This is a higher education student and staff mobility project, please consult the website of the organisation to obtain additional details.

•Liverpool John Moores University (LJMU) has outlined in its Strategic Plan 2017-2022 to be “a university with global reach and impact, act as a gateway for overseas engagement and investment” and to be “a university that provides dynamic opportunities for work-related learning, overseas exchanges, community engagement and social enterprise”. During the delivery of the 2017 Erasmus+ key action 103 project, LJMU has continued to proactively enhance the delivery of an international mobility experience for all students and staff. In 2016 LJMU established a dedicated Study Abroad Team (SAT) with the remit to promote, enable and co-ordinate the facilitation of international mobility for students and staff both for Erasmus+ and the rest of the world. This team has continued to develop with a designated Erasmus European Officer who provides support to LJMU and partner students and staff through managing the development of a sustainable and mutually beneficial network of partners.•The University has reviewed its Academic Framework Regulations. One of the underpinning principles was to support the student mobility agenda by implementing semesterised delivery of modules for new students all undergraduate programmes since 2016, have a study abroad opportunity incorporated into their structure. Depending upon the chosen programme of study, options of either/or a single semester or yearlong (between levels 5 and 6) study abroad are available to all students. The changes to the Academic Framework in 2016 provide a platform for increased mobility in 2017 as we facilitated the placements of the first cohort of students who could participate in study exchanges during the second semester of the academic year 2017-18 and this has been reflected in year on year growth.•Since the British Council Audit; the University has continued to enhance the promotion of opportunities for student and staff mobility. A structured promotional strategy runs in line with the student’s full life-cycle starting with School promotional and outreach activities and Open Days and reinforced by the continuous presence of the Go Abroad website. In 2017 LJMU Study Abroad team implemented a promotional strategy that included the development of our social media presence, which is always led by previous and current students' experience. •LJMU has continued to strategically develop its network of European Erasmus+ partners by aligning to needs and demands of staff and students. This has been achieved by working with existing partners to create university-wide agreements that cover the optimum number of subject areas, targeting new partnerships in countries where there is demonstrable student demand and where LJMU have either had no or partial subject partner coverage. In addition, we have worked with all subject programme areas, that we can offer at least one partner for all subject areas. Much of the development work that has been done is a result of LJMU being one of the 4 Merseyside universities that sponsored EAIE in 2016 when the conference took place in Liverpool.•Overall, total mobility has been consistent for traineeship activities, but we have seen a significant increase in participation in study mobility. In 2016/17 LJMU continued to have a mobility profile focused towards traineeships rather than study placements, however during 2017/18 study abroad placements. Students undertaking study in the 2018-19 student cohort has increased even further as this cohort can now study abroad. Mobility covers all levels of study and activity incorporates students from underrepresented groups from various areas of disadvantage and this is in line with the university strategy to be “a university that offers an enriching student experience characterised by social diversity, cultural relevance and a global perspective”. In 2016 LJMU awarded 3196.67 € in top up amounts for these students but in 2017 we awarded 12712 €.•In 2017 LJMU experienced a large increase in staff mobility, both for teaching and traineeships from 12 to 29. This is a direct result of promotion to staff and a commitment by the university to enable staff to participate. As we have introduced new partners, LJMU has seen it necessary to visit them to both ensure quality, viability and to develop further linkages.•Participant feedback from the results from the Erasmus+ questionnaire and LJMU's own feedback methods remains positive and has been incorporated into continued plans for the academic year 2018-19 and this is why LJMU bid and successfully received additional resources for both staff and student mobility overseas.•During 2016 and 2017 LJMU developed a further 54 new partners and established University wide agreements with 3 existing partners.

Many people now work at unusual hours of the day. Shift-work is no longer restricted to heavy industry but is now more common in E-commerce and telesales occupations to meet the need for 24-hour services. Shift-work is associated with greater health problems (e.g. chronic fatigue, gastro-intestinal and cardiovascular problems) than normal 9am-5pm day-work. It is unclear whether these problems are due to disturbances of the body clock and/or a decreased opportunity to adopt the desired amount and timing of lifestyle and social factors. With more than 20 years experience in researching this area, the possession of new facilities in our shift-work simulation unit, as well as a history of field-based research, the Chronobiology Research Group at Liverpool John Moores University will address these gaps in knowledge. We will explore such questions as, how does shift-work interfere with physical activity and eating habits? How does prior exercise influence metabolic responses and performance during a night-shift? What are the longer-term acceptability and the health consequences of a physical activity/dietary intervention programme? A qualitative component to the project ensures that shift-workers inform the research process throughout. Research findings will be disseminated, as they emerge, to employers and individual shift-workers.

Risk research represents an important challenge for the resilience and sustainability of container supply chains (CSCs). Its foci are being expanded from classical safety, through security to climate adaptation. Addressing such risks simultaneously requires integration across disciplines and research methodologies. The research community currently lacks a critical understanding of non-classical CSC risks arising from climate change, security threats (e.g. cyber-attacks), and emerging technologies (e.g. autonomous ships) in the digital industrial era. Through ground-breaking and interdisciplinary research, TRUST aims to address the key research question regarding which kinds of risk schemes can harness science and technology most effectively to achieve long-term resilient and sustainable CSC systems. The findings will shift the traditional risk management practice paradigm and deliver a novel programme that will enable the quantification, integration and communication of risk information from different areas and facilitate the movement of risk culture from a reactive single-dimensional scheme towards a proactive multi-dimensional regime. The programme divides into three integrated domains: 1) exploring and quantifying climate risks to rationalise adaptation planning; 2) forecasting security risks to address the most commanding threats in CSCs; and 3) advancing holistic safety approaches for CSCs involving new techniques and environments (e.g. Arctic shipping). The combination of objective (from historical accidents) and subjective (from stakeholders’ perceptions) risk data will inform the exploitation of the advances in new safety and security risk models to enhance climate risk and adaptation studies in a complementary way. The work will address the significant methodological issues associated with resilience and sustainability sciences and advance the state-of-the-art to a point where robust CSCs can be developed and realised, even under deep uncertainty.