 UNIVERSITY OF LEEDS GB 4 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 QUALITY ASSURANCE PROCEDURES The document has been shared with the consortium allowing compile inputs and comments. The consortium provided comments about the approach and the selection of national contact point for CoP management. TABLE REVISION HISTORY DELIVERABLE Ro w Version Date Reviewers Description 1 V1.0 10/10/2025 EVENOR First draft within preliminary results 2 V1.1 17/10/2025 PARTNERS Comments received 3 V2.0 31/10/2025 EVENOR New version provided 5 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 Table of contents 1 Summary 6 2 Introduction 7 2.1 Project Context and WP5 Role 7 2.2 Purpose of this report 7 2.3 Structure and Relation to Preceding Deliverables 8 3. Methodology for CoP Management and Data Collection 9 3.1 CoP Management and Governance Framework 9 3.2 Data Collection Methodology for Lessons Learned 10 3.3 Data Processing and Synthesis for D5.7 11 4. The NOVASOIL Community of Practice (CoP): Evolution, Activities, and Impact 12 4.1 Evolution and Demographic Profile of the CoP 12 4.2 CoP Management and Coordination 14 4.3 Principal CoP Activities 15 5. Lessons Learned 17 5.1 Strategic and Content Lessons 17 5.2 Internal Management Lessons 18 6. Acknowledgment 19 7. Annex (List of CoP Members) 19 8. Annex 2 29 9. Annex 3 30 6 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 1 Summary Deliverable 5.7: Report on CoP and Lessons Learned serves as the formal closure document for Work Package 5 (WP5): Building a Community of Practice and dissemination strategy, which was fundamental throughout the 36-month NOVASOIL project. The primary purpose of D5.7 is twofold: to provide a consolidated quantitative and qualitative analysis of the CoP's entire lifecycle and to extract strategic lessons learned to inform future EU-funded Research and Innovation (R&I) projects and policy recommendations for the European Soil Mission. The CoP's methodological foundation was based on a decentralized governance model using National Contact Points (NCPs) across participating countries, ensuring local relevance and overcoming linguistic barriers. By project closure, the CoP achieved a consolidated membership of 230 registered members. The network demonstrated success in mobilising a diverse quadruple helix of actors. The composition was strategically diverse: Researchers (42.0%), Private Entities (27.7%), Farmers/Farmers Association (14.7%), Policy Makers/Public Administration (10.4%), and NGO/CSO (5.2%). This profile reflected an engagement strategy focused on technical cocreation, commercial viability, and local context validation. Key activities, primarily the two rounds of Multiplier Events (D5.2 and D5.4), served as the main vehicle for dissemination and systematic evidence collection, with 285 participants reached in in-person workshops. A maximum of 300 live attendees was reached in a single online event. Management efficiency was demonstrated by strategically overlapping the Second Round of Events with the production of D2.4: Exemplary Design for Supply Chain Development for Business Models, ensuring critical validation occurred at the most opportune time. The Lessons Learned section provides critical reflection and actionable insights: • Strategic and Content Lessons focused on financial risk mitigation. The CoP compensated for low engagement from the investor and banking sector by intensifying engagement with the Private Sector (27.7%), which acted as a proxy to validate the economic soundness and scalability of the business models. It also validated the existence of the persistent regulatory obstacle: the difficulty in "Integrating soil health into existing and relevant policy frameworks". • Internal Management Lessons highlighted operational efficiency. The Hybrid Model of events (in-person, hybrid, online) was deemed the most critical factor for efficiency and scalability, maximizing territorial reach while minimizing mobilisation costs. The greatest operational challenge was the harmonisation of qualitative data collected by NCPs due to diverse reporting cultures, stressing the need for mandatory training to standardise feedback collection. Furthermore, the NCP's linguistic facilitator role was identified as essential for ensuring equitable participation, lowering the language barrier for local stakeholders (e.g., Farmers), and ensuring the cultural and technical fidelity of the qualitative feedback, which was critical for the robustness of D2.4. 