In the EU, migrants represent 14.5% of the total population living in cities in contrast to 10.2% living in towns and 5.5% in rural areas. The labour market analyses clearly indicate that the proportion of rural employment, which is filled by migrant workers, is gradually increasing over time. Between 2011 and 2017, for the whole EU there was an increase of from 4.3% to 6.5% in the share of migrants in total employment in the agricultural sector, among the Member States with a large population of migrants. Migration in small and rural communities has specific features: for example, among migrants living in rural areas there is a higher share of less educated with respect to natives and to migrants living in other areas and register a higher share of the population in lower income deciles and at risk of poverty. In addition, researches highlight different attitudes towards immigration that can be encountered across cities, towns and rural areas (De Vries 2018). Indeed, while conflicts and hostility towards migrants seems for frequent in small communities, it is also true that in the same contexts these conflicts often turn into solidarity. This continuous transition from conflict to social harmony and vice versa seems to be much more frequent in small-scale societies, where integration and separation show a lesser tendency to crystallize than in urban contexts, with all the risks and potential that this entails (Ponzo, 2017). This project intends to build on the assumption that small communities are more at risk to develop discriminatory attitudes but, at the same time, they have an higher potential to become more inclusive, since in smaller groups it is easier to initiate a process of recognizing individualities which is the best cure to stereotyping, prejudices and discriminations. Also, we will build on the idea that integration is a bi-directional process that, beyond the wishes of individuals, changes both those who move and the society of settlement. While there is usually a stronger focus on migrants, little has been done as a work with the hosting communities (Ponzo, 2017). The CD project intends therefore to promote cultural diversity and inclusion in small and rural societies in two main contexts, the workplace and the community, by involving migrants as much as natives to support a positive, bi-directional, integration process involving employees, employers and common citizens. Specifically, the proposed action aims to contribute to the creation of inclusive working and living environments for people with diverse ethnic and cultural backgrounds, by developing and testing transformative educational activities using digital storytelling as a key-methodology. Storytelling, is pivotal in facilitating new understandings by connecting diverse lived experiences in order to build a universal culture of solidarity and empathy and affect concrete change to existing systems. The above will be achieved through the following activities:1. A report presenting the state of the art as regards integration of migrants in employment and in the community in small and rural societies and to identify good or promising practices about digital storytelling to promote cultural diversity and solidarity in 5 European Countries.2. A transformative educational programme based on digital storytelling, addressed to employers, owners of small businesses, HR managers and managers, who manage culturally diverse work teams in small and rural contexts3. A transformative educational programme based on digital storytelling, addressed to migrant and native inhabitants of small and rural communities.4. The adaptation of the above-mentioned training programmes so as to be available online5. A Guide to promote cultural diversity and inclusion6. Dissemination and exploitation activities, tools and channels, including the project website, social networks, promotional materials, national multiplier events.The results and the impact of the project at local/regional/national level is that it will improve the knowledge and the competences of 150 employers, owners of small businesses, HR managers, managers on how to deal with a diverse workforce and it will strengthen social cohesion among 200 native and migrant members of small and rural communities. Besides, at least 190 more members of HR and business associations, trade and craft unions, employees’ associations, relevant local, regional and national authorities NGOs, etc. will be equipped with new methodologies and tools so that they can use digital storytelling to support inclusion.

