COMMISSION STAFF WORKING DOCUMENT Accompanying the document COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL COMMITTEE AND THE COMMITTEE OF THE REGIONS on the revised action plan of the EU macro-regional strategy for the Alpine region
Date: 2025-12-11
Institutions: Directorate-General for Regional and Urban Policy, European Commission
Subjects: Alpine Region, EU macroregional policy, EU strategy, action programme, economic growth, energy policy, environmental policy, innovation, regional development, transport policy

EN 

  EN 

   EUROPEAN COMMISSION  Brussels, 11.12.2025  SWD(2025) 403 final  COMMISSION STAFF WORKING DOCUMENT Accompanying the document COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL COMMITTEE AND THE COMMITTEE OF THE REGIONS on the revised action plan of the EU macro-regional strategy for the Alpine region                         {COM(2025) 750 final}  
 
 
Revised Action Plan 2026 

Final, 20/10/2025 

Table of Contents 

Executive summary ...................................................................................................................... 3 

Strategic context .......................................................................................................................... 5 

Governance and institutional capacity .......................................................................................... 7 
Structure of governance .......................................................................................................................... 7 
The implementation instruments of the Strategy................................................................................. 10 

Policy pillars and actions under the Strategy ............................................................................... 12 
Pillar 1: Economic growth and innovation ............................................................................................ 13 
Action 1: Strengthening an effective research and innovation ecosystem ....................................... 13 
Action 2: Increasing the economic potential of strategic sectors ...................................................... 14 
Action 3: Improving the relevance of labour market policies, education and training for 
strategic sectors ................................................................................................................................. 16 
Pillar 2: Mobility and connectivity ......................................................................................................... 18 
Action 4: Promoting intermodality and interoperability in passenger and freight transport ........... 19 
Action 5: Connecting people digitally and promoting accessibility to public services ...................... 20 
Pillar 3: Environment and energy .......................................................................................................... 23 
Action 6: Preserving and capturing the value of natural and cultural resources............................... 23 
Action 7: Developing ecological connectivity across the Alpine region ............................................. 25 
Action 8: Improving risk management and better managing climate change ................................... 27 
Action 9: Making the Alpine region a model for energy efficiency and renewable energy .............. 29 

Implementation ......................................................................................................................... 31 
Financing ............................................................................................................................................... 31 
Monitoring and evaluation .................................................................................................................... 32 

Synergies and cooperation ......................................................................................................... 33 
Cooperation with other governance structures and entities in the Alpine region ............................... 33 
Synergies with other macro-regional strategies ................................................................................... 35 

Literature ................................................................................................................................... 35 

 
 
 
 
List of figures 

Figure 1: 
Figure 2:  Map showing the areas of the strategy, the Alpine Space programme and the 

Organisation of the action plan ........................................................................................ 12 

Alpine Convention ............................................................................................................ 35 

List of abbreviations 
EU 
SME 

European Union 
Small- and medium-sized enterprises 

2 

 
 
Executive summary 

The EU Macro-regional Strategy for the Alpine region1 was launched in January 2016. It is the fourth 
macro-regional strategy requested by the participating countries and accepted by the European Union. 
Although  it  provides  a  structured  framework  for  cooperation,  the  Strategy  is  legally  non-binding, 
relying  on  the  voluntary  engagement  of  the  countries  and  regions  concerned.  The  Strategy  covers 
around 80 million inhabitants (about 15% of the EU population) across 48 regions from five EU Member 
States  (Germany,  France,  Italy,  Austria  and  Slovenia)  and  two  non-EU  countries  (Switzerland  and 
Liechtenstein). The Alpine region is a major economic and productive area in Europe, spanning nearly 
10%  of the EU’s territory and generating  over 20% of  the gross domestic product  of the EU27 and 
European  Free  Trade  Association  countries  combined.  Furthermore,  it  is  one  of  the  largest  natural 
areas in Europe. The region is particularly vulnerable to climate change and biodiversity loss, which, 
together with other challenges, threaten its territory and rich natural resources. 

Ten  years  after  the  launch  of the  Strategy,  the  world  has  changed  significantly.  Altered  precipitation 
patterns, rising temperatures and other climate-related changes are resulting in snowless winters, glacial 
melting and heavy rainfall. These changes are leading to more frequent natural disasters, such as floods, 
storms, landslides, wildfires and heatwaves in urban areas. This makes the impacts of climate change 
increasingly  visible.  Consequently,  the  region  is  facing  an  increasing  risk  of  damage  to  ecosystems, 
people,  private  and  public  property  and  infrastructure.  The  geopolitical  situation  is  becoming  more 
unstable,  and  supply  chains  increasingly  fragile.  These  new  external  conditions  and  the  European 
Commission’s subsequent priorities have called for an update and revision of the action plan. Moreover, 
after 10 years of implementation, internal processes and structures have matured, and new bodies and 
governance mechanisms have emerged within the macro-region. Despite of these evolving conditions, 
the action groups are still the backbone of the implementation of the Strategy. Accordingly, the current 
action  plan  follows  the  structure  of  policy  pillars  and  actions  as  set  up  in  the  previous  one  ensuring 
continuity.  

It is a revised and updated version of the original plan adopted in 2015. Building on the work done over 
the  last 10 years  and on  the  established  structure,  the  new  plan  focuses  on  issues  of  political  and 
strategic importance, where there is an overarching need and interest across the Alpine region, and 
where implementation can be best and most realistically achieved in the context of the Strategy. The 
revised  action  plan  guides  the  Strategy  in  tackling  upcoming  challenges.  It  promotes  cross-border 
exchanges and solutions to foster a sustainable and prosperous Alpine region. 

The action plan presents the instruments and institutions developed over the last 10 years, along with 
updates to its governance structure. In addition to the existing bodies and instruments, the revised 
plan introduces the trio presidency, the Board of Action Group Leaders, a technical support structure, 
the Youth Council and work plans, as well as a new instrument: missions. Defined politically through a 
decision of the General Assembly, missions are designed to tackle significant Alpine-wide challenges 
by clustering projects and interventions around one ambitious yet realistic goal. They strengthen the 
political  steering  and  relevance  of  the  Strategy  by  consolidating  and  supplementing  actions  and 
identifying common cross-cutting solutions. Actions are now given a clearer focus and prioritisation 
based on their relevance to the Strategy, evaluated against the following criteria: political and strategic 
interest, transnational scope, Alpine-wide relevance, and transalpine cooperation as a prerequisite for 
addressing the topic effectively. 

The action plan comprises: 

•  a concise overview of the Strategy’s governance system outlining the cooperation mechanisms, 
the various governance bodies involved and the main instruments for implementing the Strategy, 
including  the  new  mission-driven  approach  aimed  at  strengthening  political  steering  by  the 
General Assembly; 

1 https://alpine-region.eu/ 

3 

 
 
•  a  detailed  presentation  of  the  three  thematic  policy  pillars,  each  linked  to  an  objective  of  the 
Strategy and together providing the framework for the nine actions. The actions cover strategic 
topics and provide answers to current challenges in the Alpine region; 

•  a chapter on implementation, listing funding opportunities for projects implemented  under the 
Strategy and setting out the monitoring and evaluation methods to maintain an overview of the 
various activities; 
two  final  chapters  highlighting  the  importance  of  synergies  and  cooperation  with  other 
governance structures and entities in the Alpine region and with other macro-regional strategies 
and beyond. 

• 

This  new  action  plan  provides  a  forward-looking  framework  to  promote  sustainable  growth, 
environmental protection and enhanced cooperation in the Alpine region. 

4 

 
Strategic context 

The Alpine region is home to 80 million inhabitants. Located at the heart of Europe, the area boasts a 
strong  network  of  major  European  metropolises,  Alpine  cities  and  villages,  making  it  one  of  the 
continent’s  wealthiest,  most  attractive,  competitive,  innovative  and  productive  regions.  With  its 
unique geographical and natural features, it is Europe’s most important ‘water tower’ and one of its 
main biodiversity sanctuaries. 

In July 2015, at the request of the participating countries and regions and in consultation with them, 
the European Commission prepared the EU Macro-regional Strategy for the Alpine region, which the 
European  Council  endorsed  on  28 June  2016.  As  a  European  macro-regional  strategy,  the  Alpine 
Strategy was set up to enable more effective use of existing financial resources, better coordination 
among institutions and policies, and improved coordination of existing legislation. 

High-level political support is therefore essential to shaping the Strategy and increasing its visibility at 
local, regional, national and transnational level. 

As the competencies and responsibilities required to address the challenges of the Strategy are often 
spread  across  different  levels  of  government  in  the  participating  states  and  regions,  a  multi-level 
governance approach is  crucial  for  its success.  All stakeholders who have  the capacity to make the 
desired changes to policies must be involved on an equal footing, regardless of whether they come 
from  the  national or regional  level,  the  private  sector,  academia or  civil  society.  A  similar  principle 
applies to the thematic dimension of cooperation: necessary policy changes often require thinking and 
acting beyond thematic boundaries and responsibilities. Macro-regional cooperation therefore needs 
to be organised in a multi-sectoral way to overcome legal and thematic boundaries and open new ways 
of thinking and acting. 

The  Strategy  aims  to  foster  sustainable  economic  and  social  prosperity  in  the  Alpine  region  by 
supporting  growth  and  job  creation  and 
its  attractiveness,  competitiveness  and 
connectivity.  This  must  be  achieved  while  preserving  the  environment  and  ensuring  healthy  and 
balanced  ecosystems,  with  a  focus  on  mitigating  further  climate  change  through  decarbonisation 
strategies  and  adapting  to  already  visible  climate  impacts.  The  Strategy  serves  as  a  cooperation 
platform that brings together a wide range of stakeholders, including states and regions, cities and 
municipalities, civil society and various cross-border, transnational and international institutions. 

improving 

The action plan adopted in 2015 set the course for a new relationship between metropolitan, peri-
mountain,  mountain  areas  and  remote  areas.  It  focused  on  three  closely  interconnected  thematic 
priorities: 

(1) Competitiveness and innovation 
(2) Environmentally friendly mobility and connectivity 
(3) Sustainable management of energy, natural and cultural resources. 

Since the Strategy was created and the first version of the action plan was adopted, Europe and the 
Alpine region have been confronted with fundamental changes: the green and digital transitions, an 
energy transition, and profound shifts in our economy and working environment, all in the context of 
new challenges and transformations. 

New  geopolitical  contexts  pose  new  threats  to  the  area,  especially  with  regard  to  food  and  energy 
dependencies.  In  addition,  environmental  aspects,  including  the  effects  of  climate  change,  glacial 
melting, changes  to the  water cycle  and the  loss of biodiversity, are  becoming  increasingly evident, 
affecting  the  lives  of  millions  of  people.  These  developments  underscore  the  need  for  cooperation 
beyond borders. 

The  Grenoble  Resolution  of  2013,  which  launched  the  Strategy  politically,  and  the  cross-cutting 
challenges of the new strategy era – namely adaptation to climate change and the corresponding green 
and digital transitions –guides the Strategy’s current and future work. This work is anchored in the 

5 

 
vision for the Alpine region: strengthening solidarity among Alpine regions to enhance the region’s 
attractiveness  and  competitiveness,  reducing  social  and  territorial  inequalities,  and  ensuring  the 
preservation  and  sustainable  management  of  its  unique  natural  environment,  thereby  making  the 
Alpine region a model for all of Europe. 

To achieve this vision, the overarching goal of the Strategy is to develop a framework for governmental 
and  non-governmental  cooperation  that  fosters  cross-border  strategic  approaches,  projects, 
networking and cooperation in key strategic areas for the benefit of the Alpine region as a whole. The 
shared objective is to show ambition and focus on opportunities and challenges through cooperation, 
involving the entire Alpine region in the process. 

6 

 
 
Governance and institutional capacity 

The governance of the Strategy promotes capacity building with a clear-cut and result-oriented approach 
that  fosters  Alpine  cooperation.  It  enables  the  effective  involvement  of  national,  regional  and  local 
stakeholders, alongside representatives from the economic sector, academia, the general public and civil 
society, particularly young people, in the implementation of the Strategy. It empowers key implementers 
and  provides  them  with  a  clear  mandate  to  fulfil  their  tasks  continuously,  while  ensuring  clear  and 
comprehensive communication at all levels about the Strategy’s results and added value. 

Structure of governance 

The governance system of the Strategy consists of several bodies and instruments that oversee and 
guide  its  activities.  Over  the  last  10  years,  the  governance  system  has  evolved,  reflecting  a  strong 
commitment from the stakeholders implementing the Strategy and underscoring the need to further 
improve coordination within and between actions, and strengthen the political guidance provided to 
the Strategy’s coordinating levels. 

The  Brdo  Declaration  adopted  by  the  General  Assembly  in  November  2024  set  out  guidelines  and 
called for the Strategy’s governance to be strengthened at all levels. The following paragraphs provide 
an overview of the roles and relationships in the governance system. 

