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The objective of the MATS project is to make a meaningful contribution to improving the design and framing of trade policy both at national (with a key focus on EU and Africa) and global levels with a view of achieving the SDGs (Sustainable Development Goals). Acknowledging that trade policy implementation eventually occurs at national and regional level, evidence-based policy development, civil society and stakeholder dialogue play a significant role throughout the lifetime of the project. This enhanced engagement strategy (D6.2) is the second update on the envisaged engagement with stakeholders since the start of the project. It builds on the results of the Information Needs Assessment (D6.1), ongoing discussions on the design of the Sustain­able Agri-Food Trade Hub (D6.3) and the preparations of the stakeholder-civil society-policy dialogues (D6.4). The enhanced engagement strategy covers the following elements: Engagement and interaction with relevant stakeholders and actors Structured feedback loops with Civil Society Organizations (CSOs), case study partners and policymakers involved in the project. Targeting of project outputs to current discourses, relevant organisations and policy processes Using the most effective dissemination activities and forms. Monitoring of the effectiveness of engagement activities.

This document provides methodological and practical guidelines (incl. a common reporting template) for case study (CS) implementation, which are closely connected to previous, ongoing and future WP components (WP1, WP2, WP3, WP4, WP5). At the core of CS implementation is the process model underlying the analytical framework D2.4. and the resulting standardized CS reporting as outlined below. The mixed-methods approach implemented in MATS is to be adapted to the specific CS context, while a meaningful grouping of methods, tools and indicators across case studies contributes to comparability and cross-case consistency, and thus the overall systemic approach of MATS. The cases work jointly toward an overarching transition pathway (WP5), by developing individual impact pathways, while allowing for customized case-relevant assessments and coverage of additional sustainability indicators beyond core indicators uniting all cases. To translate these requirements into practice, the aim of D3.1. is to provide guidance for the implementation and standardized reporting of the case studies, and to ensure scientific value added over single case study methods approach and single case implementation. This value added is achieved when D3.1. is implemented in line with the analytical framework D2.4., which lays out the overarching inter-disciplinary methods framework and links to D3.1. through identical case implementation steps (Figure 4, D2.4.). The analytical framework D2.4. is thereby to be consulted in conjunction with D3.1., also to retain the connection between CS individual pathways and the overall impact pathway (connecting D2.2, D3.1 and WPs 4 & 5). At the practical level, the anticipated scientific value added is also expected to be achieved through mutual learning in a recursive and constantly updating process of case study implementation (joint workshops and zoom information sessions), and by obtaining methods synergies from group-wise CS implementation (groups of CS implementing the same methods approach, and same core sustainability indicators; learning from limitations and strengths of methods application; synergies from effective data exchange and data use across CSs and WPs), yet also achieved by making it explicit during CS implementation and in CS reporting which biases have been encountered and how they have been addressed in implementing the case studies. The case studies are implemented in the period 1.7.2022 – 30.1.2024. A first draft report is to be submitted by 30.6.2023 for internal feedback. The final CS report is due 30.1.2024. The two broad key questions for the 15 CSs in MATS are: How do trade regimes, investments (esp. into agri-food value chains) and sustainability standards impact local, and, in some cases, national, and international socioeconomic and environmental conditions? and How to foster the positive and reduce the negative impacts of agri-food trade and trade policy regimes on sustainable development and human rights? In the implementation of CS, CS leads need to ensure that, data management is compliant with the EU’s Guidelines on Findable, Accessible, Interoperable and Reusable (FAIR) Data Management in Horizon 2020; all personal data are treated as strictly confidential and processed in compliance with General Data Protection Regulation 2016/679; anonymized data from surveys and interviews will be securely stored in a safe location at partners' facilities (internally, anonymized data may be shared) (see also the D7.4 ‘Data Management Plan’ and Ds 8.1-8.3 ‘Ethical Requirements’ on MS Teams); the identity of actors and researchers in case reporting is anonymized where this is deemed relevant to protect CS participants and researchers.

