<< Objectives >>To raise awareness of the importance of the problem and its possible solutions at all levels, to all actors at every step of the supply chain to rescue food from waste and to promote global efforts and collective action towards meeting the Sustainable Development Goal Target 12.3, which targets to halve per capita food waste at the retail and consumer level by 2030 and reduce food losses along the food production and supply chains.<< Implementation >>1.Development of Project Management Plan (incl. Time, Finance, Risks); 2. Development of Quality Management Plan; 3.Design & Development of ReS-Food Methodological Framework; 4. Creation of Measure my Food Waste Status Self-Assessment Tool; 5. Production of ReS-Food twofold Educational Package; 6. Design &Development of the ReS-Food Hub; 7. Design and Develop ReS-Food website; 8. Development of Share, Promote and Exploitation Plan<< Results >>• The ReS-Food Methodological Framework, a 3-step methodological framework to manage the food rescue chain end-2-end• The “Measure my Food Waste Status” Tool, a self-assessment tool• The “ReS-Food” Course, twofold educational package with interactive material including videos, gamification, quizzes• The “ReS-Food” Learning Hub, an online interactive platform hosts the above

As declared by the Eu Commission “An agenda for new skills and jobs”, the promotion of entrepreneurship, self-employment, and innovation “can offer a source of innovative solutions to respond to social demands in a participative process, providing specific employment opportunities for those furthest away from the labor market”. According to the European Association for the Education of Adults (EAEA) manifesto, Adult Education needs to be clearly framed within an overall lifelong learning strategy that considers and gives equal importance to all sectors and all forms of learning (formal, non-formal and informal):• Adult education is a common and public good and transforms lives and societies. • Participation of all learners and especially those with low basic skills is encouraged.• Empowering non-formal methods and methodologies apply the creativity, existing knowledge and skills of learners and provide inspiring learning experiences.• Professional trainers, Trainers and staff are necessary for applying the appropriate methods and achieving high-quality provision and a successful learner experience.• Capacity-building and innovation in adult education.• Cooperation (regional, European, global, and institutional) is crucial for the visibility of adult education but also for peer-learning and innovation transfer.The Sound of Business project contributed to promote this strategy reaching the following objectives: •Provided N. 114 adult learners/trainers with practical tools leading to an innovate method of training related to basic and transversal skills, innovative managerial competencies, and entrepreneurial spirit.•Contributed to use and promote a non-formal approach based on art and music during 1 Short-term joint staff training course, 6 National Multiplier events, 6 national piloting trainings, and a very efficient transnational dissemination campaign.Involved TGs:- N. 23 trainers/coaches for adults (plus 1 participant who left the training after two days for personal reasons) equipped with knowledge, skills and innovative tools that blend the Project Cycle Management methodology with business development and rock music.- N.118 (51 participants in the focus groups + 67 agreements with stakeholders) involved in the initial analysis and needs assessment. - N. 91 business coaches, adult learners, business development experts, members of the Enterprise Europe Network, training departments of business development institutions acquired professional competence, practical and analytical skills required for business development.- N. 345 professionals especially interested in non-formal education, CYCLE management, business, and entrepreneurship, as well as music careers, reached and involved in 6 National Multiplier Events and trained about the Sound of Business methodologies.- 133 aspiring trainers requested for certification of competences.IOs and Project activitiesDue to the COVID pandemic the work plan was changed, and the project was extended till 31.12.20 with official approval of the Slovak NA. All the planned activities were implemented as projected within the changed work plan.IO1- 1 The Sound of Business Manual translated in 6 languages.IO2- 1 Online Platform available in 6 languagesIO3- 1 Learning Documentary available in 9 languagesIO4- 1 Protocol of certification od Competences and 1 Promotion Strategy of the protocolResults and impact attained; PROJECT MANAGEMENTa) Quantitative - Project meetings, both transnational partner meetings and online meetings: 44 Participants b) Qualitative - 93 % positive feedback received on effectiveness of project meetings provided by partners through internal survey following each project meeting- all partners expressed satisfaction with the decisions taken and cooperation with the other countries’ partners during the first TPM.-8 internal evaluation surveys including 4 meetings evaluations, 2 process evaluations and 2 (interim and final) quality management reports.QUALITY MANAGEMENT a) Quantitative -93% positive feedback on project management and coordination, provided by the project partners through internal survey in the middle (M14) and at the end of the project (M27).DISSEMINATIONa) Quantitative- Dissemination channels 17- Publications in printed and web-based media:15 publications (1 article in print media, 1 article in a digital issue of a monthly newspaper, 13 web-based articles)37 publications in total174 FB followers: Website visitors: 4198Indirect involvement: 694 215 141 page hits of the learning documentary266 users of training tools through the learning platformReferences to the training in other training resources -1+7 cross linked projectsb) Qualitative-96.83%of positive feedback on MEs in partner countries.Longer-term benefits.10 Educational institutions using parts of the developed teaching material 2 Adults starting the process to create their own business.