Bodies of the Strategy 

General Assembly 

The General Assembly is the highest political decision-making body of the Strategy. It is responsible for 
laying down the overall political goals and priorities and plays a decisive role in steering the Strategy. 
It meets at least once a year in person, bringing together high-level political representatives from the 
states and regions involved in the Strategy, along with observers from the Youth Council, the Alpine 
Convention and the Alpine Space programme. The Commission acts as facilitator, coordinator and co-
chair  of  the  meetings,  but  does  not  have  voting  rights.  It  also  ensures  that  decisions  taken  by  the 
General Assembly comply with EU legislation. 

The  General  Assembly  exercises  its  mandate  by  setting  annual  and  multiannual  political  priorities, 
including by endorsing the action plan and the work plans of the action groups and by defining and 
adopting  missions  and  other  joint  actions  that  focus  and  guide  the  work  and  cooperation  of  the 
Strategy’s implementing bodies. The General Assembly reviews the progress made in implementing 
priorities by regularly monitoring the work of the action groups and monitors the advancement of the 
missions to foster accountability and improve the overall efficiency of the  Strategy. The assembly’s 
work is supported by the recommendations of the incumbent presidency. 

The presidency 

The  presidency  is  established  on  an  annual  basis,  following  a  rotation  mechanism  and  with  the 
endorsement  of  the  General  Assembly  and  in  agreement  with  the  Commission.  The  rotation  is 
allocated at country level and is agreed in advance. Presidencies can be led by national or regional 
authorities or in partnership between the two levels, reflecting the Strategy’s multi-level approach. In 
exceptional cases, a co-presidency involving two countries can also be arranged. In consultation with 
the past and future presidencies (the trio presidency), the incumbent presidency prepares the annual 
work programme for the Strategy. The presidency chairs the work of the General Assembly and the 
Executive Board, and, as a rule, organises and hosts the meetings of the General Assembly and the 
Executive  Board  and  the  annual  forum.  To  provide  the  necessary  legitimacy  and  momentum  for 
specific topics, the incumbent presidency may organise sectoral ministerial meetings if deemed useful. 

7 

 
The trio presidency 

The trio presidency is designed to ensure continuity and efficiency in implementing priorities during 
the rotation of presidencies. It supports the incumbent presidency by securing regular exchanges on 
strategic steering and coordination. 

Executive Board 

The Executive Board oversees the implementation of the action plan. It is made up of seven country 
delegations,  each of  which  is  composed  of  representatives of the states  and  regions,  including  the 
national coordinator(s). The Commission acts as facilitator and coordinator and co-chairs the meeting 
but  does  not  have  voting  rights.  The  Commission’s  role  is  to  ensure  that  decisions  taken  by  the 
Executive  Board  comply  with  EU  legislation.  Representatives  of  the  Youth  Council,  the  Alpine 
Convention  and  the  Alpine  Space  programme  participate  in  the  Executive  Board  as  observers.  For 
coherence,  the  rotating  chair  of  the  Executive  Board  coincides  with  the  presidency  of  the  General 
Assembly. 

The Executive Board is responsible for ensuring coordinated implementation of the action plan across 
sectors and across all levels of governance. It collects the reports of the action groups, monitors their 
implementation of  the  work  plans  and  prepares the General  Assembly meetings,  thereby  ensuring 
close consultation with the political level and all stakeholders. The Executive Board regularly invites 
the Board of Action Group Leaders to joint meetings to discuss strategic issues and the progress of the 
Strategy’s implementation. 

National coordinators 

National coordinators play a major role in coordinating and supporting the design and implementation 
of the Strategy and encouraging stakeholder involvement. They are members of the Executive Board 
and coordinate the national delegations. They are the focal points at the national level, responsible for 
the  strategic  coordination  of  the  Strategy  within  their  country.  They  are  appointed  by  their 
government or institution and may represent either the national or the regional level. 

Action groups 

Action  groups  are  the  implementing  bodies  of  the  Strategy,  bringing  together  experts  from 
participating  states  and  regions  responsible  for  the  day-to-day  implementation  of  the  Strategy’s 
thematic fields (actions and projects). Given the Strategy’s cross-border and transnational dimension, 
their  work  is  transnational,  intersectoral  and  interinstitutional  and  aims  to  effectively  embed  the 
Strategy in various national contexts. Their task is to coordinate policies and stakeholders involved in 
their respective actions across borders, create favourable modalities in their policy areas in line with 
the Strategy’s objectives and – if necessary – design and implement their own projects or activities. 
With their work the action groups contribute to implementation of the missions assigned by General 
Assembly. 

Action  groups  include  stakeholders  relevant  to  their  mandate  (e.g.  representatives  of  national  or 
regional  authorities  (such  as  line  ministries),  local  authorities  (cities  and  metropolises),  non-
governmental  organisations,  trade  unions,  chambers  of  commerce,  universities,  the  Alpine 
Convention, and the Alpine Space programme), bringing the Strategy closer to people. Members are 
nominated  by  their  respective  national coordinator  based on their  expertise  in  their  relevant  field. 
They analyse the results of projects and activities implemented in the area and work to integrate or 
translate  these  into  policies  and  governance  instruments  (e.g.  norms,  regulations  and  political 
agreements). 

To facilitate coordination and communication, each action group is represented and coordinated by 
one or more action group leaders, who are appointed by the General Assembly, based on merit and 
geographic balance. Action group leaders act as thematic and strategic coordinators and gatekeepers, 

8 

 
encouraging and supporting a wide range of stakeholders in developing activities and projects in line 
with the action plan and the action groups’ work plans. 

Board of Action Group Leaders 

The Board of Action Group Leaders is composed of the leaders of all action groups and is responsible 
for  ensuring  consistency  and  alignment  across  all  action  groups.  It  ensures  smooth  coordination 
between the action groups and prevents potential overlaps. It is the coordination interface between 
the Executive Board, which coordinates the Strategy, and the action groups implementing it. The Board 
of  Action  Group  Leaders  meets  at  least  twice  a  year,  whenever  possible  back-to-back  with  the 
Executive Board to allow for joint meetings and exchanges. It is chaired by one or two action group 
leaders, designated by the board itself. 

Joint meetings of the Executive Board and the Board of Action Group Leaders 

The  joint  meetings of  the  Executive  Board  and  the  Board  of  Action  Group Leaders  aim  to  improve 
coordination  of  implementation  in  line  with  the  mandate  of  the  General  Assembly.  They  are  also 
designed  to  improve  the  reporting  of  information  and  needs  from  implementing  authorities  and 
stakeholders. During these meetings, potential projects of the action group are assessed on the basis 
of  their  political  and  strategic  relevance,  consistency  with  and  contribution  to  the  missions, 
transnational and Alpine-wide relevance, and inclusion of transalpine cooperation. 

Mission rapporteur 

A mission rapporteur acts as head of a mission, ensuring its political direction and visibility within the 
Strategy. The mission rapporteur is a member of, and is appointed by, the General Assembly. They 
work in close cooperation with the mission coordinator. 

Mission coordinator 

The  mission  coordinator  is  responsible  for  technically  coordinating  all  activities  necessary  to 
successfully implement a mission. This includes facilitating communication between different action 
groups and projects involved in the mission’s activities. The coordinator works in close collaboration 
with the mission rapporteur. 

Youth Council 

The  Strategy’s  Youth  Council  is  nominated  once  a  year.  It  serves  as  a  platform  for  the  institutional 
involvement of young people in all strategy bodies, ensuring their ideas and viewpoints are heard and 
duly considered. The council contributes to the implementation of the  Strategy and helps to build a 
bridge  between  young  people in  different  Alpine  regions  and the  governance  structures. The  Youth 
Council  participates  in  General  Assembly  and  Executive  Board  meetings  as  an  observer.  The  Youth 
Council also develops proposals for concrete actions and projects, which it presents to the Strategy’s 
implementing bodies, alongside its own activities aimed at young people in the Alpine region. 

Support structure 

Technical support structure and strategy secretariat 

The strategy secretariat provides technical and content-related support for implementing the action 
plan,  facilitating  communication  and  cooperation  among  the  governance  bodies,  particularly  the 
General Assembly, the presidency, the Executive Board, the Board of Action Group Leaders, and the 
Youth Council. Its role is to facilitate implementation of the Strategy, assist the action groups, promote 
collaboration  and  cross-sectoral  cooperation  across  action  groups,  encourage  the  involvement  of 
young people, and support project development. The secretariat also helps build the capacity of action 
groups in terms of funding opportunities and facilitates financial dialogue between the Strategy and 

9 

 
funding  institutions.  Moreover,  it  coordinates  collaboration  with  other  relevant  Alpine-wide 
stakeholders and macro-regional strategies. 

To ensure the visibility and the effectiveness of the Strategy, the secretariat coordinates internal and 
external communication to maintain consistency and engages in dissemination and awareness-raising 
activities  The  secretariat  is  also  committed  to  assisting  the  Executive  Board  in  monitoring  the 
operability and progress of the Strategy. 

Key meetings and events 

Meetings of the General Assembly 

Meetings of the General Assembly take place at least once a year. They are the main occasion for the 
assembly to carry out its tasks and responsibilities, as described above. 

Annual forum 

Together with the General Assembly, the annual forum is the main event of the Strategy every year. It 
brings  together  relevant  stakeholders  to  discuss  the  full  range  of  topics  covered  by  the  Strategy 
through various events and workshops. The forum raises the Strategy’s profile, facilitates discussion 
on specific thematic initiatives, and fosters a multidisciplinary and integrated approach to the Strategy 
and its effective implementation. 

This event is hosted and organised by the presidency, which is responsible for its thematic focus and 
overall logistics. 

The implementation instruments of the Strategy 

The action plan 

The implementation of Strategy activities is guided by the action plan. The plan is structured across 
three levels of strategic orientation and action: 

•  policy pillars and objectives (which provide strategic direction for the policy pillars) 
•  actions (which break down the policy pillars into specific thematic operational areas)  
•  projects, coordination initiatives and other activities (which constitute concrete interventions). 

This document serves as the basic reference framework for the General Assembly, the Executive Board 
and  action  groups.  Together  with  the  General  Assembly’s  guidelines  and  based  on  the  missions 
discussed and approved by the assembly, the action plan supports the action groups in developing 
their work plans. 

Missions 

Discussed and defined at the political level through decisions of the General Assembly, missions tackle 
challenges  of  Alpine-wide  relevance  by  setting  ambitious  yet  realistic  objectives.  They  provide  the 
political steering and visibility needed to implement the Strategy. Missions are prepared and detailed 
thoroughly in close cooperation with the Executive Board and the  action groups. In pursuing cross-
cutting aims, they enable projects and initiatives to be clustered around one goal, thereby increasing 
cooperation among action groups and ultimately strengthening coherence between the political and 
technical levels. 

Based on the action plan, missions bring together stakeholders from different sectors, action groups, 
states and regions and other relevant parties. To meet the coordination needs required to implement 
missions  successfully,  a  mission  coordinator  is  appointed  for  each  mission.  The  coordinator  works 

10 

 
closely with the mission rapporteur, who acts as the head of the mission and is appointed from among 
the members of the General Assembly, thus ensuring political leadership and visibility. 

Actions 

In  response  to  current  challenges  in  the  Alpine  region  and  in  line  with  the  most  recent  policy 
documents, the policy pillars contain nine actions. Each action is broken down into two to seven topics, 
which form the basis for the concrete work of action groups. Action groups foster a strong sense of 
ownership among participants across the region by operating within a broad network and by ensuring 
that cooperation is in line with the political aims. 

Work plans 

The action groups’ work plans are three-year programmes designed to translate the objectives stated 
in the action plan, its actions and the missions defined by the General Assembly into tangible projects 
and initiatives to achieve the desired impact in each policy field. Both the work plans and the missions 
play  a  decisive  role  in  ensuring  policy  coherence  between  the  action  plan  and  the  projects  and 
initiatives implemented by the action groups. 

To ensure that action groups are result-oriented, work plans reflect the ambition of the Strategy while 
remaining realistic in terms of timing and resources, focused, and macro-regional in scope. In drafting 
their work plans, action groups take into account the priorities and guidance provided by the General 
Assembly and/or the Executive Board for the implementation of the action plan. 

11 

 
 
Policy pillars and actions under the Strategy 

Although the challenges of cooperation in the Alpine region have not changed fundamentally in recent 
years, the Strategy  has laid the  groundwork  for responding  to the urgent need to adapt to diverse 
transformation processes by clearly prioritising actions. This prioritisation is based on the following 
criteria: 

a)  political and strategic interest, responding to shared challenges; 
b)  coherence with and contributions to missions (where relevant); 
c)  transnational, Alpine-wide relevance; 
d)  transalpine cooperation as a prerequisite for addressing the topic effectively. 

Policy pillars and objectives 

The revised action plan focuses on three policy pillars, each linked to one objective of the Strategy: 

•  Pillar 1: Economic growth and innovation 

–  Objective: A competitive, innovative, circular and climate-neutral economy in the Alpine region. 