7 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 2 Introduction 2.1 Project Context and WP5 Role This report, Deliverable D5.7: Report on CoP and lessons learned, is developed within the scope of the NOVASOIL (INNOVATIVE BUSINESS MODELS FOR SOIL HEALTH) project, funded by the European Union’s Horizon Europe Programme under Grant Agreement ID: 101091268. The project had a total duration of 36 months. The NOVASOIL project addresses the critical challenge of fostering soil health across Europe by designing, developing, and validating innovative business models that promote sustainable and profitable agricultural practices. This work is directly aligned with the objectives of the European Soil Mission. Work Package 5 (WP5): Building a Community of Practice and dissemination strategy has been fundamental in ensuring stakeholder integration and knowledge co-creation throughout the project's 36-month lifecycle. Specifically, WP5 has had the strategic responsibility of: • Establishing the Community of Practice (CoP): Creating and managing a vibrant, multidisciplinary network of farmers, advisors, researchers, policymakers, and industry representatives (see D5.3), which was crucial for rooting the project’s outcomes in practical and political reality. • Validation and Dissemination: Serving as the main channel for disseminating the project’s technical results (e.g., the exemplary supply chain designs developed in D2.4) and for collecting essential feedback needed for the iteration and improvement of the proposed models and tools, thereby ensuring the relevance and applicability of the consortium's results. 2.2 Purpose of this report D5.7 serves as the formal closure document for all WP5 activities, as stipulated in Annex 1 (Description of Action) of the Grant Agreement. Its purpose is twofold and strategic in nature: 1. Comprehensive CoP Synthesis: To provide a consolidated, quantitative, and qualitative analysis of the Community of Practice's entire lifecycle. This includes growth metrics, membership composition, and a summary of all major activities conducted (workshops, multiplier events, webinars), demonstrating the achievement of WP5’s Key Performance Indicators (KPIs). 2. Extraction of Strategic Lessons Learned: The primary goal of D5.7 is to go beyond mere activity description by extracting and documenting Strategic Lessons Learned. These lessons are categorized into key dimensions (technical, management, and collaboration) and aim to provide practical knowledge for: • The replication and scalability of the business models proposed by NOVASOIL across various territorial contexts. 8 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 • The improvement of CoP management in future EU-funded Research and Innovation (R&I) projects. • Informing Policy Recommendations for the European Soil Mission, based on the barriers and opportunities identified by stakeholders within the CoP. 2.3 Structure and Relation to Preceding Deliverables This report acts as a consolidation document, built upon the evidence systematically collected by WP5 throughout the project. The information and analysis presented herein are directly derived from the following key documents, as referenced in each relevant section: Preceding Deliverable Key Title Contribution to D5.7 D5.3 Guidelines for CoP management at local level Provides the methodological framework and initial governance structure of the CoP, essential for assessing management efficiency D5.2 Report on first round of multiplier event Offers the first round of feedback, attendance data, and event evaluation results, serving as an initial benchmark for the lessons learned analysis D5.4 Report on second round of multiplier event Provides the latest data on technical results validation and participant feedback, crucial for both technical and collaboration lessons D2.4 Exemplary Design for Supply Chain Supplies the context for the technical results validated by the CoP, which is Figure 1. Online event Estonian CoP 9 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 Development for Business Models essential for the Technical Lessons Learned analysis 3. Methodology for CoP Management and Data Collection This section outlines the methodological framework established for the management of the Community of Practice (CoP) and the systematic approach used for collecting the data that underpins the CoP's activities and the strategic Lessons Learned presented in this final report (D5.7). 3.1 CoP Management and Governance Framework The methodological foundation for the CoP was defined in Deliverable D5.3: Guidelines for CoP management at local level. This framework prioritized a decentralized and locally-relevant structure to ensure effective engagement across diverse European contexts over the project’s duration. 