The project MIREU aims to establish a network of mining and metallurgy regions across Europe with a view to ensure the sustained and sustainable supply of mineral raw materials to the EU. The network will help the regions to share knowledge and experiences when facing the challenge to establish and maintain an extractive industry. MIREU will facilitate an exchange between all interested stakeholders in the regions, namely regulatory authorities, political and administrative bodies, development agencies, mining companies, non-government organisations, as well as the general public. The project will develop a shared knowledge base, taking into account the region-specific geographic and economic features, cultural, societal and language diversity, and their historical developments. The network will also learn from experience in other regions of the World. This knowledge base will allow to understand what has been conducive and what hampering to the development of extractive and metallurgical industries. It will also provide the context for a bottom-up integration of these activities into their respective socio-economic and socio-cultural context. Development is about people and, therefore, bringing people into the decision-finding procedure in order to achieve a ‘social license to operate’ will be a key aspect of the project. Guidelines and recommendations for actions to be taken to foster a sustained and sustainable development of the extractive industries will be developed in close co-operation with a range of selected regions from the European Union. These regions will form a nucleus and multipliers for a more extensive network beyond the life-time of the project.

"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."

Mobility is changing. Urbanization, climate change and digitalisation challenge how people and goods move from A to B. To cope with these challenges and to meet global climate targets, urban and inter-urban areas need to become well-connected multimodal and multi-usage nodes for smart and clean mobility. Despite the success of early pilot projects, there is still a gap when it comes to transferring innovations to different contexts, cities or regions. One the one hand, living labs, testbeds, demonstration pilots do not always reflect urban reality as they were designed specifically for testing purposes. On the other hand, these solutions were implemented based on the requirements and needs of one particular city, district or area. City planners and project developers, therefore, face the question how the results of mobility pilot projects can be used in order to implement smart city strategies and community initiatives more efficiently, faster and on a larger geographic scale? RECIPROCITY will provide answers. The project’s goal is to initiate and support replication projects in at least 20 cities and municipalities varying in size, location, degree of urbanization and mobility demand. They will be equipped with the tools, knowledge and contacts to accelerate the process of replicating innovative mobility solutions. The consortium will organize coordination and support actions along the process from idea to implementation to nurture replication. Using a four-staged replication framework, the project will help cities and municipalities to: • IDENTIFY the right innovative mobility solutions together with all relevant mobility stakeholders and citizens; • LEARN about requirements, processes and skills needed to put these innovative mobility solutions into action; • ACCELERATE the implementation of these solutions through guidance and matchmaking for business and finance; • SHARE and build upon lessons learned and best practices to enable fast replication on a wid

The objective of the project is to improve and enhance the innovation support actions, activities and services addressed to Entrepreneurs and SMEs, by the different entities which aim is creation and support of innovative companies. During 12 months and through the use of Twinning Advance Methodology, the partners seek identify and share best practices based on its experience in entrepreneurship and business development within the social impact framework. The result will be documented in a Design Option Paper (DOP), which will identify and document implementation options, guidelines and implementation alternatives that we have experienced and would recommend to other innovation support service agencies.

The objective of the project is to improve and enhance the innovation support actions, activities and services addressed to Universities and Research Centers (U&RC) Spin-off, by the different entities which aim is creation and support of innovative companies. During 12 months and through the use of Twinning Advance Methodology, the partners seek identify and share best practices based on its experience in entrepreneurship and business development within the knowledge and technology transfer framework. The result will be documented in a Design Option Paper (DOP), which will identify and document implementation options, guidelines and implementation alternatives that we have experienced and would recommend to other innovation support service agencies.