•  Pillar 2: Mobility and connectivity 

–  Objective:  A  more  accessible  and  interconnected  Alpine  region  that  fosters  sustainable 
transport and mobility solutions and makes the most of digitalisation and new technologies. 

•  Pillar 3: Environment and energy 

–  Objective: An ecologically connected and environmentally sustainable Alpine region that fosters 

climate change adaptation and mitigation. 

Figure 1:  Organisation of the action plan 

12 

 
 
Pillar 1: Economic growth and innovation 

OBJECTIVE: A competitive, innovative, circular and climate-neutral economy in the Alpine region 

The overall objective of this pillar is to address the most significant challenges and opportunities for 
the competitiveness and sustainability of the region’s economic development. The actions under this 
pillar focus on strengthening research and innovation (Action 1), enhancing the economic potential of 
sectors of strategic importance for the region (Action 2), and improving labour market, education and 
training opportunities (Action 3) with the aim of improving the social and economic environment of 
the region. These actions should be pursued with an understanding of their close interdependence to 
maximise their impact, particularly in strategic economic sectors. 

In the main strategic sectors (mountain agriculture and forestry, energy, industry and tourism), the 
framework of the Alpine Convention is particularly relevant in the Alpine mountain area. A sound and 
sustainable  economic  environment  is  essential  for  supporting  human  activities  in  the  region  and 
protecting the well-being of its people and its natural ecosystem. 

Action 1: Strengthening an effective research and innovation ecosystem 

Regional characteristics and challenges 

The  Alpine  region  is  home  to  a  large  number  of  internationally  renowned  research  and  innovation 
centres, which form the foundation for further development in this field. High levels of research and 
development  expenditure,  world-class,  high-capacity  universities  and  research  centres,  and  the 
presence of international and private research centres of global relevance make the Alpine region one 
of the most innovative places in Europe. Many of these centres are organised in clusters, creating a 
regional economy that provides a solid basis for innovation based on smart specialisation strategies. 
This allows companies to become more competitive in sectors of particular relevance for the region 
(such as energy, green technologies, mechatronics and engineering, chemistry and new materials, and 
information and communications technology). 

However, significant disparities in innovation, access to funding, and the adoption oof the information 
and communication technologies exist both within and between the regions. Innovation facilities are 
mainly concentrated in urban centres, with fewer hubs in rural areas. 

The  Strategy  addresses these disparities  by promoting smart, sustainable and inclusive  growth and 
competitiveness, helping to identify competitive research and innovation priorities, and encouraging 
the  right  policy  mix  that  enables  these  priorities  to  be  achieved  in  line  with  the  vision,  strategic 
positioning and the innovation strategies of the Alpine countries and regions. This should facilitate the 
implementation of well-defined, competitive innovation policies in the macro-region. 

Strategic relevance 

A range of other EU and national policies can complement this action on research and innovation. The 
action builds on existing policies relevant to Alpine innovation, including the ongoing twin transition, 
and  measures  to  strengthen  competitiveness,  forest  management  and  innovation  cooperation.  For 
2024-2029, the Commission is focusing on sustainable prosperity and competitiveness, with research 
and innovation playing a pivotal role in driving the necessary transformations2. 

Focus 

Action 1 focuses on developing an effective research and innovation ecosystem in the Alpine region, 
particularly in the strategic sectors of energy, industry and tourism. It provides guidance for research 
and  innovation  activities  in  these sectors  to  help  them  adapt  to  climate  change  and  facilitate  their 

2 https://commission.europa.eu/document/e6cd4328-673c-4e7a-8683-f63ffb2cf648_en 

13 

 
 
systemic green and circular transition, thereby promoting economic diversification and the effective 
use of digital technologies. 

Main topics 

•  Alpine-wide coordination of research and/or innovation policies 

Coordinating research and/or innovation policy approaches across the Alps could help maintain a 
competitive edge against emerging global competitors. It could also help align diverse governance 
systems and administrations, which currently limit the potential for transnational exploitation of 
the  Alpine  region’s  strengths  and  opportunities.  Action  1  could  therefore  contribute  to  the 
development  and  implementation  of  targeted  policy  recommendations  to  enhance  regional 
cooperation and strategic coordination. 

•  Fostering exchanges between research institutions, businesses and public authorities 

To maximise the impact of research results, knowledge and capacity sharing between companies 
and research institutions across the Alpine countries should be strengthened to create a solid basis 
for innovation in sectors relevant to the region. Other actors, such as multidisciplinary universities 
and departments, secondary schools, ﬁrms, associations, public institutions and civil society, should 
be  encouraged  to  adopt  and  apply  research  results  by  enhanced  interactions  between  science, 
policy and society. Activities could include setting up cross-border innovation hubs, supporting joint 
pilot  projects,  and  mapping  regional  knowledge  assets  to  encourage  synergies  and  resource 
pooling. Strengthening transnational platforms and networks can help identify existing innovation 
resources and potential obstacles, enabling closer coordination of research activities. This should 
intensify discussions on the current research landscape in the Alpine regions, contribute to pooling 
resources, and promote a more circular and sustainable approach in the research and innovation 
sector. 

•  Supporting a more geographically balanced development of innovation and research 

Although research and development expenditure in the Alpine region is relatively high compared 
with the European average, much of this funding is concentrated in a few locations, primarily major 
urban areas. This concentration results in discrepancies and uneven development both across and 
within Alpine regions. A territorial analysis of the innovation landscape could help raise awareness 
of  these  imbalances.  Leveraging  existing  structures  and  good  practice,  like  the  knowledge  and 
technology  transfer  offices  to  transfer  research  and  innovation  to  rural  and  more  remote  areas 
would contribute to reducing the territorial innovation gap. 

Synergies with other actions 

Action 1 is intended to serve as a resource for stakeholders throughout the Alpine region, enabling 
them  to  identify  research  results  and  ongoing  innovation  processes  in  their  area  of  interest.  In 
particular, it facilitates synergies in highly specialised transition processes. For example, opportunities 
could  be  explored  in  the  digital  and  ecological  transitions  of  niche  production  sectors,  or  in  the 
development of health and well-being sectors in connection with new forms of work and living. 

Action 2: Increasing the economic potential of strategic sectors 

Regional characteristics and challenges 

The Alpine region is characterised by the presence of relatively strong economic actors, including large 
enterprises  and  small  and  medium-sized  enterprises (SMEs) of  global,  regional  and  local  relevance. 
Given  the  size  of  the  area,  geographic  fragmentation  and  differences  between  regions  in  terms  of 
socio-economic context and specialisation create considerable inner-Alpine diversity. Enterprises draw 
on varied productive traditions of the Alps, with different Alpine regions specialising in different economic 
sectors,  such  as  innovation,  tourism,  agri-food,  forestry,  and  services.  The  ability  of  enterprises  to 

14 

 
invest in the region and to create and maintain jobs is crucial. Because of this inner-Alpine diversity, a 
place-based approach that considers the specific context of each region is important. 

Increasing  economic  potential  relies  on  using  potential  synergies.  These  synergies  can  be  explored 
throughout  the value  chains  within the  region’s  strategic sectors  (e.g. agriculture, forestry, energy, 
industry and tourism). Moving further up the value chain creates opportunities for rural and urban 
areas of the region to work together. 

Activities  within  the  Strategy  strengthen  opportunities  for  developing  synergies  between  different 
actors  and  fields  in  the  use  of  Alpine-specific  resources.  This  should  support  adaptation  to  climate 
change,  drive  the  systemic  green  and  circular  transition,  strengthen  resilience,  and  promote  the 
effective use of digital technologies. 

Strategic relevance 

A range of EU and national policies can accompany the Strategy’s action on economic development. In 
its 2024-2029 programme for upcoming EU policies3, the Commission prioritises sustainable prosperity 
and competitiveness, linked to  the  Clean Industrial Deal and  greater circularity and resilience  in the 
economy.  Furthermore,  the  circular  economy  concept  was  approved  as  a  cross-cutting  theme 
within the Strategy in 2023. These aspects are rooted in existing policies relevant to Alpine SMEs and 
industry  act,  the  European 
industries, 
competitiveness compass and the sustainable tourism strategy. 

including  the  ongoing  twin  transition,  the  net-zero 

Focus 

Action 2 focuses on the economic potential of sectors of particular importance for agriculture, forestry, 
energy, industry and tourism and their changing economic and social environment, placing particular 
emphasis on supporting industries and SMEs. 

Main topics 

•  Agricultural and sustainable forestry products and services throughout the full value chain 

The Alpine region hosts a wide range of economic operators in the agriculture and forestry sectors, 
deeply rooted in their locations. Opportunities in the agricultural sector  include organic, climate 
and  water  resilient  and  regenerative  farming  and  the  use  of  geographical  indications,  which 
promote the production of high-quality, region-specific products throughout the value chain and 
effective  branding  of  Alpine  products.  Strengthening  the  logistics  and  efficiency  of  local  supply 
chains is particularly important, as this enhances local value creation, fosters closer relationships 
between  producers  and  consumers,  and  contributes  to  the  resilience  of  regional  food  systems. 
Timber harvesting provides sustainable material for the construction sector and can contribute to 
the decarbonisation along value chains, especially in the building sector. Furthermore, the forestry 
sector  can  provide  ecosystem  services  (provided  forests  are  planted  and  managed  according  to 
certain criteria) and generate additional revenue for forest owners. 

• 

Innovative sustainable tourism 
Tourism  is  an  important  economic  factor  in  much  of  the  Alpine  region  for  both  economic 
development and employment. A particular feature of Alpine tourism is its high seasonality and 
strong SME-based structure. The aim of this action is to further strengthen Alpine tourism to ensure 
that the sector is equipped to meet future challenges (e.g. those arising from climate change, water 
scarcity,  flood  risk  and  air quality).  Tourism  needs  to  shift  increasingly  towards  environmentally 
sustainable practices, leveraging the region’s natural and cultural heritage.  

• 

Improving the industrial sector, including renewable energy 
The Alpine region is also an area of industrial production. In light of challenges in global chains and 
the  need  to  strengthen  economic  resilience,  re-industrialisation  with  a  focus  on  the  circular 

3 https://commission.europa.eu/document/e6cd4328-673c-4e7a-8683-f63ffb2cf648_en 

15 

 
 
economy  is  a  top  priority.  Efficient  energy  use  and  reuse  of  materials  and  renewable  energy 
production and storage play a key role at European level. This presents significant opportunities for 
developing products related to energy production, storage, efficiency and saving compatible with 
the Alpine environments. Furthermore, the region’s unique topography may also hold potential for 
product  development.  Creating  favourable  framework  modalities  that  support  specialised 
enterprises  and  products  can  extend  and  enhance  the  value  chains  for  these  regionally  based 
products. 

•  Fostering the green and digital ‘twin transition’, with a focus on smart industries 

The transition to a more sustainable and digital industrial model is essential for economic growth 
in  the  Alpine  region.  The  twin  transition–green  and  digital–drives 
innovation,  boosting 
competitiveness while addressing environmental challenges. With its rich industrial heritage, strong 
innovation ecosystem and leadership in sustainability and digital transformation, the Alpine region 
is well-placed to lead in smart, resource-efficient and circular economy-based industrial production. 
By  leveraging  cutting-edge  technologies  such  as  artificial  intelligence,  the  internet  of  things, 
blockchain  and  additive  manufacturing  (3D  printing),  the  region  can  foster  a  resilient  and 
competitive manufacturing sector, ensuring long-term economic and environmental sustainability. 

Synergies with other actions 

The objective of Action 2 – to increase the economic potential of strategic sectors – cannot be pursued 
in  isolation.  Both  innovation  and  smart  specialisation  are  crucial  for  economic  development. 
Therefore,  aligning  the  themes  and  needs  of  Action  1  and  Action  2  seems  necessary  to  transform 
successful research and development projects and innovative approaches into added value through 
effective  technology transfer.  Action 2  is also  closely  linked  to  Action  3, as skilled human capital is 
needed to develop and expand existing economic potential, and to Action 5, which focuses on digital 
connectivity and skills, a cornerstone of economic development. Additionally, there is a link to Action 
9, which addresses energy sources and efficiency, while Action 2 aims to generate economic benefits 
through energy technology and energy services. 

Action 3: Improving the relevance of labour market policies, education and 
training for strategic sectors 

Regional characteristics and challenges 

The  Alpine  labour  market  offers  a  wide  range  of  employment  opportunities,  from  traditional 
craftsmanship  and  artisanal  professions  to  advanced  industrial  and  energy-related  jobs,  highly 
qualified services, and seasonal jobs in agriculture and tourism. Compared with the European average, 
employment  rates  in  the  Alpine  region  are  generally  high.  The  labour markets  are  well-integrated, 
often extending beyond national borders. Workers  in the Alpine region come from both within the 
region and other countries, particularly in sectors dependent on seasonal activities, such as tourism. 
This cross-border integration plays a crucial role in the region’s economic development by enhancing 
labour mobility and economic cooperation. 