ICT is among the leading sectors in Europe making an increasingly important contribution to the economic growth and jobs creation in advanced economies. According to the UK Commission for Employment & Skills Report “ICT: Sector Skills Assessment 2012”:“Technological change is at the heart of changing skills demand in the Information and communication technologies sector. The sector itself both drives technological change and, on a wider scale, has to respond to the new innovations, products and services developed in order to deliver high quality goods and services to both business customers and consumers.” (Gends et al, 2011)”. In order to adequately respond to the dynamic changes and challenges posed by environment, ICT companies must promote human talent so as to nurture not just the best technical skills but also the creativity, innovation and entrepreneurship necessary to create and adopt to innovation and thus to grow ICT businesses and make them more competitive.To respond the new challenges, INNOSPARK project sets the overall aim to spark creativity thinking skills in ICT SMEs, so as to foster innovation and contribute to increasing the growth and competitiveness of European high-tech industries.Specific objectives:~to provide employers and employees in European ICT SMEs with reliable tool to assess their level of creativity skills and identify areas for improvement;~to enhance the competitiveness and the innovation capacity of ICT SMEs in the EU through practical training tailored to their needs;~to increase the awareness of European ICT SMEs and VET community about the importance of creativity thinking as a catalyst of innovation processes through provision of state-of-the-art country analysis;~to inspire ICT SMEs to learn from the successful experience of peer companies which have faced similar sectoral challenges but thrived on knowledge, skills, innovation and creativity.The project has aimed at two major target groups – ICT micro, small and medium sized enterprises and continuing VET providers. SMEs are the true pillar of the European economy as ICT companies represent a highly significant part of them. VET providers, on the other hand, are one of the main and logical providers of labour force training required to enhance the competitiveness of nation’s businesses and industries. The project methodology envisages sequence of activities to design, plan and implement project objectives with the active participation of all partners and stakeholders, as a result of which four intellectual outputs have been developed within the project lifetime:1) State-of-the-art report providing an up-to-date and comprehensive overview of the ICT innovation capacity and creative performance in the partner countries;2) Self-Diagnostic Test - an interactive self-assessment tool for ICT employees and employers to discover the creativity skills they possess especially with regard to the ICT sector identifying at the same time those that they need to develop and boost so as to foster innovation in their work. 3) INNOSPARK Toolkit: Guidebook for Developing Creative Thinking and Innovation in ICT through interactive exercises focused on brain training and improving creativity skills with the purpose of learning practical techniques to stimulate one’s imagination and innovative thinking. The Toolkit will also contain A to Z of Creativity and Innovation techniques and tools for creative thinking.4) Compendium of Best Practices and Innovation containing good proven, effective and evidence-based examples of innovations in the ICT sector reached through creativity thinking techniques. The booklet will serve as a valuable reference tool of the INNOSPARK project for ICT managers and employees seeking to implement successful practices in their professional life.INNOSPARK products are freely accessible through the project website available in the six consortium languages (EN, BG, IT, ES, EE, HU).In order to ensure visibility of the results and encourage wider uptake of the products a series of multiplier events have been held in each partner country:1) Professional Development Workshops to popularize the project to relevant stakeholders and explore the functionalities and content of the developed INNOSPARK products.2) “Sparking Innovation” – national promotional events to disseminate information on the project and its outcomes among ICT SMEs, ICT associations, VET providers in the field of ICT and other stakeholders.3) INNOSPARK Final Conference in UK aiming to spread information to a wider audience about the project and its results, providing networking opportunities for many multiplier agents so as to establish the grounds for further exploitation of the project outputs and follow-up activities.INNOSPARK project has result in attracting new talents, training European citizens with the relevant creativity skills need in ICT sector, and as a consequence fuelling innovation, productivity and growth in the EU.