The two key questions for the 15 case studies (CS) in MATS are (i) how given trade regimes, investments into agri-food value chains and sustainability standards impact local, and, in some cases, national, and international socioeconomic and environmental conditions, and (ii) how to foster the positive and reduce the negative impacts of agri-food trade and trade policy regimes on sustainable development and human rights. The CS are implemented in the period 1.7.2022 – 30.1.2024. A first draft report is to be submitted until 30.6.2023 for feedback. The final CS report is due 30.1.2024. This document provides general methodological guidelines and a common reporting template for the CS analysis. Both build on the results of WP1 and WP2. The aim is to provide a basic framework for the implementation of the CS and to facilitate a comparative analysis and synthesis. At the same time, the guidelines and reporting template are to leave flexibility for CS leads and their partners to deepen specific elements of the analysis and to best describe each case in the sense of a systemic analysis. In the implementation of CS, CS leads need to ensure that data management is compliant with the EU’s Guidelines on Findable, Accessible, Interoperable and Reusable (FAIR) Data Management in Horizon 2020; all personal data are treated as strictly confidential and processed in compliance with General Data Protection Regulation 2016/679; anonymized data from surveys and interviews will be securely stored in a safe location at partners' facilities (internally, anonymized data may be shared) (see also the D7.4 ‘Data Management Plan’ and D8.1-8.3 ‘Ethical Requirements’ on MS Teams).

This deliverable ‘NEC-Requirement’ (D8.3) relates to the research that will be carried out in the MATS project in non-EU countries (NEC). It describes ethical issues that may be raised when the research activities are conducted, partially or wholly, in non-EU countries. D8.3 elaborates the following: research in the NEC, use of local resources, materials imported to/exported from the EU, fair benefit-sharing actions, and health and safety risks to staff and researchers. The MATS research activities that take place outside the EU are all related to the case studies. Thus, the deliverable has in particular been checked thoroughly by project partners leading the case studies. As case studies have not been planned in all detail yet, further ethical checks will be conducted whenever considered necessary.

This deliverable ‘Human beings -Requirement’ (D8.1) describes the key ethical principles and procedures to be used for interactive research activities in the MATS project. Three procedures for the human participation in project activities are elaborated: 1) procedures and criteria for identifying and recruiting research participants, 2) procedures for obtaining informed consent of human participation in the project research/data collection, and 3) procedures for obtaining national ethics approvals, if applicable, prior to starting the study. In addition, three annexes (Annex 1. Complete List of Consortium Partners; Annex 2. Participant Information Sheet; and Annex 3. Informed Consent Form) are included.

Deliverable 8.2 concerns the Protection of Personal Data (POPD). This deliverable includes the following sections: Principles Related to the Processing of Personal Data Data Protection Officers (DPO) Measures to Achieve Data Protection Data Transfers Between Countries According to GDPR Article 37 ‘Designation of the Data Protection Officer (DPO)’, the MATS project coordinator requested each partner to appoint a DPO to safeguard personal data across all project activities. Further ethical checks regarding the protection of personal data will be conducted whenever considered necessary, especially when the case studies and other potentially relevant research activities in the project are being planned in more detail.

The review highlights with many examples that agricultural trade is not just a function of countries and regions, but especially of food system actors. This in turn calls for more holistic perspectives and analyses, which blend novel insights into local and on-the-ground perspectives, including those of the whole range of stakeholders (e.g., as part of case studies) with global or macro-level data and analyses. We conclude that only the combination of local and macro-perspectives is likely to provide a more convincing assessment of transboundary impacts of trade on sustainable development and human rights, and of interrelationships. Our case studies are therefore connected with a systems-dynamic modelling of global linkages and market dynamics, the latter related to trends, shocks, robustness, food system resilience, and food and nutrition security.

The goal of WP1 was to provide a review, mapping and characterisation of the broad links between agricultural trade, agricultural and rural investments, environmental sustainability and human well-being. The review included a brief analysis of EU agri-food trade flows, an appraisal and synthesis of the results of past model-based studies and a review of how sustainability goals are currently included in trade rules. In the interactive online workshop (D1.4) that took place on 28-Mar-2022, 10:00–12:00 CET, some key results of the status-quo analysis were discussed with stakeholders and decision-makers, and key questions and issues for further analyses were jointly identified. Overall, we had 113 registrations from 40 countries for the workshop. Actual participation ranged from 70 to 75 participants during the full duration of the workshop. All presentations and the workshop recording are available on the MATS project's Sustainable Agri-Food Hub under the tab 'Knowledge Hub' and sub-tab 'Capacity Building'. See: https://sustainable-agri-trade.eu/&nbsp