Nonetheless, the Alpine region faces significant internal disparities. These are linked to topographic 
and  demographic  challenges, such  as  the  abandonment of  some  mountain  areas  and  difficulties  in 
retaining and attracting skilled labour. While accessibility and access to employment remain key issues 
in  these  areas  (see  Pillar  2:  Mobility  and  connectivity),  a  shortage  of  highly  skilled  labour  is  also  a 
relevant concern, particularly in the fields of science, technology, engineering, mathematics and agri-
food, which are essential for maintaining competitiveness, preparedness and technological leadership. 
Securing skilled workers with the right competencies is a major concern in many parts of the region, 
aggravated  by  brain  drain  and  limited  opportunities  for  professional  skill  development.  This  is 
Information  and 
particularly  true  for  peripheral  areas  already  experiencing  depopulation. 
for 
communication 

that  enhance  connectivity  can  expand  opportunities 

technologies 

16 

 
entrepreneurship and teleworking in remote regions. These advancements may also help address the 
brain drain phenomenon and population ageing. 

Strategic relevance 

A range of other EU and national policies have an impact on the Strategy’s actions on labour market, 
education and training. For example, the Commission’s 2024-2029 programme for future EU policies4 
highlights the need to tackle labour and skills shortages by creating a Union of Skills initiative, developing 
a European strategy for vocational education and training, and drawing up a strategic plan for science, 
technology,  engineering,  and  mathematics  education.  These  priorities  build  upon  existing  efforts, 
including the EU action plan on labour and skills shortages, which continues to shape the EU’s approach 
to workforce challenges. These initiatives are closely aligned with the principles of the European Pillar 
of Social Rights, which promotes equal opportunities, access to quality education and training, and fair 
working conditions, and with funding programmes such as the European Social Fund Plus. 

Focus 

Action 3 focuses on creating an Alpine-wide education and training space and labour market. It targets 
strategic  sectors  (mountain  agriculture,  forestry,  energy,  industry  and  tourism)  with  the  aim  of 
increasing employment levels in the region. Action 3 also focuses on adapting skills and professions to 
climate change and technological transitions, with a particular emphasis on young people. 

Main topics 

• 

Improving conditions to increase access to jobs and attract highly qualified labour to counter brain 
drain, loss of labour force and depopulation in peripheral areas 
Increasing  access  to  jobs  and  attracting  highly  qualified  workers  is  crucial  for  addressing 
depopulation in mountain areas and meeting the demand for skilled labour. Raising awareness of 
professional opportunities in mountain areas is key to combating brain drain, loss of labour force 
and depopulation in rural, and in particular peripheral, areas. Initiatives such as providing young 
people with field experience can encourage them to settle in mountain areas, preserving traditional 
mountain professions and strengthening socio-economic sustainability. The Strategy facilitates the 
exchange of good practices and lessons learned, fostering regional cooperation. Developing tools 
to  acquire,  observe  and  validate  soft  skills  is  essential  for  improving  job  performance  and 
supporting career transitions, both from school to work and between jobs. These measures improve 
cohesion across Alpine areas, fostering balanced development and stronger regional ties. 

•  Developing joint training initiatives to improve upskilling and reskilling in line with market needs, 

transformations and crises 
Within the strategy framework, training programmes can be tailored to meet the specific needs of 
Alpine  strategic  sectors,  leveraging  regional  knowledge  and  addressing  local  particularities. 
Developing joint training programmes and upskilling and reskilling courses is crucial for the Alpine 
area. Strengthening skills in response to evolving market needs contributes directly to maintaining 
the competitiveness of the Alpine labour market, while ensuring equal and inclusive access to jobs. 
Equal  attention  must  be  given  to  soft  skills  and  professional  skills  in  science,  technology, 
engineering,  mathematics  and  agri-food  to  strengthen  the  region’s  competitiveness,  ability  to 
innovate and strategic autonomy in key industrial sectors. 

•  Supporting  the  development  of  Alpine  value  chains  that  prioritise  local  products  based  on 

traditional knowledge and production practices 
Supporting the development of Alpine value chains is key to fostering sustainable economic growth 
and circular economy practices. Preserving traditional knowledge and cultural heritage strengthens 
the  identity  of  Alpine  regions  and  ensures  the  continuity  of  sustainable  practices  passed  down 
through generations. Adopting a regional approach within the Alpine region through transnational 

4 https://commission.europa.eu/document/e6cd4328-673c-4e7a-8683-f63ffb2cf648_en 

17 

 
 
cooperation  can  further  enhance  the  sustainability  of  these  value  chains  by  integrating  local 
competencies, business networks, research infrastructure and markets. 

•  Raising awareness of remote working and learning to support skilled/intellectual/entrepreneurial 

jobs in decentralised and rural areas 
Raising  awareness  of  the  potential  of  remote  working  methods  is  crucial  for  expanding  skilled, 
intellectual, and entrepreneurial job opportunities in peripheral and rural areas. Leveraging digital 
and  innovative  working  and  learning  methods  can  help  combat  depopulation,  diversify  local 
economies, and create more professional opportunities outside urban centres. Promoting remote 
working and learning also fosters greater cohesion across Alpine regions by ensuring more inclusive 
and equitable access to employment and learning opportunities, regardless of location. Regional 
cooperation  under  the  Strategy  can  facilitate  sharing  experiences,  best  practices,  and  lessons 
learned from mountain areas facing similar challenges, promoting tailored solutions for local needs. 

Synergies with other actions 

A well-educated and professional workforce is an important asset across most themes covered by the 
other  actions.  Workers  with  skills  aligned  to  market  needs  are  relevant  to  Actions  1  and  2.  Those 
capable of managing transformation and crises are particularly relevant in the context of Actions 5 to 
9. 

Pillar 2: Mobility and connectivity 

OBJECTIVE: A more accessible and interconnected Alpine region that fosters sustainable transport and 
mobility solutions and makes the most of digitalisation and new technologies. 

The overall objective of this policy area is to address the most important challenges and opportunities 
on mobility (Action 4) and connectivity (Action 5) in the Alpine region. The issue of accessibility and 
interconnection of traffic and goods remains highly relevant, as interlinkage has steadily increased over 
the  past  decades.  Mobility  remains  crucial  due  to  the  special  geographic  conditions  in  the  Alpine 
region. As an economically dynamic area and a tourism hotspot, it generates high levels of mobility, 
both as a point of departure and as a destination. Additionally, the Alpine region is crossed by some of 
the most important European transport corridors, connecting central and southern Europe. 

However, increasing congestion, combined with physical constraints and limited space for transport 
infrastructure, underscores the need to carefully balance the interests of various stakeholders. This 
involves reducing air and noise emissions, shifting passenger and freight traffic to rail, making better 
use of existing infrastructure and using digital tools to manage traffic more effectively. 

Closely related to this topic is accessibility, which must be addressed in an integrated manner. While 
this includes traditional transport access, digital accessibility is becoming increasingly important. From 
a broader perspective, ensuring digital connectivity and access to public services and supplies is crucial 
for the sustainable development of the Alpine region and the welfare of its communities. Digitisation 
and connectivity play a particularly important role in tackling challenges related to remoteness, limited 
services and regional vulnerabilities while enabling fair and inclusive access to new technologies for 
people living in mountainous and rural areas. Enhancing digital infrastructure, including high-speed 
internet access  and digital platforms,  in  coordination  with an Alpine-wide data strategy, can foster 
regional resilience and competitiveness. This should create better economic opportunities, improve 
service provision, encourage innovation, and support the development of frontier technologies, such 
as  artificial  intelligence,  which  can  be  deployed  in  key  sectors  to  address  specific  needs  of  Alpine 
communities. These challenges and objectives are also reflected in the Alpine Convention. 

18 

 
Action 4: Promoting intermodality and interoperability in passenger and freight 
transport 

Regional characteristics and challenges 

The Alpine region, with its mountainous landscape, shapes both the opportunities and challenges for 
mobility  and  transport.  Geophysical  constraints  limit  options  for  constructing  and  maintaining 
transport  infrastructure.  Yet  demand  for  transport  and  mobility  remains  high,  as  commuters,  the 
regional economy and the tourism sector all depend on it. Furthermore, the region is a major European 
crossroads  and  transit  area  for  pan-European  transport,  combining  a  variety  of  transport  modes, 
including road, rail and maritime ports, which act as gateways for logistics chains. 

Traffic  in  the  Alpine  region  is  overall  increasing.  However,  the  pressure  and  impact  of  transport  is 
unevenly distributed throughout the region. Traffic in the Alps and the peri-Alpine lowlands is generally 
increasing  due  to  globalised  logistics  chains,  increased  leisure  time,  more  flexible  working 
arrangements and the wider adoption of remote work. Whereas urban areas in the macro-region are 
often established as high-quality transport nodes, in some peripheral areas the quality of transport, 
especially  public  transport  availability,  is  much  poorer.  This  imbalance  creates  conflicts  between 
preserving  the  unique  landscape  and  biodiversity,  ensuring  a  high  quality  of  life  and  maintaining 
accessibility  in  remote  areas.  While  tourism  remains  an  important  economic  sector  for  the  Alpine 
region,  the  mobility  it  generates  puts  significant  pressure  on  existing  infrastructure.  The  uneven 
pressure caused by tourism traffic is not only geographic, but also temporal, due to its seasonal nature. 

Given limited space and financial resources for maintaining and developing transport infrastructure 
and the need to minimise the environmental impact, it is crucial to prioritise investments in sustainable 
modes of transport while making efficient use of  the  existing network  and improving  its  resilience. 
Additionally,  the  transition  to  decarbonised  transport  is  becoming  a  necessity  and  poses  further 
challenges. Due to the wide-reaching and interconnected nature of the impact of passenger and freight 
transport, cross-border cooperation is essential in tackling these issues. Looking ahead, the principle 
that should guide the further development of the Alpine transport and mobility system should be to 
foster stronger links between all modes of transport, ensuring effective intermodality. 

Strategic relevance 

Transport  and  mobility  are  key  topics  in  several  strategic  documents  of  the  EU,  Switzerland  and 
Liechtenstein. Intermodality and interoperability are included in the Commission’s priorities for 2024–
20295 under the heading ‘A new plan for Europe’s sustainable prosperity and competitiveness’. Mobility 
topics also align with other activities under the Strategy intended to achieve rapid climate neutrality 
and develop high-quality transport infrastructure across the continent. Given its specific challenges, the 
Alpine region should be further developed as a model for shifting from road to sustainable modes of 
transport. Developing transalpine rail infrastructure in line with the Trans-European Network plays a 
crucial role in achieving modal shift, especially in freight transport. 

Focus 

Action 4 focuses on promoting intermodality and interoperability in passenger and freight transport 
by coordinating and harmonising efforts towards a sustainable transport and mobility system. 

Main topics 

•  Facilitating the development of links between the Alpine regions and the Trans-European Network 

nodes 
Transport transit across the Alps is growing. While the Alpine metropolitan areas are often linked 
to  the  main  transport  routes,  more  peripheral  regions  benefit  less  from  the  Trans-European 

5 https://commission.europa.eu/document/e6cd4328-673c-4e7a-8683-f63ffb2cf648_en 

19 

 
 
Network.  Links  from  these  regions  to  the  nodes  are  often  missing.  The  quality  of  transport, 
especially  public  transport,  is  usually  much  poorer  in  these  areas.  Therefore,  it  is  important  to 
develop integrated transport systems linking the Trans-European Network nodes to these regions 
and to improve  sustainable  transport  connections  between valleys  and  across passes, especially 
across regional and state borders. 

•  Smart and sustainable passenger and freight transport (local, regional and cross-border mobility) 
In  the  Alpine  context,  this  includes  long-distance  transport  and  requires  innovative  last-mile 
solutions, such as mobility as a service, and promoting walking and cycling. There is also untapped 
potential  to  improve  mobility  in  tourism,  which  is  often  seasonal  and  concentrated.  Integrated 
mobility concepts addressing the needs of various target groups such as commuters, tourists and 
last-mile service users can help tackle this challenge. For freight, the shift from road to rail is still 
ongoing and needs to integrate seaports, as these often act as entry points to the Alpine region. 
Improving logistics  for sustainable value chains is  essential, as these  chains  depend on  efficient, 
low-carbon delivery solutions. In addition, Information and communications technology solutions 
can  support  modal  shift  by  making  multimodal  freight  transport  operations  and  the  real-time 
management of cargo flows more efficient. 

•  Adapting transport infrastructure to climate change, natural hazards and maintenance works 

As  the  Alpine  region  is  particularly  vulnerable  to  climate  change  and  natural  hazards,  climate-
proofing and the resilience of transport infrastructure deserve particular attention. Measures such 
as  the  construction  and  maintenance  of  Alpine  transport  infrastructure  require  coordinated 
approaches,  including  designing  resilient  civil  engineering  projects  and  providing  sufficient 
redundancy  to  allow  for  bypass  routes  during  disruptions.  The  Strategy  provides  a  platform  for 
sharing  knowledge  and  information  on  resilience  and  adaptation  measures  and  promoting 
investment in improving transport resilience. 