"<< Background >>The goal of Social Enterprises (SE) is to achieve economic equilibrium utilizing the successful combination of market and non-market sources of financing , as well as non-monetary resources and income from private donation (E. Les, 2005, pp. 36-37). SEs or values driven ""hybrid"" businesses that operate in the ill-defined space between the for-profit and non-profit worlds are seen by some to have particular strengths in simultaneously addressing economic, social and environmental needs. The hybrid nature of SEs, marrying social, environmental and financial objectives, requires specific capabilities to balance these different objectives.Attitudes towards growth and scaling-up need to be understood in relation to organizational aims and experiences, institutional barriers and the key actors and agencies involved. Support for SEs therefore needs to be tailored to their specific needs, helping them to articulate strategies for growth that are congruent with their mission and values (Vickers, Lyon, 2013).A difficulty in attracting talent thus, contributes to a lack of internal skills in SEs; lack of professional management structure, lack of business skills, low involvement in international business and collaborative networks of social enterprises (EC, 2015).The Impact Hub identified regular SE needs to be: (1). Strong access to supportive networks, (2) Community connections, (3) Knowledge and skills training - access to lessons learned, best practices and trends,(4) Resources and finance.Needs after COVID-19 have been heightened and in many cases include new challenges like additional help from technocrats with optimizing and pivoting business models, access to financing, covid related public health and social issues.The most important challenges facing contemporary SEs are:(1) demographic changes(2) population migration(3) climate change and regional development(4) marginalization of ethnic groups(5) extending the sectors of social enterprise operation to include social and health services, renewable energy, socially engaged agriculture and the environment which often require new qualifications and skills(6) decentralization of SEs and their greater linkage with local needs and initiatives(PARP, 2020)More than ever, businesses, governments, non-profits and other organizations are finding it necessary to adopt a global mindset. As organizations recognize the importance of developing greater cross-cultural competence and innovation, diversity and inclusion practitioners like SEs are often at the forefront of this work.The above is a high level analysis of SEs.Why is social enterprising important? The European Union’s definition and description that “a social enterprise is an operator in the social economy whose main objective is to have a social impact rather than make a profit for their owners or shareholders. It operates by providing goods and services for the market in an entrepreneurial and innovative fashion and uses its profits primarily to achieve social objectives. It is managed in an open and responsible manner and, in particular, involves employees, consumers and stakeholders affected by its commercial activities”, sets the tone as regards to the context and the objectives of the SENIMA proposal as well as the needs and target groups to be addressed.<< Objectives >>Project scope and objectives:The objectives of the SENIMA proposal relate directly to the Entrepreneurship 2020 Action plan; “Action Pillar 1 – Entrepreneurial education and training to support growth and business creation” and “Action Pillar 2 – creating the right business environment”. SENIMA will integrate the principles of Social Enterprising and Entrepreneurship leading into more social enterprises, more entrepreneurs and a better European society. Specifically, SENIMA will:1.Promote social entrepreneurship,2.Better equip social enterprises’ participants with the skills and tools to enhance their business case and support them through the crucial phases of their development. 3.Provide the necessary skills and tools for new entrepreneurs in the social enterprises sector, SMEs and Start-ups to facilitate the growth and development of the companies.4.Develop a hands-on financial management guide. 5.Educate social enterprises about the benefits of governance. 6.Present the various Social Enterprises’ models and legal forms so that aspiring incumbent social entrepreneurs can adopt and adapt to change in the participating countries.7.Promote social innovation though the better understanding and education of the Social Enterprises’ sector. 8.Facilitate networking and the sharing of knowledge, experiences and best practices.9.Develop a platform to support e- learning10. Develop a Toolkit and applied-case study scenarios.11.Develop a certification to support both the learning activities as well as networking between Social Enterprises in the wider SMEs, Start-ups and entrepreneurship sector. 12.Provide access to other geographical regions for the exchange of practices and knowledge.SENIMA will result in measurable improvements in the performance of social enterprises. It is expected to make Social Enterprises more effective and efficient thus increasing their chances of longevity which in turn would provide them with a more favorable opportunity to fulfill their mission. We also expect that SENIMA will inspire the formation of an increased number of new Social Enterprises. Target groups:The following target groups can benefit from the proposal:>SMEs, Start-ups and Entrepreneurs with an emphasis in Social Enterprising.