3.1.1 Decentralised Governance Model via National Contact Points (NCPs) Management of the CoP was implemented through a decentralised governance structure based on National Contact Points (NCPs). Role of NCPs: Each participating country (as listed in D5.3, Annex 2) had a dedicated NCP appointed from the consortium partners. These individuals were responsible for local implementation, including recruitment, local language communication, and contextual adaptation of project materials. This structure was specifically designed to mitigate potential linguistic and geographical barriers and to align CoP activities with national soil health priorities. 3.1.2 Member Enrolment and Profile Registry The formal process for building the CoP membership utilized the Community of Practice Application Form (detailed in D5.3, Annex 1). This instrument was crucial for establishing the initial CoP Member Registry and for ensuring a segmented approach to communication. The enrolment process systematically captured key profile data for later analysis, including: • Affiliation Type: Categorising members (e.g., Self-Employed, NGO, Private business, Government Agency) to understand the full spectrum of the stakeholder ecosystem involved. • Geographical Location: Recording the country of origin to track the CoP’s spatial reach. • Motivation for Joining: Gathering data on Why you and/or your organisation seek to be a member... to enable analysis of member expectations vs. project delivery. 10 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 Figure 2. WU Multiplier Event organised 3.2 Data Collection Methodology for Lessons Learned The collection of evidence used to formulate the Lessons Learned (Section 5) relied on a mixed-method approach, combining auditable quantitative metrics with targeted, structured qualitative feedback from members collected during key interaction points. 3.2.1 Quantitative Data Collection Quantitative data was collected throughout the CoP lifecycle to measure engagement and reach, drawing primarily from structured registry and activity logs: • CoP Membership Metrics: Derived from the aggregated CoP Member Registry data (via D5.3 Application Forms), used to track the growth and final composition (geography and stakeholder type) of the network. • Event Participation Metrics: Captured via mandatory Sign-in Sheets (e.g., as documented in D5.4, Annex) for all Multiplier Events (reported in D5.2 and D5.4). This provided auditable data on event reach and attendance rates. 3.2.2 Qualitative Data Collection for Strategic Feedback Qualitative data, essential for moving from descriptive activity reporting to strategic learning, was primarily gathered using structured instruments immediately following the CoP’s key interaction points—specifically, the Multiplier Events documented in D5.2 and D5.4. 17 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 5. Lessons Learned This section serves as a critical reflection on the execution of Work Package 5 (Building a Community of Practice) and its consequential impact on the technical output, particularly the Exemplary Design (Deliverable 2.4). Drawing on evidence from the final CoP Registry (N=231) and the national reports from the two rounds of multiplier events (D5.2 and D5.4), these lessons are crucial for informing future Horizon Europe projects focused on co-creation and stakeholder engagement. The findings are structured into two main areas: Strategic and Content Lessons (focusing on validation and risk mitigation) and Internal Management Lessons (focusing on operational efficiency and equity). 5.1 Strategic and Content Lessons The primary strategic lesson revolved around managing the commercial viability of the project, pivoting the CoP's role to compensate for weaknesses in the external ecosystem. 5.1.1 Financial Risk Mitigation through Key Actor Amplification The CoP was essential in the early identification and proactive mitigation of a structural risk: the low participation and reluctance of the investor and banking sector to validate the proposed business models. Key Lesson Specific NOVASOIL Project Observation Mitigation and Reference Mitigating Investment Risk A risk was identified in the Exemplary Design (D2.4) due to low financial sector engagement, specifically related to the reliance on "Capital and technology intensive control and monitoring mechanisms" mplification Strategy: The consortium refocused validation by intensifying engagement with the Private Sector (27.7% of N=231). These actors (e.g., Consultancies, Agro-Industry, and Cooperatives, see Annex I) served as amplifying agents, validating the economic soundness and scalability of the models. This functioned as a proxy to demonstrate the attractiveness of the investment to the wider financial sector. Validation of the Value Chain The critical mass of Researchers (42.0%) and Private Entities (27.7%) ensured that qualitative feedback (collected in D5.2 and D5.4 reports) focused on methodological robustness and technical viability, mitigating the risk that D2.4 would be scientifically unsustainable or Focus on Technical Quality: Validation was concentrated on specific D2.4 elements like Key Activities and Key Resources (e.g., the need for robust certification and soil health verification standards), ultimately strengthening the deliverable's credibility. 