•  Energy transition and decarbonisation of road and rail transport 

Decarbonising  road  transport  has  gained  significant  importance  and  is  supported  by  recent  EU 
legislation,  including  requirements  for  charging  and  refuelling  infrastructure  along  the  Trans-
European Network6. An integrated perspective, covering energy generation, transfer and storage, 
may create synergies with other sectors. The Alpine topography and its physical bottlenecks make 
the  region  particularly  susceptible  to  air  pollution  and  noise  emissions.  Appropriate  economic 
measures  are  needed  to  encourage  the  shift  from  road  to  rail.  Besides  this  modal  shift,  new 
propulsion technologies offer promising solutions to this problem. Considering the environmental 
impact  of  fossil-fuelled  freight  transport,  a  cross-cutting  approach  to  accelerate  the  ongoing 
electrification of road transport fleets and coordinate the rollout of alternative fuel infrastructure 
(including for river ports, seaports and multimodal hubs) is essential. 

Synergies with other actions 

Thematic  synergies  can  be  expected  with  Action  5  on  the  optimisation  of  freight  and  passenger 
transport  through  digitalisation.  Activities 
linked  to  new  propulsion  technologies  and  the 
decarbonisation of transport are also closely related to Action 9. Thematic synergies can be expected 
with Action 8 on the adaptation of infrastructure to climate change and associated risks. 

Action 5: Connecting people digitally and promoting accessibility to public 
services 

Digitalisation and connectivity are global developments that bring both opportunities and challenges 
to the Alpine region. While some areas are well-connected and expansive, others remain remote. One 
of the challenges lies in the traditionally complex task of setting up digital and transport infrastructure 
in difficult geophysical conditions. As a result, access to some public services and services of general 

6 https://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32019L1161 

20 

 
 
interest remains difficult in certain areas. Improved digitalisation and connectivity can help overcome 
these challenges, for example through technologies such as satellite network connections. However, 
new  possibilities  and  tools  in  this  fast-moving  sector  are  developing  at  a  rapid  pace  and  require  a 
dynamic approach. 

Digitalisation and improved connectivity can help unlock and expand economic potential and, when 
paired  with  social  innovation,  can  drive  sustainable  and  lasting  economic  growth.  Information  and 
communication  technologies allowing  for  an  enhanced  connectivity  can  also 
increase  the 
opportunities  for  entrepreneurship  in  remote  areas  and  teleworking.  These  could  contribute  to 
retaining young and skilled workers in more isolated areas. 

Given its macro-regional scope, the Strategy provides an optimal framework for disseminating, future-
proofing  and guiding  the  digital transition in specific Alpine  areas.  In addition, developing  common 
frameworks for the use of data and artificial intelligence can strengthen cooperation between Alpine 
stakeholders and give the region a competitive edge in this sector. 

Strategic relevance 

The digital transition and the green transition are two of the EU’s main priorities for building a Europe 
fit for the digital age. The further development of artificial intelligence solutions and wider access to 
high-speed internet are reflected in several strategic documents of the Alpine states. At EU level, the 
Commission  priority7  ‘A new  plan for Europe’s sustainable prosperity and competitiveness’ aims  to 
boost  productivity  by  promoting  the  adoption  of  digital  technologies  to  strengthen  the  EU’s 
competitiveness and secure leadership in artificial intelligence innovation. Implementation measures 
such  as  expanding  access  to  secure,  fast  and  reliable  internet  and  improving  public  services  with 
artificial intelligence play a major role. This shared effort is also reflected in various relevant policies 
and initiatives across the Alpine region. Moreover, data sovereignty is essential for the development 
of independent artificial intelligence solutions and for the preparedness of society and the economy 
in times of hybrid warfare. 

Focus 

Action 5 focuses on promoting digital transformation, especially in mountainous and rural areas, future-
proofing digital infrastructure, and increasing the use and relevance of data and artificial intelligence in 
the Alpine region, all in line with the goal of achieving carbon neutrality. 

Main topics 

•  Digital transformation of (mountainous) areas 

Digital transformation in the Alpine region is crucial for tackling shared regional challenges such as 
remoteness, limited services and vulnerability. Activities under this action are transversal and have 
the potential to improve accessibility, modernise the economy, strengthen sustainability and build 
resilience.  An  important  aspect  of  this  topic  is  therefore  the  implementation  and  uptake  of  e-
services (e.g. e-health, e-government and e-learning) and the wider adoption of smart villages and 
smart communities approaches to strengthen bottom-up solutions for the most remote territories. 
Alpine-wide  cooperation  in  this  field  improves  efficiency  and  competitiveness.  Ultimately,  the 
Strategy’s common approach should support a fair, inclusive and human-centred digital transition 
for regions and communities. 

•  Future-proof digital infrastructure 

The importance of digital infrastructure in improving connectivity and promoting data and digital 
innovation continues to grow, especially in mountain and rural territories. Future-proofing digital 
infrastructure is increasingly relevant both in general and across the Alpine region. There is a long-

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term interest throughout the Alpine region in developing digital infrastructure and networks across 
various regions to enhance competitiveness, resilience and overall prospects as a cohesive entity. 

•  Relevance of data and artificial intelligence in the Alpine region 

Data and artificial intelligence are strategically vital for the Alpine region’s future, driving economic 
innovation, sovereignty and prosperity. Issues such as the ownership and quality of Alpine-related 
data, common open platforms and data spaces, and the use of artificial intelligence systems and 
other relevant future technologies must be addressed. Shared Alpine challenges such as climate 
change  and lack of accessibility  require  data-driven solutions on a regional scale.  Specific issues 
such as water management, climate change and mobility across valleys and regions could benefit 
from an Alpine-wide data strategy. A harmonised approach to data control across the Alps has the 
potential to foster regional influence, resilience and sustainable development by enabling artificial 
intelligence  solutions  and  other  promising  technologies  such  as  autonomous  driving  and  the 
internet of things. 

Synergies with other actions 

Action  5  has  transversal  characteristics,  as  connectivity  enables  access  to  services,  resources  and 
underlying data while tackling common issues around data sharing and protection. The fast-moving 
digital economy is closely tied to innovation, linking Actions 1, 2 and 5. Action 5 can serve as a point of 
reference for Action 3 in relation to digital skills and training. Synergies with Actions 4, 6, 7, 8 and 9 
can help to reach specific sustainability, green transition and energy efficiency goals through digital 
technologies. 

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Pillar 3: Environment and energy 

OBJECTIVE: An ecologically connected, environmentally sustainable Alpine region that fosters climate 
change adaptation and mitigation. 

The overall objective of this pillar is to address the main environmental challenges and opportunities 
in the Alpine region, including those arising from climate change. A sound environment is essential for 
supporting  human  activities  in  the  region  and  ensuring  the  economic  and  social  well-being  of  the 
population. The loss of biodiversity and the fragmentation of landscape and wildlife habitats due to 
competing land uses and climate change pose a challenge for the Alpine environment. Climate change 
also causes changes to the water cycle, including glacial melting with consequences not only for the 
Alpine region but also for downstream countries. 

The focus of this pillar is on natural and cultural resources (Action 6), ecological connectivity (Action 7) 
and  risk  management  (Action  8)  with  the  goal  of  ensuring  the  protection  of  biodiversity  and  the 
restoration of nature. Action 9 addresses energy efficiency and renewable energy as  core aspects of 
climate change mitigation. All three actions are particularly relevant for the mountainous core of the 
region, in line with the Alpine Framework Convention, which promotes the protection and sustainable 
development of the Alps in all relevant areas. The environment, energy and mobility have significant 
regional impacts. Spatial planning instruments can be important tools for addressing regional challenges 
and mitigating  land-use conflicts. A common spatial strategic vision for the  Alpine region could  help 
action groups to contribute to shared sustainable  regional  development goals. Actions 6, 7, 8  and 9 
(together with Action 4) play a key role in this respect. 

Action 6: Preserving and capturing the value of natural and cultural resources 

Regional characteristics and challenges 

The Alpine region boasts an outstanding natural and cultural heritage encompassing a wide array of 
mountain habitats with extremely high biodiversity. Its abundance of water resources, including rivers, 
lakes and glaciers, have led to the region being referred to as the ‘water tower’ of Europe. However, 
the environment of the Alpine region is extremely vulnerable. Over the last 100 years, temperatures 
have risen twice as fast as the global average, leading to glacier and permafrost melt, water scarcity, 
and  changes  to  biodiversity.  These  effects  of  climate  change  threaten  ecosystems,  food  and water 
security, cultural heritage, and winter tourism. Conflicting interests in land use, particularly between 
the  protection  of  natural  resources  and  their  economic  use,  are  a  further  challenge  for  the  Alpine 
regions, especially as the space for permanent settlement in the Alpine valleys is limited. 

Sustainable resource use, biodiversity protection and cultural heritage safeguarding not only have an 
intrinsic value but have also proven to be highly beneficial to local economies. The ways in which these 
resources have been transformed into economic assets have varied throughout history. People benefit 
in many ways from all these ecosystems and the services they provide. Addressing these issues at a 
macro-regional level could facilitate coordination  across  sectors, political levels  and  regions.  In this 
context, a circular and nature-based approach to natural resources in the Alpine production value chain 
is key. 

In addition, cultural aspects such as language diversity, Alpine textile and craft production and food 
systems are closely linked to the ‘regional identity’ of the Alps and represent a particular asset of the 
region in the European context. The Alps’ unique natural and cultural characteristics have also resulted 
in several UNESCO Intangible Cultural Heritage inscriptions and World Heritage sites being designated. 

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Strategic relevance 

Action 6 is expected to contribute to ensuring the sustainability of Alpine resources. It strongly aligns 
with  the  current  Commission  priority8  of  ‘Sustaining  our  quality  of  life:  Food  security,  water  and 
nature’.  It  supports  the  EU’s  goal  of  ‘no  net  land  take  by  2050’  and  addresses  key  policies  on 
safeguarding biodiversity, water and soil and reversing ecosystem degradation. Targets and objectives 
related to the  sustainability, safety and security of feed  and  Alpine  food and non-food production, 
enhancing biodiversity and protecting natural and cultural resources are included in several EU and 
non-EU strategies covering the Alpine region, as well as in the framework of the Alpine Convention. 

In addition to the focus of Pillar 1 (competitiveness and sustainability of the Alpine region’s economic 
development), Action 6 focuses on developing, safeguarding and maximising the value of the region’s 
inherent territorial potential and resources based on its natural and cultural heritage. In this way, it 
also provides a platform for implementing the strategic objectives of the EU Territorial Agenda 2030 
within the Alpine region, ensuring ‘a future for all regions’. 

Focus 

Action 6 focuses on balancing the preservation of the Alpine natural and cultural resources as assets 
of a high-quality living environment with their sustainable economic use and enhancement. 

Main topics 

•  Strengthening the integrated management of water and soil resources 

The  sustainable  and  integrated  management  of  the  Alpine  region’s  resources  is  of  the  utmost 
importance.  Building  on  large  and  small  water  cycles  and  a  sound  landscape  water  balance, 
sustainable water management, e.g. through transnational river basin management plans/schemes 
(including  river  restoration  and  sediment  management),  is  essential  to  secure  an  integrated 
protection,  enhancement and  restoration  of  water  resources  and  their  ecosystems,  and  key  for 
Europe’s  water  resilience  and  water  security.  Adapting  water  management  practices  to  new 
meteorological and hydrological conditions and improving water efficiency across economic sectors 
is also crucial. The increased use of nature-based solutions can contribute to restoring the water 
cycle  and  improving  climate  adaptation,  including  better  protection  against  floods  and  water 
scarcity, thus enhancing the resilience of the whole region.  
As  water  systems  do  not  end  at  national  borders,  the  work  of  the  International  River  Basin 
Management Commissions is very important. For instance, climate change induced changes to the 
water cycle, including glacial melting, with consequences not only for the Alpine region but also for 
downstream  countries.  This  is one  example  of  why,  exchanges  of  knowledge  with  neighbouring 
regions and other macro-regions could be beneficial for the Alpine region. 
Soil is a scarce resource, especially in the Alps, where soil formation processes are particularly slow 
due to geological and climatic conditions. Pressure on fertile valley soils is further increased by the 
limited  space  available  for  permanent  settlement.  Nature-based  solutions  can  support  a  wide 
variety of policies, including those on water management, food security, climate change adaptation 
and mitigation, disaster risk reduction, sustainable development, and agriculture practices. 

