Karlstad University (KAU) and our partners within international credit mobility (ICM) collectively attach great importance to operating in an international context, with high degrees of international mobility. KAU’s strategic plan describes and prioritizes the internationalization goals. Efforts are continuous to ensure that they are achieved in the form of planned actions, analysis, monitoring & evaluation. KAU’s strategy is summarised as increasing the internationalisation of both staff & students and with increased internationalisation to systematically enhance quality & global understanding in education & research. KAU cooperated with carefully selected partners Wollongong (UoW), Victoria (VU), Charles Darwin (CDU), CETYS, Universidad del Norte (UdN) and Rangsit (RU) to develop meaningful collaboration activities & exchanges. KAU and its partners have well-developed administrative systems to support international work at their own universities and also between institutions in ICM. Student and staff exchanges are at the core of collaboration activities and Erasmus+ is the most important network in which KAU operates. It provides us with the opportunity to work actively with partners to create successful and mutual mobilities within a well -established and recognised quality framework. Without a doubt, it contributes to the goal of greater international mobility for students & staff. We can, positively, preserve the experience of outgoing students & staff as well as visiting guests and create favourable conditions to be an attractive partner in international cooperation. ICM supports KAU in extending and supporting this strategic work, within a quality framework, from Europe to selected partners in the rest of the world.We carried out 44/45 of the activities for which we received funding. One student stayed for two semesters, which we have counted as two activities. All but one student exchange places were used. The demand for administrative places outstripped supply. Whilst we did not achieve all of the teaching activities, we were able to transfer them, with approval, into positive administrative mobilities. 74% of the students were from Arts & Social Science faculties, the remainder from Health, Nature and Technology faculties. The largest sending and receiving school was Business. 57% of the teachers were from business subjects, the remainder from Sports Science, Politics & Engineering. 71% of the administrative staff exchanges were between central university departments, e.g. Library; the remainder from faculties. The gender balance of the participants was mainly female, 70% of students and 79% of the administrative staff however, the teaching staff exchanges were dominated by male staff. KAU had existing partnerships with the UoW, VU, CDU, CETYS, RU and commenced a new partnership with UdN. Discussions are ongoing to identity opportunities and develop partnerships further. The impact of the student & staff exchanges made during the project period has led to deeper, closer & more sustainable collaborations with all partners. Specifically, ICM allowed us to protect our agreements with Australia by fostering and securing student exchange from Australia. Thereby meeting UoW’s goal of increased outgoing mobilities. By cementing the balance of student flow from there, ICM has directly improved the sustainability of our partnerships in this region for the future. Without this security, the future of the partnerships had been in question. ICM has directly resulted in an increased number of student exchanges between RU, CETYS & KAU in turn this has increased the diversity of students in the institutions. RU have achieved their goal of increasing internationalisation and building solid relationships in Europe and CETYS have achieved their goal of promoting strategic alliances with international organizations that promote high-quality education & strengthen the ties of Baja California with the world. With UdN, we now have exchange mobilities in a new geographical area, Colombia was a target market for student exchanges, which has increased the diversification of the student body at KAU. At UdN, only 4% of its student population have a study exchange every year, to both increase the international students at home and send students to KAU was a priority.Increasing the participation of staff, particularly teachers was a goal for all partners. These exchanges would not have been possible without ICM, e.g. a teacher exchange between Sports Science at KAU & VU was a first step towards opening up a new subject area for exchanges. The visits have resulted in closer cooperation, development of teaching & pedagogy and new research opportunities. Administrative staff have shared good practice, exchanged work experiences & brought home new ideas to implement. Closer cooperation has also led to clearer understanding of how education institutions function in different countries.