-Owners, Managers, employees - to apply the concept and support their activities to start, grow and develop their company.>VET providers/trainers/consultants•To include the SENIMA concept in the list of programs they offer>Management/ Business consultants•To apply the concept and support the activities of their target market.>Business Associations>Chambers of Commerce and Industry>EU – wide networks>Policy makers<< Implementation >>The SENIMA project duration is two years (24 months) and the implementation will be as follows:1. Initiation Stage (- 2 months to month 0)This phase refers to the activities that have been undertaken during the development of the application to be submitted to funding agency. It consists of the determination of the project objective, assessment of project feasibility and also identification of the deliverables as well as project stakeholders. This stage also involves the design of a project plan to guide the partners, which includes preparation activities that the partners will perform before the commencement of the project. 2. Planning stage (Months 1-3)This stage refers to the first months of the project, during which the milestones of the projectmanagement as a procedure will be defined: Project tasks are broken down into smaller tasks, teams are built, schedule of completion are assigned. Specifically:a) Finalization of the Project Management Plan (PMP) by the project coordinator UL, which will setthe main management tools and procedures;b) Development of Risk Management Plan (part of PMP), which will serve as the main risk management toolstipulating the main risks to the project activities, based on internal and external context;c) Development of Project Work Plan (part of PMP), which will serve as a main time managementtool, containing the schedule of activities, responsibilities and deadlines;d) Receiving first payment from NA and transfer of first instalment to partners;e) Development of financial reporting mechanism. 6-month progress reports, which will be mandatoryfor partners in order to receive next instalment;f) Development of Dissemination Plan, which will serve as the main guideline for effectivecommunication with project target groups and stakeholders;g) Development of Quality Plan, which will serve as a main quality assurance tool;h) Carrying out of kick-off meeting.3. Execution phase (Months 4-22)This is the longest phase where the plan is turned into action. It relies on the planning phase, encompassing the development of the Project Results:The methodology that will be applied for the above outputs as quality measure (on top of the PM2 methodology) is based on the Plan-Do-Check-Cycle(PDCA). PDCA is an iterative four step method used for the control and continuous improvement of processes and products in order to maintain the continual improvement.The development of each Project Result undergoes through the followingphases:a) Plan: Thorough planning of output development & Development of methodologies, templatesguidelines for execution of activities related to the respective output;b) Do: Put the plan out for the relevant parties for realization & execution of planned activities for each output.c) Check: Monitor and measure the processes according to the plan, policies, objectives andrequirements, Internal evaluation (peer reviews by all partners; assessment by QM leader) & Externalevaluation (pilot tests with target groups; assessment by external evaluator);d) Act: Assignment and implementation of corrective actions (refinements) based on the conclusionsfrom performed external and internal evaluations;e) Finish: upon implementation of agreed refinements each output is deemed finalized.4. Closure phase (Months 23-24)This phase will involve project closure activities including final reporting, and guaranteeing post project developments and actions. The last stage will be aimed at:-performing targeted dissemination via organizing national project promotional events in each partnercountry and the final conference in Poland;-planning of resources and actions to ensure sustainability of the project results after its completion;-carrying out the last project meeting;-preparation of final report on project implementation;;<< Results >>The SENIMA project will produce the following important outputs/results:A.Project Result 1 (R1): SENIMA SyllabusA training syllabus will be developed which will include the core learning essentials for the following topics and will be comprised of four modules. Module 1: Social Enterprises’ business models and Legal FormsThe SENIMA proposal will examine the various types of social enterprises models, how they apply in practice and how they can support SE and aspiring social entrepreneurs. In particular, it will be examined how social enterprises typically adopt a “hybrid” business model i.e. they derive their revenues from a combination of: -Market sources e.g. the sale of goods and services to the public or private sector; and-Non-market sources e.g. government subsidies and grants, private donations, non-monetary or in-kind contributions such as voluntary work etc.The SENIMA proposal will examine the various types of social enterprises’ legal forms, how they apply in practice and how they can support social enterprises and aspiring social entrepreneurs. These legal structures include-Non-profit structures such as associations, foundations and institutions.-Cooperatives – which are generally owned and controlled on a democratic basis by members.