After 3 years of work 100 Mirrors Inclusive project has become to an end and, with that, has not only achieved its goals but also we have obtained a clear perspective of how important entrepreneurship is for disabled women specially and for all women in general.It has also been very notable the increasing knowledge in society about the general situation of all disabled women willing to run their own business. Thanks to the dissemination of the project and to all partners’ effort to deliver all the information and project’s evolution to their stakeholders, workers and all interested contacts, now the situation of all these women is more recognised and valued. This will foster people to become more aware of the situation and in consecuence, they will be more concerned about involving and counting on these women to promote their entrepreneurship and also their involvement in new projects and collaborations. All throughout the project we have managed to develope different useful materials to those women willing to get their business idea off the ground and are not sure about how to start. Furthermore, with this materials everyone willing to work as a coach or mentor with these women will be able to develope their activity in a more efficient way thanks to the materials developed. The e-learning methodology used in the 100 Mirrors Inclusive project makes the learning process easier since everyone willing to accomplish it will be able to follow the course at their own pace, from everywhere and will also be able to check it at anytime. Moreover, they could also be in contact with other women who are doing or have done online training and will be able to share opinions and even create synergies.The project has finished, but work still go on, those entities we have contacted and got involved in the results dissemination, have also promoted new initiatives, some of them with a huge impact in the group of entrepreneur women. An example of this is the Facebook program #shemeansbusiness created to train them in social media tools and consequently make them improve their business oportunities. On the horizon there are new projects and oportunities which extend the sustainability of 100Mirrors results and make obvious that all work developed throughout these years hace only been a further step on the way to integrate the disabled women group in the European labour context.

"Creative industries realise a vast number of activities which includes not only the so called cultural industries (such as media, design, the movies), but also products and services that contain as a substantial element a creative or artistic effort, thus considering also architecture, fashion, communication. Despite the great potential of creative and cultural enterprises - according to the EU Commission there are abt. 900.000 in Europe who represent the 3 % of the overall European GIP (402 billion of Euros) and a relevant quota of jobs - those enterprises are widely undervalued. Therefore, they do not only need support to the entrepreneurial component, but also the establishment of stronger relations with assets of consolidated manufacture.Smart Jump www.smartjump.eu has achieved from the outset the goal of strengthening links between training environments and the world of work through the improvement of the training offer (with a reduction in the lack of specific skills for entrepreneurship and intrapreneurship) and the support of governance of education and training systems, as interactions between training organizations, companies, policy-makers and society as a whole become increasingly more and more complex. More specifically, the aim was to strengthen the quality of the learning offer linked to entrepreneurship and intrapreneurship of young women who already operate within or are approaching for the first time the creative industries sector. Starting from the model of the Quadruple Helix, developed in Sweden with the Women Resource Center and aimed at developing female entrepreneurship through joint actions between representatives of the public, business, academics and civil society, Smart Jump has worked to align the training offer at local level and partner countries to the economic development strategies geared towards growth and innovation. Smart Jump realised a mix of activities and results, sharing the Swedish experience, jointly developing training content for both senior and junior, female and male entrepreneurs, activating transnational training actions (mobility and blended workshops), setting up the Smart Jump community www.factoryofknowledge.net/smartjump, participated by entrepreneurs and professionals who pursue to establish a network at European level on the project’ topics.The strategic partnership consisting of 8 partners from 5 EU Member States (Italy, Sweden, Spain, Hungary and the United Kingdom) has seen the active participation of public bodies (such as the Veneto Region and IAF) and private bodies (such as Confindustria Veneto SIAV, WINNET Sverige, INDICO and ITL Group) representatives of the entrepreneurial world, the academia (CUOA Business School and in the first phase Goldsmiths' University of London) and the development of human capital.The critical analysis of the Swedish approach, adopting the cooperation model, integrating existing practices in partner countries and defining the training contents for entrepreneurial development has generated a model of learning and cooperation that has been validated through 2 transnational learning activities of ""blended mobility for VET learners"" in Italy and Sweden, with combined webinar and training courses jointly attended by direct beneficiaries and staff of the partners: 47 female and male entrepreneurs, companies, researchers, training specialists and human resources, associations and young people. The two pilot actions addressed the topics of sustainable innovation, entrepreneurship, cooperation with Quadruple helix and the resulting methodologies for technology and knowledge transfer between the key players and finally the connection between creative industries and productive sectors. A complete programme for the valorisation and networking of experiences and skills at transnational level has found its expression through face-to-face meetings and the digital hub www.factoryofknowledge.net/smartjump.Regarding benefits and impact of Smart Jump, the project has activated a process of improvement of the training offer of the partners, has allowed the development of skills useful for enhancing entrepreneurial activity, supporting organizations linked to industrial systems. In the long term, Smart Jump intends to have a systemic value in allowing a concrete improvement in the way public and private organizations involved interact and work to enhance the role of young people and women, entrepreneurs and entrepreneurs, interested in the creative industries."