•  Utilising and restoring natural and cultural resources in a sustainable way throughout the value 

chain 
The  Alpine  region  boasts  a  wealth  of  natural  and  cultural  heritage,  which  is  a  core  asset  for  its 
economic development. The  natural heritage  includes  protected areas  like  Natura  2000  and the 
Emerald Network, as well as areas dedicated to the conservation of nature, landscape and cultural 
heritage. The cultural heritage includes tangible and intangible assets, such as traditional Alpine 
settlements, buildings and monuments, and the craft skills of past generations, including traditional 
techniques  for  using  natural  resources.  Making the most of these assets is a key feature for the 

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economic development of Alpine regions, especially in sectors such as tourism, craft, agriculture and 
forestry. 
Building  on  innovative  and  successful  initiatives  that  embrace  circular  and  nature-based 
approaches to the production, promotion and marketing of local food and forest-based products 
can strengthen cooperation among producers, processors and consumers,  fostering  robust  local 
value  chains  and  contributing  to  both  cultural  preservation  and  environmental  sustainability. 
Exchanging  experience  and  best  practices  or  setting  up  an  Alpine  strategic  framework  for 
sustainable  and  balanced  models  for  resource  management  and  protection  could  support 
stakeholders across the Alpine region. 

Synergies with other actions 

Preserving  and  making  the  most  of  the  Alpine  region’s  natural  and  cultural  resources  is  closely 
interconnected with the activities carried out under various other actions. Nature-based solutions are 
extremely important not only for areas such as water, forestry and agriculture, but also for disaster 
risk reduction and climate change mitigation and adaptation (Action 8). Furthermore, strengthening 
ecological  connectivity  and  green  and  blue  infrastructure  is  key  for  nature  restoration  measures 
(Action 7). In this context, cooperation between Action 6 and Action 7 could produce useful results. 

Action 7: Developing ecological connectivity across the Alpine region 

Regional characteristics and challenges 

The Alpine region has many protected areas, covering up to 25 per cent of its territory. The coexistence 
of  protected  areas  and  intensively  used  territories  (e.g.  for  transport,  settlement  and  tourism) 
increases fragmentation and poses a threat to Alpine biodiversity by preventing essential ecological 
processes. This  creates the  risk of a sharp divide  between protected and  heavily  used unprotected 
areas, a problem particularly evident in small and narrow Alpine valleys. Within the territory covered 
by the Strategy, there are a number of ecological corridors that connect the Alpine region with other 
mountain areas in Europe. These traditional migration routes for wildlife are currently at least partly 
disrupted  due  to  the  large  number  of  roads  and  motorways  and ongoing  urban  development.  The 
integrity  and  functioning  of  ecosystems,  including  biodiversity  conservation  and  the  provision  of 
ecosystem services, largely depend on effective ecological connectivity. 

Against  this  background,  the  main  objective  of  this  action  is  to  improve  ecological  connectivity 
between the Alpine core and the peri-Alpine area on a wider geographical scale between rural and 
urban areas on a regional scale, thereby bridging areas of high natural value. It should also consolidate 
ecological links to other mountain regions, establishing a strategically planned network of natural and 
semi-natural  areas.  By  functionally 
interconnecting  these  areas,  the  action  should  provide 
environmental, social, and economic benefits while strengthening landscape connectivity across the 
Alpine region. Furthermore, this action is linked to the goal of nature restoration. 

Strategic relevance 

The  importance  of  ecological  connectivity  is  reflected  in  the  Commission  priority9  ‘Sustaining  our 
quality of life: Food security, water and nature’, which aims to reward farmers who work with nature, 
preserve  biodiversity  and  natural  ecosystems  and  help  to  decarbonise  the  economy.  Ecological 
connectivity is also indirectly covered by several European and national strategies  working towards 
improving  the  ecological  situation.  The  action  is  also  consistent  with  the  activities  of  the  Alpine 
Convention, and close cooperation and synergies can be fostered with the Alpine Convention’s Alpine 
Biodiversity Board. 

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Focus 

Action 7 focuses on developing ecological connectivity to conserve, improve and restore biodiversity, 
strengthening  ecosystem  services,  and  setting  up  a  comprehensive  macro-regional  scheme  by 
developing blue and green infrastructure at both macro-regional and cross-border level. 

Main topics 

•  Promoting  ecological  connectivity and  avoiding  further  fragmentation  at  different  geographical 

levels across the Alpine region 
The promotion of ecological corridors and  blue and green infrastructure in unprotected areas is 
currently underdeveloped. Against this background, the main objective of this topic is to improve 
connectivity  between  the  Alpine  core  and  peri-Alpine  areas  on  a  wider  geographical  scale  and 
between rural and urban areas on a regional scale, thereby bridging areas of high natural value. In 
this context, it is essential to identify Alpine blue and green infrastructure elements of cross-border 
significance to improve governance approaches and explore solutions and funding opportunities. 
The  concept  of  connectivity  requires  a  broad,  cross-sectoral  territorial  approach.  Activities  to 
improve  connectivity  therefore  also  involves  policy  areas  other  than  nature  protection,  such  as 
spatial  planning,  and  cover  unprotected  areas.  In  this  regard,  better  coordination  is  needed 
between national policies, sectors and regions, which add value to this strategy action. 

•  Restoration of natural resources 

Unsustainable  economic  activities,  such  as  excessive  resource  consumption,  land  use  and 
construction, continue to degrade ecosystems. Although current efforts focus on preserving and 
making the most of natural resources, the need for restoration has not yet been fully addressed but 
is becoming increasingly important. Nature restoration strengthens existing nature conservation 
and  protection  areas,  consolidating  ecological  networks.  Beyond  the  EU  perspective,  nature 
restoration is embedded within the Alpine Convention. The Strategy can serve as a key platform for 
knowledge sharing and collaboration. 

•  Strengthening  the  coordination  of  networks/protected  areas  (e.g.  Natura  2000)  and  initiatives 

within and outside the Alps 
Alpine species are not isolated from surrounding areas. For instance, there are long corridors for 
large species to move between the Alps and other large habitats. This topic aims to build on existing 
international plans and/or programmes, creating links between different protected areas such as 
Natura 2000 and the Emerald Network, while fostering exchanges between different land use and 
nature conservation sectors. Through this activity, it should facilitate and encourage the expansion 
of existing solutions and highlight the need for closer cooperation at governance level on a broader 
geographical scale.  

•  Common development of a trans-sectoral strategic landscape vision 

A trans-sectoral landscape vision for the Alpine region can contribute to a shared understanding of 
the  relevant  ecological  connectivity  within  and  beyond  protected  areas  and  the  surrounding 
regions. The joint development of such a transnational approach could support the national and 
regional authorities in setting Alpine-wide relevant standards for blue and green infrastructure and 
ecological connectivity. It can guide concrete actions to enhance the network of corridors on the 
ground.  To  improve  implementation,  coordination  and  communication,  it  is essential  to  involve 
stakeholders from all relevant sectors, including the private sector, in nature restoration. Moreover, 
a  trans-sectoral  landscape  vision  would  make  a  significant  contribution  to  an  Alpine  spatial 
development perspective. 

Synergies with other actions 

Habitat loss and fragmentation due to the expansion of settlements and transport infrastructure is a 
major threat to biodiversity. Ecological connectivity is therefore closely linked with other actions (e.g. 

26 

 
Actions  2  and  4).  At  the  same  time,  ecological  connectivity  provides  benefits  for  ecosystems  and 
society by increasing resilience to threats such as climate change (Action 8).  It provides sustainable 
solutions to mitigate biodiversity loss and address challenges such as the lack of connectivity between 
natural  areas  and  homogeneous,  ecologically  degraded  lowland  areas  (Action  6).  Furthermore, 
strengthening ecological connectivity is a key aspect of nature restoration measures (see Action 6). 

Action 8: Improving risk management and better managing climate change 

Regional characteristics and challenges 

Due to its geomorphology, the Alpine  region is extremely vulnerable to disasters related to natural 
hazards, which can cause severe damage to ecosystems, people and infrastructure. Limited settlement 
space  and  climate  change  are  increasing  the  risk  of  damage  to  private  and  public  property  and 
infrastructure. The disproportionate rise in temperature in the Alps is causing not only glaciers to melt, 
but also permafrost to thaw. More intense and frequent heavy rainfall lead to increased landslides and 
rockfalls.  As  a  result,  a  significant  proportion  of  climate-sensitive  sectors  and  systems  are  further 
increasing the region’s economic vulnerability. This requires risk management tools and processes to 
achieve  the  optimal  balance  between  risk  reduction  and  risk  management  and  economic 
development,  social  welfare,  mobility  and  tourism.  Nature-based  solutions  play  a  key  role  as  an 
integral  part  of  comprehensive  climate  change  and  disaster  risk  management  and  adaptation 
strategies. 

Strategic relevance 

In addition to policies addressing climate change mitigation, measures are required to help regions 
adapt  to  challenges  and  risks  posed  by  climate  change  in  all  states  covered  by  the  Strategy.  The 
Commission  priority10  ‘Sustaining our  quality of life: Food security, water and nature’, for example, 
aims to strengthen climate adaptation measures by supporting Member States with preparedness and 
planning  and  to  ensure  regular  science-based  risk  assessments.  Other  commitments  relating  to 
biodiversity  and  environmental  preservation  and  restoration  also  contribute  to  preventing  and 
reducing the impact of natural disasters and natural hazard events. Overall, the Commission’s objective 
of  achieving climate  neutrality  calls  for  Member  States  to  continuously  enhance  adaptive  capacity, 
strengthen resilience and reduce vulnerability to climate change. Similar policies and strategies are in 
place in Switzerland and Liechtenstein. 

Focus 

Action  8  focuses  on  further  developing  and  implementing  risk  management  measures  on  natural 
hazards and upcoming challenges caused by climate change. It supports the development of climate 
change adaptation policies for relevant sectors, based on vulnerability and impact assessments. 

Main topics 

•  Strengthening transnational cooperation in developing hazard and risk assessment methodologies 

and building on existing cooperation 
The Alpine region is particularly vulnerable to natural hazards of varying magnitude, ranging from 
single events such as avalanches, heavy rain, floods (including flash floods), and landslides to major 
multi-hazard events. Particular attention must be given to permafrost areas and the potential risks 
of permafrost instability and large-scale floods affecting entire river basins. Disaster risk reduction 
is therefore of great importance not only for mountainous regions, but also for lowland and cross-
border regions, due to their potential for large-scale impact. 
Given  the  magnitude  of  the  impact  of  climate  change  and  natural  hazards,  comprehensive 
adaptation measures are needed. This can best be achieved through cooperation and synergy with 

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relevant organisations. In this respect, it is important to develop and implement appropriate hazard 
and risk assessment methods, with a particular focus on extreme events, multi-hazard risks, and 
cascading  disasters,  in  line  with  existing  EU  guidelines  and  frameworks.  Cooperation  with  the 
Natural  Hazards  Working  Group  of  the  Alpine  Convention  should  be  continued  and  further 
developed. 

•  Pooling  research  activities  on  disaster  risk  management  and  climate  change  adaptation  and 

mitigation across the Alpine region 
The Alpine region is especially exposed to the adverse effects of climate change. These impacts are 
closely linked to natural hazards such as landslides, terrain movement, floods, heavy rain and glacier 
dynamics,  which  can  cause  damage  and  create  additional  pressures  and  challenges  in  terms  of 
resource availability, infrastructure and threats to the Alpine biodiversity. To address these impacts, 
many institutions within and beyond the Alpine region, including research centres, are analysing 
the consequences of climate change and natural hazards and possible mitigation and adaptation 
measures. To systematically capture this specific knowledge and experience, it is necessary to pool 
research initiatives, technology transfer, knowledge exchange and the application of research in 
disaster  risk  management  and  climate  change  adaptation  and  mitigation  across  the  Alps.  An 
important  way  to  support  the  Alpine  region  is  to  integrate  nature-based  solutions  into 
comprehensive climate change and disaster risk management measures. This theme pays particular 
attention to the proactive role of forests, rivers with their floodplains, wetlands, wetlands, blue and 
green  corridors  and  the  wildland-urban  interface  in  mitigating  and  adapting  to  climate  change-
related risks in the Alpine region. The Alpine region could become a model region to demonstrate 
the effectiveness and economic viability of nature-based solutions, leading by example. 

•  Analysing the socio-economic consequences of climate-related natural disasters and establishing 

good risk governance 
Climate change poses a serious challenge to the social and economic development of the Alpine 
region.  Sustainable  and  effective  protection  against  natural  hazards  is  therefore  an  essential 
prerequisite  for  settlement  and  socio-economic  development.  Limited  settlement  space  and 
climate change lead to an increased risk of damage to property and infrastructure. The situation is 
further  exacerbated  by  the  expansion  of  human  settlements  in  hazard-prone  areas  and  the 
occurrence of extreme events caused by climate change. 
This  requires  new  risk  governance  instruments and processes  to  identify  the  ideal  approach  for 
multiple land-use demands. Analysing the social, economic and political consequences of climate-
related hazards and natural disasters and establishing good risk governance in the Alpine region is 
essential for sustainable mutual development. This  should support measures such as raising risk 
awareness,  balancing  conflicting 
in  climate  change  adaptation  and  mitigation, 
compensating for regional and local disparities in risk exposure, and resolving related conflicts while 
ensuring protection. It also calls for strengthened societal resilience, local knowledge of disaster 
risks, community risk perception and improved risk preparedness measures. 

interests 

Synergies with other actions 

Action 8 is closely linked to other actions. The serious impact on biodiversity and Alps’ role as Europe’s 
‘water  tower’  show  how  closely  Actions  6  and  8  are  connected.  The  importance  of  nature-based 
solutions, in particular blue and green corridors, highlights the synergies between Actions 7 and 8. In 
addition, these three actions are connected by a joint need for improved spatial planning. The socio-
economic  interests  reflected  in  Actions  2  and  4,  such  as  economic  development,  social  welfare, 
mobility and tourism, must also be reconciled with risk reduction and safety management. 