18 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 economically unviable for early adopters. 5.1.2 Managing Regulatory Barriers and the Open Policy Approach Management of the Policy Maker group (10.4%) was geared toward facilitation, accepting that regulatory barriers often exceed the scope of a single project. • Open Policy Lesson: The CoP was utilized as a policy laboratory, not a solution provider. An open participation policy (e.g., Ministries and Public Administrations in Bulgaria, Denmark, and Spain) was maintained so that the outcomes could serve for prospective improvement of future policies. • Consistent Challenge (D2.4, Risk 10.1): Discussions consistently confirmed the persistent regulatory risk: the difficulty in "Integrating soil health into existing and relevant policy frameworks" (See D2.4, Risk 10.1). The CoP's value was not to resolve this risk, but to validate its existence as the main transnational policy obstacle to replication. 5.2 Internal Management Lessons Management lessons highlight operational efficiency, linguistic equity, and the complexities of data harmonisation across a diverse consortium. 5.2.1 The Hybrid Model Flexibility in the format of multiplier events (in-person, hybrid, and online) proved to be the most critical factor for efficiency and scalability within WP5. • Impact on Reach: The model enabled the consortium to achieve a total of 285 consolidated attendees (sum of the two event rounds, D5.2 and D5.4) with 231 registered members across 9 countries. • Operational Efficiency: By prioritizing the online format for thematic validations and reserving the in-person format for key co-creation interactions, territorial scale was maximised, and the cost of participant mobilisation was minimized (especially for the large research component). The Annex I (Consolidated CSV) serves as proof of the traceability of this broad participation. 5.2.2 Standardisation and the Tension of Feedback Quality The greatest operational challenge was the harmonisation of qualitative data collected by the National Contact Points (NCPs) across the project. • Coherence Challenge (D5.2/D5.4): The diversity in reporting cultures and linguistic differences among the 9 partners (see Annex II for NCPs) led to significant heterogeneity in national reports. Open-ended question templates (See D5.4, Discussion Questions) yielded feedback with varying degrees of detail and structure, compelling the WP5 leader to invest significant additional time in data harmonisation (e.g., 19 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 translating and standardising feedback classification before feeding the strategic analysis). • Lesson: Standardisation of materials (D5.3) must be accompanied by mandatory training for NCPs on how to collect and structure qualitative feedback uniformly. 5.2.3 The Imperative of the Linguistic Facilitator Role (NCP) Appointing a linguistic intermediary or facilitator, the national contact point (NCO) was not just a measure of inclusion but a data quality imperative for WP5. • Equitable Participation: This figure facilitated the equitable participation of key stakeholders in non-English speaking countries, lowering the language barrier that historically limits the engagement of local stakeholders (e.g., the Farmer group, 14.7%). • Fidelity of Input: By facilitating communication in local languages, it was ensured that qualitative feedback on business models was transmitted with the necessary cultural and technical fidelity. This mitigated the risk of feedback being lost or misinterpreted during translation, a critical factor for the robustness of D2.4. 6. Acknowledgment The authors would like to thank the EU for funding, in the frame of the European Union’s Horizon Europe research and innovation programme under Grant Agreement GA 101091268. The document reflects only the author’s view. The Agency is not responsible for any use that may be made of the information it contains. 