"In response to the effects of the economic crisis, curtailed public budgets and the magnitude of future challenges, social entrepreneurship and corporate social responsibility (CSR) emerge as a key policy priority in the EU. They are sources of social innovation and a contributing factor to building up the innovation capacity and competitiveness of EU economies. This turns them into increasingly critical elements of the EU development strategy. Yet business and economics education and training does not adequately reflect this trend.The interdisciplinary academic field of social entrepreneurship has not been well developed in the EU. The term itself is often understood poorly or narrowly. The study of CSR is limited in terms of academic hours and content. The project was built on the rationale that for business to be motivated and able to achieve a social impact, the very content of CSR and Social Entrepreneurship as subjects in education would need to develop and business education needs to grow more responsive to what have until now largely been public agendas for dealing with the pressing challenges facing society. BEST project has had the overall objective to promote cooperation and exchange of good practices among relevant organizations from 7 Program countries (Bulgaria, Greece, Lithuania, Portugal, Spain, Turkey, UK), in view of enhancing the quality and relevance of education in the field of social entrepreneurship and CSR, fostering social innovation and supporting the social impact and responsibility of business.The specific objectives of the project were:- to support research and best practices exchange in the field of social entrepreneurship, social innovation and corporate responsibility, in view of making business/economics education more relevant to sustainable regional and local development;- to initiate cross fertilization between business/economics studies and sustainable development studies in order to develop an innovative curriculum that fully integrates the subjects of social entrepreneurship and CSR into business/economics and entrepreneurship education;- to develop a model certification procedure allowing business to evaluate and certify the skills of volunteers that contribute to CSR initiatives;- to maximize the impact of the integrated innovative curriculum by demonstration initiatives, training of trainers and the development of a pilot e-learning platform for training in CSR and Social Entrepreneurship;- to contribute to the promotion of social entrepreneurship and corporate responsibility among business, society, media and education providers.This project was a partner initiative involving 7 Higher Education Institutions, a NGO and 2 institutions providing non-formal education and professional training. The activities of the project included development of intellectual outputs, transnational project meetings, sustainability activities, dissemination activities, a joint training of staff, and evaluation activities. The main project outputs and results were: - Research report ""Involvement of business in promoting sustainable development at the regional and local levels in Bulgaria, Greece, Lithuania, Spain, Portugal, Turkey and the UK"";- Compendium of good practices for corporate responsibility, social entrepreneurship, and social innovation;- “Millennial Business Europe: Entrepreneurship for Sustainability” good practices electronic database - Course syllabuses for Corporate Social Responsibility, Social Entrepreneurship and Sustainable Development;- Training/teaching materials for courses on Corporate Social Responsibility, Social Entrepreneurship and Sustainable Development;- E-learning platform with online courses for training in Corporate Social Responsibility and Social Entrepreneurship;- Model procedures for recognition of skills and competences acquired through internships and volunteering in CSR and SE initiatives;- A Centre for Social Innovation and Entrepreneurship;- 7 national-level conferences “Business Education for Sustainability” in the 7 project countries;- Blueprint label for business education “Business Education for Sustainability” (BEST);.The project’s longer-term impact has been:- to create public awareness of both the support needs and the potential of social business;- to create an “image” of social entrepreneurship and social business as a pragmatic and solutions-oriented approach that is nevertheless oriented towards social action and change;- to contribute to improving the visibility and credibility of social entrepreneurship and corporate responsibility, and to foster a more adequate understanding of this business field, including through research, sharing of good practices, and credibility enhancing labelling;- to underscore and enable the importance of incorporating “social” business studies into mainstream education, in view of both building skills and changing the mindset of the future business leaders."