28 

 
Action 9: Making the Alpine region a model for energy efficiency and 
renewable energy 

Regional characteristics and challenges 

The Alpine region plays an important role in the production of renewable energy from hydropower, 
solar, biomass, wind and geothermal sources. Energy efficiency and renewable energy contribute to 
competitiveness and jobs in both remote and densely populated areas. Currently, the major energy 
resource available in the Alpine region is hydropower, which is one of the most important economic 
components of the energy sector. This presents advantages in terms of energy security and blackout 
prevention, as hydropower can provide system services which are key in process of energy transition 
towards  renewable  energies  Nevertheless,  there  is an  increasing  demand for  electricity production 
from other renewable sources such as wind and solar energy and for smart energy management and 
storage technologies, such as green hydrogen, to support the flexibility of the energy system. Balancing 
the need for renewable energy production with nature conservation, landscape protection, land use 
and societal trade-offs is crucial for the region’s continued prosperous development, also considering 
the different needs of mountain regions and plains. Public acceptance of the expansion of renewable 
energy  across  the  entire  region  is  essential  for  a  successful  energy  transition  and  can  be  fostered 
through participatory approaches. 

Countries in the Alpine region have strong potential for improving energy efficiency. Therefore, further 
action  to  promote  energy  efficiency  is  needed  in  all  sectors,  including  in  particular  construction  and 
housing, production, services and transport and mobility. 

Better governance and cross-border cooperation can improve the development of renewable energy 
and energy efficiency. The urgency is heightened by the combined pressures of rising energy prices 
and, above all, climate change, one of the region’s greatest challenges. 

Strategic relevance 

Climate  change  is  a  major  challenge  for  the  Alpine  region,  and  efficient  energy  consumption  and 
energy production are key to its mitigation. The European Union is committed to becoming the first 
climate-neutral  continent  and  a  world  leader  in  renewable  energy  -  a  global  hub  for  the  next 
generation  of  advanced,  competitive  renewable  energy  technologies.  However,  in  democratic 
societies,  energy  transition  cannot  be  accomplished  successfully  without  integrating  the  social 
dimension. Social acceptance is imperative to ensure a long-term perspective for an undisputed energy 
transition process. The necessary changes must therefore be implemented without causing economic 
or social imbalances. The European Green Deal and numerous directives aim to facilitate an economic 
transition  that  enables  all  sectors  of  the  EU  economy  to  meet  the  challenge  of  climate  change, 
targeting  a  reduction  in  greenhouse  gas  emissions  of  at  least  55%  by  the  end  of  this  decade  and 
achieving climate neutrality by 2050. Policies and strategies on energy efficiency and renewable energy 
are also in place in Switzerland and Liechtenstein. 

Focus 

Action 9 focuses on promoting energy efficiency in all sectors, expanding the production and use of 
renewable energy, and balancing renewable energy production with nature and landscape protection, 
land use and social acceptance. 

Main topics 

•  Fostering  cooperation and participation to improve  renewable energy production in the Alpine 

region 
The  Alpine  region  has  high  potential  for  the  use  of  renewable  energy  sources,  especially 
hydroelectric  ,wind, solar and geothermal power as well as biomass. However, the transition to 
renewable energies often conflicts with nature conservation and landscape protection interests. 

29 

 
Due to limited space available for settlement in Alpine valleys, land-use conflicts can arise. Solutions 
can only be found by negotiating and mediating the different interests and broadening perspectives 
from  supply-driven  approaches  to  integrated  solutions  that  also  consider  quality  of  life. 
Transnational cooperation can help explore cross-border synergies and facilitate the exchange of 
knowledge and practices across the Alps. 

•  Cross-border cooperation in planning energy infrastructure 

Reliable  and  robust  energy  infrastructure  is  crucial  for  the  functioning  of  the  Alpine  region  and 
Europe as a whole. The increased use of wind and solar power requires more energy transmission 
capacities  to  transfer  surplus  production  to  storage  power  stations.  Furthermore,  smart  grid 
solutions, which are essential for local energy supply, face specific challenges in Alpine valleys due 
to the mountainous topography. The Strategy can produce policy recommendations and organise 
knowledge exchange events to further encourage dialogue and support innovation in this field. 

•  Decarbonisation and energy efficiency in building, production and services 

Improving  energy  efficiency  and  moving  towards  climate  neutrality  in  production,  services  and 
construction  without  compromising  competitiveness  is  essential  for  achieving  energy  neutrality. 
While  improving  energy efficiency  is  necessary in all sectors  in the Alpine  region,  it  is especially 
crucial  in  the  building  sector.  There  is  a  strong  need  to  refurbish  existing  buildings  for  energy 
efficiency.  This  includes  cost-optimal  efficiency  standards  and  decarbonisation  strategies  for 
renovating existing buildings with economically sustainable support mechanisms and a socially just 
transformation.  Sustainable  and  low-carbon  buildings,  such  as  passive  solar  designs,  and  the 
circular management of construction materials (especially timber, a relevant Alpine resource) are 
particularly important for new constructions. Another key area of activity for the Strategy is the 
exchange  of  knowledge  and  experience  with  instruments  (e.g.  technical  tools  and  incentive 
structures) implementing energy efficiency measures. 

•  Regional and local initiatives for the decarbonisation of municipalities and regions 

Regional and local activities based on integrated spatial and energy planning concepts are key to 
the energy transition. Initiatives like positive energy districts, smart districts, energy model regions, 
smart  villages,  energy  communities,  regional  circular  economy  concepts,  sustainable  regional 
transport solutions and waste-to-energy solutions  can  make  a significant  contribution  to energy 
goals.  It  is  essential to  develop,  promote  and  implement  instruments  to  help local and  regional 
authorities to plan and achieve carbon neutrality by 2050. To successfully achieve this transition, it 
in  developing  a  common  mindset  and  understanding. 
is 
Communication strategies on energy transition targeted at different groups are key for meeting 
their needs and securing their support. Participation processes and the establishment of energy 
communities are essential to ensure a just transition. 

involve  people 

imperative  to 

• 

Linking technologies and innovation to drive the energy transition at regional and local level 
Various new and innovative technologies are under development, such as energy storage systems, 
green hydrogen production, circular economy solutions, carbon dioxide innovation and the energy 
transition in the mobility sector and more  general technologies for the electrification of sectors 
reliant on fossil fuels. The Strategy can support the collection and sharing of knowledge and good 
practices with policymakers, paving the way for implementation. 

Synergies with other actions 

The  energy  transition  requires 
for  technology  and 
consulting/engineering investments  in green technologies, linking it  with Actions  1 and 2. Work on 
common sectoral elements (e.g. water management and landscape protection) also links this action 
closely to Actions 6, 7 and 8. Additionally, the necessary transition in the mobility sector, such as the 
electrification of transport and the use of alternative fuels, create links with Action 4. 

innovation  and  offers  opportunities 

30 

 
Implementation 

Financing 

In  line  with  the  Council  conclusions  of  27 June  2023  on  the  Commission’s  fourth  report  on  the 
implementation of the four EU macro-regional strategies, these strategies should be adapted to reflect 
new needs and challenges across the regions, particularly by integrating them into existing funding 
sources and adapting their action plans. 

A key principle of macro-regional strategies is that they do not have their own financing. 

Therefore, the Strategy can implement actions without additional financial resources, for example by 
coordinating  legal  adjustments  across  all  states  and  regions  or  strengthening  cooperation  among 
administrative staff. These measures do not create new activities but involve carrying out existing ones 
in a different way. As a result, strategy activities do not require additional financing. 

However, most interventions generate additional activities and thus require funding. One way in which 
the Strategy is implemented is by mobilising and adapting existing EU, non-EU and national funding 
that align with the Strategy’s thematic objectives and actions. The Strategy is expected to use available 
funding mechanisms to finance projects that contribute to its strategic objectives. As the Strategy is a 
regional  strategy,  all  funding  instruments  with  a  clear  regional  dimension  should  be  considered  to 
support implementation, along with thematic instruments that could be used more effectively when 
coordinated across the whole region. 

The main partners for stakeholders in this task are the managing authorities and intermediate bodies 
of  EU  programmes.  Therefore,  a  financial  dialogue  between  strategy 
implementers  and 
programme/fund administrators is crucial  for mutual understanding and alignment. In this  context, 
the  Strategy’s  Financial Dialogue  Platform  connects the  Strategy  to  available  funding by  promoting 
dialogue and improving the exchange of information between the Executive Board, action groups and 
the bodies responsible for managing funding opportunities. During the programming of future funding 
periods, stakeholders at all governance levels, with the support of the Commission, are expected to 
ensure  that  the  programming  and  allocation  of  resources  are  as  consistent  as  possible  with  the 
Strategy. Throughout the programme implementation cycle, additional measures can still be adopted 
at various stages, to be jointly developed and coordinated by the Financial Dialogue Platform. 

Overview of possible funding sources 

A broad range of financing sources is available to support projects aligned with the Strategy’s goals 
and actions, in particular: 

the European Regional Development Fund (including Interreg) 
the European Social Fund Plus 
the Cohesion Fund (applicable in Slovenia) 

• 
• 
• 
•  EU-managed  programmes  and  partnership  on  environment,  climate  change,  transport  and 

• 

mobility, research, and human resources development 
the European Agricultural Fund for Rural Development of the common agricultural policy, with 
programmes such as LEADER 

•  Erasmus+ 
• 
InvestEU 
• 
the Life programme 
• 
the Single EU Debt Financial Instrument 
• 
Innovation Fund 
•  Climate and Social Fund 
• 

the European Investment Bank. 

31 

 
Additionally, various national and regional funding sources can be used to implement the objectives 
of the Strategy. The private sector also plays a significant role in complementing and leveraging public 
funding and is therefore also taken into account. New sources to cover the funding gap between the 
demand and the supply side, such as nature credits, could also be considered and would merit further 
development. 

Monitoring and evaluation 

Monitoring  and  evaluation  help  assess  the  implementation  of  the  action  plan  and  analyse  its 
effectiveness. As the Strategy, like all other macro-regional strategies, does not have its own financing, 
it cannot be implemented through directly funded projects. Its impact depends on cooperation with 
other stakeholders and funding sources, knowledge sharing, raising awareness of relevant topics, and 
policy development. 

To maintain an overview of the different activities of all action groups, a project monitoring system 
should be put in place to track the different activities of each group and provide an overall picture of 
the  status  of  all  ongoing  and  completed  activities  and  projects  under  the  Strategy’s  umbrella. 
Monitoring information should be updated regularly, in principle once a year. This information should 
include: 

• 
• 
• 

the name of the project or activity; 
the implementation status, in a standardised format for all projects and activities; 
the strategy areas covered (possibly supplemented by an indication of their relevance to a specific 
mission). 

This monitoring should be used to compile an annual implementation report showcasing the progress 
of activities within the Strategy. 

Given the variety of activities and projects within each action group and past experiences with ongoing 
monitoring, an in-depth indicator-based monitoring system requiring extensive data collection from 
largely incomparable projects, is not considered appropriate. Furthermore, the limited scope of the 
Strategy’s  activities  relative  to  the  broader  spectrum  of  activities  and  funding  sources  outside  the 
Strategy’s remit does not warrant output- or result-oriented monitoring. 

Instead,  to  assess  the  influence  of  strategy  activities  in  specific  areas  on  cooperation  in the  Alpine 
region,  evaluations  should  be  conducted  at  different  stages.  One  important  subject  for  evaluation 
should be the status of implementation of strategy activities. Another important aspect should be their 
contribution to the further development of the Strategy, to be assessed ideally before the next update 
of the action plan. The evaluation should also focus on the impact of strategy activities on governance. 
In addition, the evaluation should assess the implementation mechanisms of the Strategy within the 
different action groups, using a partnership approach that enables mutual learning and strengthens 
implementation and coordination processes. 

It  is  recommended  that the  evaluation  follows  a  learning-oriented  approach  focusing  on  questions 
such as ‘How?’ and ‘Why?’, in order to gain insights into how the Strategy could be implemented more 
effectively. 

32 

 
 
Synergies and cooperation 

Cooperation with other governance structures and entities in the 
Alpine region 

The  Interreg  Alpine  Space  programme  and  the  Alpine  Convention  play  an  important  role  in 
implementing the Strategy. Their relationships and cooperation between them reflect the importance 
of building synergies, shared visions and added value for the Alpine region. 