7. Annex (List of CoP Members) ID Gender Entity Country Type BG01 F Municipality Agricultural Service, Koprivshtitsa Bulgaria Public administration BG02 M Winery "Rumelia", Panaguriste Bulgaria Winery BG03 F Winery "Manastira", Lesichevo Bulgaria Winery BG04 M Winery "Starosel" Bulgaria Winery 20 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 BG05 F Regional Agricultural Advisory Service, Plovdiv Bulgaria Consulting Services BG06 F Executive Wine Agency Bulgaria Public administration BG07 F Agricultural Credit Cooperative "Solidarnost" Bulgaria Private sector BG08 F Agricultural Credit Cooperative "Solidarnost" Bulgaria Private sector BG09 M "Solidarnost" 2006 LTD Bulgaria Consulting Services BG10 F "Solidarnost" 2006 LTD Bulgaria Consulting Services BG11 F "Solidarnost" 2006 LTD Bulgaria Consulting Services BG12 M Experimental Station, Haskovo Bulgaria Research BG13 M Agricultural Credit Cooperative "Solidarnost" Bulgaria Private sector BG14 M Vocational Training Center, Plovdiv Bulgaria Private sector BG15 F Vocational Training Center, Plovdiv Bulgaria Private sector BG16 M National Association of Bulgarian Wine growers Bulgaria NGO BG17 M Agricultural producer Bulgaria Wine grower BG18 M "Solidarnost" 2006 LTD Bulgaria Consulting Services BG19 F Agricultural Credit Cooperative "Solidarnost" Bulgaria Private sector BG20 M Agricultural Credit Cooperative "Solidarnost" Bulgaria Private sector BG21 F Paying Agency, State Fund "Agriculture" Bulgaria Public administration 21 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 BG22 F Wine-growing cooperative "Brestovitsa" Bulgaria Wine grower BG23 M Wine-growing cooperative "Brestovitsa" Bulgaria Wine grower BG24 M NBU Bulgaria Researcher BG25 F IFG - Plovdiv Bulgaria Researcher BG26 F NBU Bulgaria Researcher BG27 F IFG - Plovdiv Bulgaria Researcher BG28 M NBU Bulgaria Researcher BG29 M ISSAPP "NIKOLA POUSHKAROV" Bulgaria Researcher BG30 F ISSAPP "NIKOLA POUSHKAROV" Bulgaria Researcher BG31 F NAAS Bulgaria Researcher BG32 M Trakia University – Stara Zagora Bulgaria Researcher BG33 M IFG - Plovdiv Bulgaria Researcher BG34 M IFG - Plovdiv Bulgaria Researcher BG35 F IFG - Plovdiv Bulgaria Researcher BG36 F IFG - Plovdiv Bulgaria Researcher BG37 M IFG - Plovdiv Bulgaria Researcher BG38 F IFG - Plovdiv Bulgaria Researcher BG39 F IFG - Plovdiv Bulgaria Researcher BG40 F IFG - Plovdiv Bulgaria Researcher BG41 M IFG – Plovdiv Bulgaria Researcher BG42 F IFG – Plovdiv Bulgaria Researcher BG43 F IFG – Plovdiv Bulgaria Researcher BG44 M IFG – Plovdiv Bulgaria Researcher BG45 M IFG – Plovdiv Bulgaria Researcher BG46 F IFG – Plovdiv Bulgaria Researcher BG47 F Credit Union “Solidarity” Bulgaria NGO BG48 F Credit Union “Solidarity” Bulgaria NGO BG49 M Credit Union “Solidarity” Bulgaria NGO BG50 M Trakia University – Stara Zagora Bulgaria Researcher BG51 F IFG – Plovdiv Bulgaria Researcher BG52 F NBU Bulgaria Researcher BG53 M Credit Union “Solidarity” Bulgaria NGO BG54 F IFG – Plovdiv Bulgaria Researcher BG55 F IFG – Plovdiv Bulgaria Researcher BG56 F IFG – Plovdiv Bulgaria Researcher BG57 F IFG – Plovdiv Bulgaria Researcher BG58 M IFG – Plovdiv Bulgaria Researcher 22 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 DK01 F The Ministry of Environment Denmark Public sector DK02 M Government appointed member of expert group on withdrawal of low-lying soils from agriculture from UCPH Denmark Research & Innovation DK03 M Member of the Danish Biodiversity Council representing University of Copenhagen. Denmark Research & Innovation DK04 F Member of the European Scientific Advisory Board on Climate Change EU Climate Council and member of the Danish Climate Council, from UCPH Denmark Research & Innovation DK05 M Secretariat of the Danish Climate Council Denmark Public sector DK06 M Section leader at secretariat of the Danish Climate Council Denmark Public sector DK07 M University of Copenhagen Denmark Researcher DK08 M University of Copenhagen Denmark Researcher DK09 M University of Copenhagen Denmark Researcher ES01 M METK Estonia Researcher ES02 M METK Estonia Researcher ES03 F METK Estonia Researcher ES04 F METK Estonia Researcher ES05 F METK Estonia Researcher ES06 F Environment Agency Estonia Public sector ES07 M Environment Agency Estonia Public sector 23 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 ES08 M KEVILI, farmer Estonia Farmer association , Farmer ES09 F EPKK, Estonia Farmer association ES10 F METK Estonia Researcher ES11 F METK Estonia Researcher ES12 M METK Estonia Researcher ES13 F METK Estonia Researcher ES14 M Environment Agency Estonia Public sector ES15 F Environmental Board Estonia Public sector ES16 F Ministry of Rural Affairs Estonia Public sector ES17 F ETKL (Eestimaa Talupidajate Keskliit) Estonia Farmer association ES18 M Agriculture and Food Board Estonia Public sector AREFLH01 F Delegation of the Government of Catalunya Spain Public sector AREFLH02 M Bioengineer - Royal Horticultural Society of Gembloux France Private sector AREFLH03 F Fermes des Arches France Farmer association AREFLH04 F