This enhanced engagement strategy (D6.2) is the first update on the envisaged engagement with stakeholders since the start of the project more than half a year ago. It builds on the results of the Information Needs Assessment (D6.1), ongoing discussions on the design of the Sustainable Agri-Food Trade Hub (D6.3) and the preparations of the stakeholder-civil society-policy dialogues (D6.4). The enhanced engagement strategy covers the following elements: i. Targeting of relevant actors for engagement. ii. Structured feedback loops with Civil Society Organizations (CSOs), case study partners and policymakers involved in project activities. iii. Targeting of project outputs to current discourses and policy developments. iv. Using the most effective dissemination activities and forms. v. Monitoring of the effectiveness of engagement activities.

The aim of the meeting for administrative staff was to present and discuss some important administrative and financial issues. Key focus areas were beneficiaries' responsibilities, eligible and ineligible costs in H2020 project funding, direct and indirect costs, time recording, budget transfers, third party arrangements, reporting, open access and data management, ethics, and the requirement to acknowledge EU funding in all communications. The meeting with research team leads focused on the overall work package (WP) structure, the importance of the interaction between WPs, exchanges, feedback loops and information flows. Also, partners' specific tasks, and timing of WPs, tasks, milestones and deliverables (Gantt chart) was discussed. Particular attention was paid to WP1 and WP2 tasks and their initiation as first actions and outcomes are essential inputs to subsequent WPs.&nbsp

To ensure effective communication, a holistic communication strategy was prepared jointly with the whole consortium (D7.2 Communication Plan). The elaboration of the plan was led by the WP7 'Project Management and Communication' team and agreed upon with all project partners. The Communication Plan identifies the communication principles and goals; the targeted stakeholders and various communication activities; channels and means for external communications; responsibilities; and the organisation of continuous monitoring and refinement. Attention in all communication and dissemination activities is given to strong connections with relevant multipliers, and existing organisations, networks and their platforms and media channels.

In this deliverable D7.3, the MATS internal communication platform and the MATS materials, channels, and main tools for external communication are presented. D7.3 also serves as the go-to document for all project partners for information on project branding and available materials. The document will be updated regularly when new materials, channels and tools are adopted.

To ensure effective communication, a holistic communication strategy was prepared jointly with the whole consortium (D7.2 Communication Plan). The elaboration of the plan was led by the WP7 'Project Management and Communication' team and agreed upon with all project partners. The Communication Plan identifies the communication principles and goals; the targeted stakeholders and various communication activities; channels and means for external communications; responsibilities; and the organization of continuous monitoring and refinement. Attention in all communication and dissemination activities is given to strong connections with relevant multipliers, and existing organization, networks and their platforms and media channels.

The data management plan (DMP) covers the principles and protocols for data collection, processing, sharing and storage. The DMP will ensure that data management is compliant with the EU’s Guidelines on Findable, Accessible, Interoperable and Reusable (FAIR) Data Management in Horizon 2020, and with relevant national data protection laws and institutional data management policies.

An important goal across Sub-Saharan Africa (SSA), and globally, is to foster a healthy nutrition. A strengthening of the diversity, sustainability, resilience and connectivity of food systems is increasingly seen as a key leverage point. Governance arrangements play a central role in connecting sustainable, resilient farming with healthy nutrition. In this article, we elaborate a framework for assessing, monitoring and improving the governance of food systems. Our focus is on food chains in six peri-urban and urban regions in SSA. A literature review on food chain governance and a mapping of current agri-food chains in the six regions provide the basis for the elaboration of an indicator-based assessment framework. The framework is adapted to the specific conditions of SSA and related goals. The assessment framework is then used to identify the challenges and opportunities in food chain governance in the six regions. The first testing of the framework indicates that the approach can help to identify disconnects, conflicting goals and tensions in food systems, and to formulate strategies for empowering agri-food chain actors in transitioning toward more efficient, equitable and sustainable agri-food systems. The article is concluded with a brief reflection on the strengths and weaknesses of the framework and suggests further testing and refinement.

Multi-actor projects are intended to bring together different stakeholders, such as farmers, advisers, planners, developers, knowledge brokers, public bodies, academia, enterprises and more, who are expected to closely cooperate throughout the whole research project period. The ROBUST project achieves this through the use of Living Labs, a form of experimental governance where diverse actors cooperate in the development and testing of new technologies, products, services, policy instruments, planning tools, organisational forms and governance arrangements, or ways of living. This article presents how the Living Lab concept will be used in ROBUST and gives an overview of which issues the 11 ROBUST Living Labs will address during the project.