-Social enterprise legal forms - which are usually characterized by legally recognized adaptations to an underlying legal form. -Share companies – which are generally owned and controlled by shareholders on the basis of shareholdings and which may trade in furtherance of a social purpose and may have other governance features to subordinate profit to purpose.Module 2: Innovation in the Social Sector-Methods and ways to improve and apply innovation Module 3: Financial Management for Social Enterprises:Core topics to include:-Incremental cash flows-The role of sunk cost-Asset disposal-Nominal vs real prices-Net Present Value (NPV)-Internal rate of Return (IRR)-Payback period-Profitability Index (PI)-Benefit – Cost Ratio Methods for funding like:-Microfinance-CrowdfundingModule 4: Governance and Social Enterprises-Corporate Governance is extremely important for organizations of all sizes. As identified by the International Finance Corporation (www.ifc.com), corporate governance for SMEs is as equally important as for large organizations. To enhance the effectiveness and facilitate the needs of the target market, the training syllabus will be developed in a way to address the various degrees of sophistication and expertise of the target market.Based on the syllabus, the SENIMA process flow will be developed. The aim of this is to facilitate better integration of the syllabus by the target market.B.Project result 2 (R2): SENIMA e-platformA platform will be developed to enhance the learning process integrating the syllabus with tools and other resources to enhance the learning process. The Learning platform will also include applied cases in an effort to augment the learning and training process.C.Project result 3 (R3): SENIMA Toolkit and Applied case studyA Toolkit is a collection of authoritative and adaptable resources that can enable a target group to become familiar with an issue and identify approaches for addressing challenges. Applied-case learning offers users the opportunity to acquire skills and knowledge directly from applied-case scenarios. This could provide a great opportunity for stakeholders to test new concepts and provide the foundation from enhanced interaction between them.D.Project result 4 (R4): SENIMA CertificationThe program will offer participants the opportunity to obtain the “SENIMA certification” following examination on the learning areas of the program.SENIMA Dissemination Plan (SDP): To promote and display Project Results. The course of action will be for the consortium to involve bodies like Chambers of Commerce and various professional associations."

Climate change and environmental destruction are a threat to Europe and the world. Circular Economy (CE) has been identified as one of the key priorities that requires attention and actions for all organisations, regardless their size. In comparison to larger corporations, SMEs have smaller capacity and less availability of knowledge and financial resources. This makes it more difficult for them to change their operations, product design, or the sourcing of raw materials. Consequently, since SMEs & micro-enterprises represent the dominant form of business organization in Europe (around 99%), the transition to a green economy without their participation could hardly be achieved.The REFRAME project will create a CE Transition Framework specifically for small and medium businesses in construction, manufacturing and crafts industry, to help them become friendlier to the environment. It will provide the EU construction & manufacturing SMEs and micro-enterprises’ employees and future employees with practical knowledge on implementing CE transition in their business. A ‘sizable, growing and active’ REFRAME on-line community will be created, with main objective the Up-to-date insight in Circular Economy, the exchange of know-how and good practices among the participants and the successful implementation of a CE transition for all SMEs and mixro-enterprises.Under the REFRAME, there will be developed:1) an Interactive Self-Rate Tool (IO1) for effectively assessing the current status of a company in relation to Circular Economy (CE) principles and strategies.2) a Circular Economy Course (IO2) that it will provide a curriculum adopted to the needs of construction and manufacturing SMEs and micro-enterprises3) an Implementation Framework (IO3) that will provide a systematic methodology for the target groups to implement a successful and advantageous CE transition4) the REFRAME iLearn Tool (IO4), which will be an Open Educational Resource and will include all the above.The target-groups of the project are divided into main and secondary.Main target-groups:1) Construction, crafts and manufacturing SMEs’ owners/managers/personnel with up to 100 employees & micro-enterprises2) (future) employees of manufacturing SMEs (Unskilled, Adept, Skilled)3) VET centres/trainers/consultants4) experts that support companies with CE processes (internally or externally)Other target-groups (secondary):manufacturing SMEs associations, university/college students, municipalities and cities The target groups and the participants will be involved at every stage of the project implementation in order to assure that their needs are always adequately and fully addressed, since they will benefit directly from the project outcomes.The REFRAME partnership is composed by 6 partners from 5 EU countries, Greece, Cyprus, Portugal, Bulgaria and Hungary. They will all give an added value to the transfer of the project's products, thanks to their experience in Circular Economy, the Environment protection, in training sector, in digital technologies and in international cooperation.