European Landowners Organisations France Public sector AREFLH05 F Delegation of the Government of Catalunya Spain Public sector AREFLH06 F Organic Research Centre UK Researcher AREFLH07 F Institute of Horticultural, LatHort France AREFLH08 F European Committee of the Regions Belgium Public sector AREFLH09 F INRAE France Researcher AREFLH10 M Hazelnut Company Spain Private sector AREFLH11 F SV Veterinary University India Researcher AREFLH12 F fruitconsult France Private sector 24 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 AREFLH13 F DALIVAL / IFO France Researcher AREFLH14 M UCA PERLE UNION / Groupe PERLE DU NORD France Private sector AREFLH15 F CNIPT France Farmer association AREFLH16 F Chambre d'Agriculture de la Corrèze France Farmer association AREFLH17 F Chambre d'Agriculture 82 France Farmer association AREFLH18 M polecarbon LLC France Private sector AREFLH19 M CNRS France Researcher AREFLH20 F Invenio France AREFLH21 F Conseil régional Centre-Val de Loire France Public sector AREFLH22 F Chambre d'agriculture de la Lozère France Farmer association AREFLH23 M Invenio France Private sector AREFLH24 F European Irrigation Association France Farmer association AREFLH25 F UNICOQUE France Private sector AREFLH26 M SARL PEPINIERES COULIE France Farmer association AREFLH27 F JUNIA ISA LILLE France AREFLH28 F pcfruit France Private sector AREFLH29 F Réussir Fruits et Légumes France Farmer association AREFLH30 M FRUCTIDOR.COM France Private sector AREFLH31 M UCA PERLE UNION / Groupe PERLE DU NORD France Private sector AREFLH32 F Unicoque France AREFLH33 M Chambre Agriculture Charente-Maritime Deux-Sèvres France Farmer association AREFLH34 M UNIFA (organisation professionnelle représentative de la nutrition des plantes) France Farmer association AREFLH35 F Chambre d'agriculture Bretagne France Farmer association AREFLH36 F Biosphères France Private sector DE01 M TUM Germany Researcher DE02 F TUM Germany Researcher DE03 M ZALF Germany Researcher DE04 M ZALF Germany Researcher DE05 M AgoraNatura Germany Private sector 25 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 DE06 F AgoraNatura Germany Private sector DE07 M CO2-Land e.V. Germany Private sector DE08 M CO2-Land e.V. Germany Private sector DE09 M CO2-Land e.V. Germany Private sector DE10 M Syngenta AG Germany Private sector DE11 M TUM (plant sciences) Germany Researcher DE12 F TUM / VWU Germany Researcher DE13 M ZALF LUC Germany Researcher DE14 M Landesanstalt für Landwirtschaft Germany Researcher DE15 F Thünen Institut Germany Researcher DE16 F LANUV NRW Germany LANUV NRW DE17 F SchleswigHolstein State Ministry of Energy Transition, Climate Protection, Environment and Nature Germany Public sector DE18 M BayWa Group Germany Private sector IT01 M UNIFE Italy Researcher IT02 F UNIFE Italy Researcher IT03 F UNIFE Italy Researcher IT04 M UNIFE Italy Researcher IT05 M UNIFE Italy Researcher IT06 F UNIFE Italy Researcher IT07 M UNIPI Italy Researcher IT08 F UNIPI Italy Researcher IT09 F UNIPI Italy Researcher IT10 F UNIPI Italy Researcher IT11 M UNIPI Italy Researcher IT12 M UNIPI Italy Researcher IT13 M Accademia dei Georgofili Italy Researcher IT14 M FLORA srl. Aromatic plants and essential oil organic production Italy Private sector IT15 F Chimica Verde Bionet Italy NGO IT16 F CREA-AA; Soil Hub Italy Researcher IT17 F CREA-PB; EIP soil Italy Researcher 26 This project has received funding from the European Union’s HORIZON-AG - HORIZON Action Grant Budget-Based research and innovation programme under grant agreement GA 101091268 IT18 M Tuscany Region, Direttore Gestioni Agricole Italy Public administration IT19 M Consultant Italy Service Sector IT20 F IRPET-Tuscany Region Italy Researcher IT21 F Emila-Romagna Region Italy Public administration IT22 F IDECO Italy Researcher IT23 M CREA-AA Italy Researcher IT24 M Biokw consultant Italy Private sector IT25 M Farmer Italy Private sector IT26 F Confcooperative Ferrara Italy Private sector IT27 M Consorzio degli Uomini di Massenzatica Italy Private Sector IT28 F Fondazione Seminare il Futuro (SIF) Breeding bio Italy Foundation IT29 M Terre dell'Etruria, Società Cooperativa Agricola tra Produttori Italy Private Sector IT30 F IDECO Italy Researcher IT31 F Dondi S.p.A., Farm Machinery Company Italy Private Sector IT32 M Soc. agricola de Angeli Italy Private Sector IT33 M Pro.Pa.R. Italy Private Sector IT34 M BioKW Italy Private Sector IT35 M Fondazione per l'agricoltura F.lli Navarra Italy Foundation IT36 F Consorzio di Bonifica Pianura di Ferrara Italy Public Administration IT37 M Producer Organisation Ferrara Italy Private Sector IT38 F Emila-Romagna Region Italy Public Administration NL01 F LTO Netherland The Netherlands Farmer NL02 F WU The Netherlands Researcher