Cooperation with the Interreg Alpine Space programme 

The  Interreg  Alpine  Space  programme  has  always  been  a  strategically  important  instrument  for 
implementing  the  Strategy.  The  programme  and  the  Strategy  share  similar  objectives  and  cover  a 
similar  geographical  area.  The  Alpine  Space  programme  supports  the  vision  and  objectives  for  the 
Alpine region developed by the Strategy within the EU regulatory framework for transnational Interreg 
programmes. Although not a governance body in the strict sense, the Alpine Space programme plays 
a key role in Alpine governance by supporting the development and financing of fundamental projects 
and activities of the Strategy underpinning its thematic and governance aims. Close coordination and 
collaboration between the Strategy and the programme are therefore crucial to ensure the success of 
both by facilitating strategically meaningful, high-quality projects that align with their shared goals. 

Cooperation with the Alpine Convention 

The Alpine Convention and the Strategy are complementary and synergetic in many ways, with strong 
overlaps  in  the  themes  they  address.  However,  they  differ  in  their  role  and  legal  nature.  While  the 
Strategy is a macro-regional strategy, the Alpine Convention is a legally binding treaty. Furthermore, 
their geographical scope differs significantly, as the Alpine Convention is limited to the Alpine mountain 
areas. 

The Alpine Convention’s framework convention has been ratified by all the Strategy’s member states 
and the EU, meaning it is also part of EU environmental legislation. The eight thematic protocols have 
been ratified by most contracting parties, except Switzerland and, for some protocols, the EU. 

The  Strategy strives to strengthen exchange and cooperation  with the Alpine Convention, to ensure 
legal compliance, foster synergies and avoid duplication of work processes, e.g. those of their respective 
bodies. 

33 

 
Figure 2:  Map of the areas covered by the Strategy, the Alpine Space programme and the Alpine Convention 

34 

 
 
Synergies with other macro-regional strategies 

Macro-regional  strategies  provide  a  framework  for  cooperation  and  better  coordination  of  shared 
strategic  objectives  in  functional  and  cross-border  areas.  Their  task  is  to  encourage  relevant 
institutions  and  stakeholders  in  the  region  to  work  together  and  to  pool  and  coordinate  available 
resources more effectively to achieve common goals. Macro-regional strategies pursue objectives that 
can only be achieved through cross-border and transnational cooperation and therefore require the 
cooperative involvement of stakeholders across different sectors and levels. 

Cooperation  with  other  macro-regional  strategies  is  important  for  the  Strategy.  It  enables  the 
exchange of experiences and good practices with different stakeholders, providing an opportunity to 
identify  and  create  synergies  and  develop  a  common  macro-regional  vision.  Possible  modes  of 
cooperation  with  other  strategies  include  events  organised  by  the  Commission,  high-level  group 
meetings11,  meetings  of  all  four  trio  presidencies,  and  macro-regional  and  sea-basin  events  and 
conferences. 

These  events  offer  opportunities  to  discuss  common  macro-regional  topics  such  as  governance, 
monitoring, funding, and forthcoming political and strategic challenges. The use of these cooperation 
frameworks should be further encouraged to ensure thematic synergies across the macro-regions. 

The Interact programme also plays a central role in ensuring coherence and synergy among the macro-
regional  strategies  through  regular  coordination  meetings  between  stakeholders  on  subjects  of 
common interest. 

Literature 

Some parts of the action plan are derived from existing papers, such as: 

The Brdo Declaration (14.11.2024) 

The White Paper on the revision of the Alpine Strategy action plan (1.10.2024) 

Alpine Strategy Vademecum (5.11.2021) 

Alpine Space programme 2021-2027 

Alpine Convention (1991) Framework Convention 

11 This group brings together official representatives from all States participating in macro-regional policy orientation and 

strategic guidance, and the Commission. They meet once a year. 

35 

 
 
 
 
 
 
 
 
 
Annex I: Project examples 
for the EU Macro-regional Strategy for the Alpine Region Action Plan 

ACTION 1 

A  territorial  antenna  for  the  ecological  and  digital  transition  of  the  Alpine  space  in  a  prospect  of 
decreasing territorial disparities 

The pilot project for the Valtellina mountain region in Lombardy – funded by the Competence Centre 
on Territorial Anti-Fragility of the Politecnico di Milano through the Excellence Department track of 
the Italian Ministry of University and Research – aims to combine territorial ecosystems of research 
and innovation with projects of social and spatial regeneration. Within a trans-scalar and cross-border 
territorial vision connected to surrounding Alpine valleys in South Tyrol and Canton of Grisons, the 
pilot project promotes the concept of flexible ‘off campuses’. 

ACTION 2 

Supporting green transformation of the Alpine manufacturing sector in a holistic way 

RECENTRE (Interreg Alpine Space programme): supporting the green transformation of the Alpine 
manufacturing sector and the uptake of advanced technologies for the well-being of workers. 

Promoting circular building and renovation in the Alpine region 

BAUHALPS – Building circular in the Alpine Space (Interreg Alpine Space programme): supporting 
greener and more inclusive building practices in the Alpine region by combining modern technology 
with  local  culture  and  community  input  to  create  sustainable,  climate-friendly  construction 
standards. 

ACTION 3 

Promoting mountain jobs amongst young people in the Alpine region 

“Discover Mountain Jobs” Youth Experience (annual event): supporting young people to explore job 
opportunities  in  the  Alpine  region  by  connecting  them  with  professionals  and  inspiring  local 
initiatives, encouraging them to build their careers in mountain areas; 

Assessment, development and validation of soft skills 

Developing tools and guidelines for the identification and assessment of a set of soft skills in work-
based learning contexts to facilitate access and mobility in the Alpine labour market; 

New job opportunities with digital workplaces for remote mountain areas 

AlpSatellites  (Interreg  Alpine  Space  programme):  managing  the  transition  to  hybrid  work  and 
satellite offices to revitalise remote mountain areas. 

36 

 
 
 
 
 
ACTION 4 

Alpine Strategy Rail Declaration 

A political commitment by 15 Alpine regions to join forces for a sustainable transport and mobility 
system, calling on EU decision makers for action to improve conditions for rail transport.  

Project labelling for prioritising investments in sustainable mobility 

Promoting  sustainable  transport  in  the  Alpine  region  by  identifying  and  supporting  impactful 
mobility  initiatives  with  macro-regional  relevance,  helping  them  gain  recognition  and  access  to 
funding at national and EU levels. 

Alpine platform of knowledge for mobility and transport 

Establishing an Alpine knowledge hub for mobility and transport, as an easy-to-use online tool that 
brings together key data and project results to support better decisions and communication about 
transport in the Alpine region. 
Improving cross-border mobility in the Alpine region 

An Alpine Region Preparatory Action Fund project which analyses cross-border commuting in the 
Alpine region to develop practical solutions and political recommendations to improve sustainable 
mobility solutions and cooperation across borders. 

Linking sustainable mobility services 

LinkingAlps (Interreg Alpine Space programme): improving sustainable travel in the Alpine region 
through  easier  access  to  travel  information  across  borders,  transport  modes,  and  operators  for 
smoother, low-carbon journeys. 

Alpine Strategy Mobility Conference 

An annual conference, gathering mobility stakeholders and political representatives of the Alpine 
region to present and discuss solutions for a more sustainable mobility and transport system in the 
Alps. 

ACTION 5 

Smart digital transformation of villages in the Alpine Space 

SmartVillages  and  SmartCommUnity  (Interreg  Alpine  Space  programme):  helping  Alpine  rural 
communities use digital tools and stronger local partnerships to create better living and working 
conditions and improve support for digital innovation in policies for sustainable growth. 

Territorial corporate welfare through digitalisation and cooperation 

APOLLO (Interreg Alpine Space programme): tackling depopulation in the Alpine region by improving 
work-life balance and remote work options to boost well-being and support local economic growth. 

37 

 
 
 
ACTION 6 

Political Declaration on Sustainable Land Use and Soil Protection 

Following public  consultation and coordination with Strategy states  and regions, the declaration 
gained the support of 20 regions and 6 Alpine countries. Its endorsement by the General Assembly 
marked a strong collective commitment to safeguarding this vital natural resource. 

Territorial Brands 

The Action Group 6 Territorial Brands conference series began in 2019, continued in 2021 with a 
second international workshop on small-scale brands, sustainability and circularity, and culminated 
in  the  2023  Val  Poschiavo  conference  “Towards  Circular  Territorial  Brands”.  It  impacted  new 
collaborations  and  pilots,  higher  SME  visibility,  stronger  links  to  culture  and  tourism,  as  well  as 
generating an uptake in procurement and regional policy. 

Safeguarding Alpine Food Heritage 

The  Alpine  Food  Heritage  theme  –  supported  by  the  Interreg  Alpine  Space  Project  AlpFoodway 
(2016-2018) and reinforced by earlier Interreg Italy–Switzerland collaborations – has evolved into a 
multi-level, cross-regional stakeholder effort whose shared narrative and tools now drive a UNESCO 
multinational  nomination  (Switzerland,  France,  Slovenia,  Italy)  for  the  inclusion  of  Alpine  Food 
Heritage in the Register of Good Safeguarding Practices for Intangible Cultural Heritage. 

Task Force on multifunctional forests and sustainable use of timber 

A task force to help different actors in sharing information, integrating different perspectives, and 
working  together  on  shared  goals  that  can  influence  political  decisions  on  forestry  and  timber 
production. The Task Force initiated the Alpine Region Preparation Action Fund project REDIAFOR, 
which mapped conflicts around the  multifunctional use of Alpine forests  and  designed  and  tested 
dialogue processes to ease them.  

ACTION 7 

Green Infrastructure Goes Business Award 

Establishing an award to encourage innovative and sustainable ideas supporting a greener economy 
in the Alpine region, with a special focus on smart water management. 

Monitoring and managing Alpine biodiversity by nature-based solutions 

ALPSLIFE  (Interreg  Alpine  Space  programme):  helping  protect  nature  and  wildlife  in  the  Alpine 
region by promoting cross-border teamwork and nature-based solutions that support local planning 
and EU environmental goals. 

ACTION 8 

Interactive communication of natural hazards and risk management 

Natural hazard model (AlpGov 2): Empowering people to better understand natural hazard processes 
as well as protective and preventive measures through a physical, interactive and mobile landscape 
model that can be replicated and modified by other actors. 

38 

 
 
 
 
Improve Adaptive capacity for highly affected and exposed territories 

ADAPTNOW (Interreg Alpine Space programme): Strengthening Alpine regions to better prepare for 
and  respond  to  climate-related  disasters  by  implementing  and  evaluating  the  available  tools  and 
practices and improving cooperation among local stakeholders. 

Better management of weather extremes  

X-RISK-CC  (Interreg  Alpine  Space  programme):  Supporting  risk  managers  and  policy  makers  in 
addressing  the  compound  and  cascading  risks  of  weather  extremes  under  climate  change  by 
developing new knowledge, local risk management actions and transnational policy options.  

Transnational knowledge portal 

Climate  Adaptation  Platform  for  the  Alps:  Supporting  climate  change  adaptation  in  the  Alps  by 
providing  a  shared  online  platform  where  decision  makers,  public  administrations,  municipalities, 
entrepreneurs,  researchers  and  experts  from  different  countries  can  exchange  knowledge, 
experiences, and solutions. 

ACTION 9 

Promoting green hydrogen deployment in the Alps 

Green  Hydrogen  Mobility  for  Alpine  Region  Transportation  (H2MA)  and  A  Multipurpose  and 
Transectorial Hydrogen Support for decarbonised Alpine Territories (AMETHyST) (Interreg Alpine 
Space programme): supporting the growth of a green hydrogen economy in the Alpine region by 
connecting projects and promoting policies that help industry and transport shift to clean hydrogen 
solutions. 

Alpine Strategy Energy Conference  

The conference gathers experts, decision makers and stakeholders to discuss the challenges of the 
energy  transition  in  the  Alps,  to  ease  the  transfer  of  good  practices  and  to  connect  relevant 
stakeholders that are vital to implement further measures towards carbon sensitive Alps. 

Alpine Strategy Energy Award 

The  Award  recognises  best  practices  that  are  contributing  to  the  implementation  of  the  energy 
transition  in  the  Alpine  area  through  the  roll-out  of  renewable  energy  and  energy  efficiency 
measures.  The  award  is  organised  under  changing  annual  topics  to  cover  the  many  facets  of  the 
energy transition and to engage with the various implementation stakeholders. 

GOVERNANCE 

Youth Participation 

The  Alpine  Strategy  actively  involves  young  people  in  its  work  through  the  Youth  Council, 
competitions,  and  events  like  summer  camps,  giving  them  a  real  voice  and  support  to  shape  a 
sustainable future for the Alpine region. The Alpine Strategy was the first of the four macro-regional 
strategies to do so, setting an EU-wide example. 

39