Growing small and medium-sized food enterprises (SMEs) face specific challenges, especially when they aim to maintain a higher quality of products and processes. While growing, they tend to converge either towards niche markets or mainstream commodity markets, and as a result sacrifice higher quality and value. In this article, we explore the growth of small and medium-sized enterprises and their related food supply chains, as well as the related challenges. The focus is on the management of individual businesses, the coordination and cooperation along chains and the required realignment during growth. Particular attention is paid to discontinuities and inconsistencies, and the identification of the factors that limit or enable a sustainable development of food enterprises and chains. The article is based on a case-study approach. The business logic concept, which has been developed in the context of a European research project, provides the analytical framework for the analysis of the cases. Central to the business logic concept is the idea that business goals, strategies, management and management instruments ought to be coherent. The business logic approach facilitates the examination of coherence in business and in chain management. It helps to identify the adjustments and realignment needed in times of change. Our results show that development paths vary significantly between businesses and chains, and that business growth in particular is associated with a variety of challenges. Such discontinuities and inconsistencies tend to be linked with phases of internal consolidation when management capacities, structures and processes are adapted to new requirements. Adaptations in business strategies and operational management are particularly important when food production, processing and sales aim to maintain higher product and process qualities in spite of rapid growth. Reflexive management practices and continuous learning among managers and those in responsible positions, and the related coaching, are key success factors., The International Journal of Sociology of Agriculture and Food, Vol. 24 No. 1 (2018): Special Issue: Evolutions in the Middle : Transnational Perspectives on Values-based Food Chains

In this paper, alternative trajectories of agricultural modernization and rural resilience are explored based on case studies in 14 countries. The analysis is to support discussions about the further development of agriculture at a time when the agricultural sector must respond to an increasing scarcity of natural resources, challenges like climate change, urbanization, demographic change, food security, consumer demands, distributional issues in food value chains and changing urban-rural relations. The discussion relates different trajectories of agricultural modernization to the multiple mechanisms underlying rural prosperity and resilience. The mainstream capital-intensive and technology-driven model of agricultural modernization is contrasted with more incremental, socially embedded and localised forms of development. Potential synergies between different modes of farm ‘modernization’, resilience and sustainable rural development are highlighted and a different future-oriented understanding of the term ‘modernization’ explored. The basis for the analysis are case studies in 14 countries (including Turkey and Israel). The key question asked is how actors are connecting economic, social and natural systems in the different cases and how the connections made (or not) point to different ideas about modernization. The conclusions focus on some current information needs of policy-makers: the links between different forms of farm modernization, rural development and resilience, and the implications for agricultural knowledge systems and the new European Innovation Partnerships. It is emphasized that local capacities for transdisciplinary research need to be strengthened and that more attention should be paid to addressing modernization potentials that are less mainstream. The paper seeks to foster discussions that help overcome simplistic viewpoints of what ‘modernization’ entails. It is based on an earlier review paper by Knickel, Zemeckis and Tisenkopfs (2014).

A common challenge in agri-economic analyses and in the related conceptual and analytical frameworks is to deal with the complexity and multidimensionality of contemporary challenges and policy frameworks in adequate ways. Our paper presents a theoretical and methodological approach aimed at informing policy development in the agri-food industry. A particular focus is on addressing market imperfections. The model focusses on Conditions, farmers’ Strategies and sustainability Performances (CSP). Horizon2020 grant agreement number 635577

Planetary boundaries are exceeded in many ways and major transformations are needed in economic systems and lifestyles - in particular in the industrialized world. The declining resources of critical input factors and exceeding of the buffer capacity of natural systems will in particular affect contemporary industrialized, high-input-high-output agriculture. Can organic farming principles be applied more widely and help to make agricultural systems more resilient? How relevant are they to the challenges the agricultural sector faces today? If relevant and effective, why are they not more widely applied? In this paper contemporary challenges of conventional agriculture are related to organic farming principles and practices. In the concluding section reference is made to those factors that seem to limit a wide application of the particular principles and practices. Reference is made to policy and market failure, information deficits and the widespread misconceptions around 'modernization', innovation, valuation and efficiency that have caused many contemporary problems.