"While organisations primiraly focus on profit, sustainable organizations are committed to measuring and making key decisions based on measures that look after the profit, the planet and the people. These represent the three pillars the Triple Bottom Line (TBL) framework is based on, a sustainability business model suitable for every organization, regardless of its size. It is a feeder road to a highway called ""sustainable growth"".UseWine aimed at increasing the sustainability outlook of European Wine SMEs by guiding them through their first crucial move: the adoption of the TBL model. TBL is not widely known within SMEs, and those who have heard of it, consider it as an unfeasible model for the small size of their organisation. The fact that ""the planet"" and ""the people"" are part of the sustainability equation creates negative attitude since both are considered to lead to additional expenditures. The project aimed at:- guiding Wine SMEs in establishing a sustainability strategy that will cover financial, environmental and social elements- fostering a TBL culture in Wine entrepreneurship- creating common strategy among the Wine SMEs, the local authorities and the social and environmental stakeholders applied through policies which support TBL- developing leaders among the Wine SMEs who will manage the TBL change - establishing performance indicators to measure the penetration of TBL principles in Wine entrepreneurshipUseWine's consortium comprised of ten organisation from 8 different countries. The organisations involved have had the competencies or relations to the target groups in order to have fast access to them. One of the partners (ETA from the UK) has been offering consultancy services to SMEs using TBL on a professional level.The project was launched by assessing the current TBL related practices applied by the Wine SMEs, the existing TBL related policies and regulations in enforcement by the policy makers (local governments/regional authorities) and how the citizens (social and environmental groups) reacted to such actions taken by both. The results of this research establish the state-of-art and set the baseline. Having a clear picture of the current situation, the project designed a training curriculum to be used for the training of facilitators who would support Wine SME leaders in their to introduce TBL related policies and procedures in their organisations. The curriculum also embedded leadership training as leaders needed to sharpen their leadership qualities.The training curriculum required the creation of the corresponding pedagogic material. A set of tools which were designed to provide a framework of smaller projects within the Wine SMEs and to support activities for all three pillars (profit, people, planet).The skills on how to train the leaders of the organisations were delivered by a professional TBL business consultant to a selected number of facilitators during a 5-day train-the-trainer workshop which was organised by the lead partner. Each partner organisation designated two experienced consultants who were trained to become the facilitators of the leadership workshops and of the implementation of the methodology during the testing phase of the project.Awareness activities also took place in the form of half-day events in every partner country (in some cases more than one due to geographical situation of the areas), where market stakeholders, local authorities and entrepreneurs were exposed to TBL which was projected as an SME sustainability mechanism. Success stories were presented, derived from the respective national market to better relate to. The awareness activities, lead by the trained facilitators, were necessary to stimulate interest with the stakeholders and to attract candidates for the upcoming pilot/testing phase.One hundred eleven Wine SMEs from the partner countries took part in the testing phase. The testing phase lasted 6 months during which the trained facilitators supported the Wine SME leaders to identify areas within their organisation that needed change and deploy measures to bring about changes in the business culture of their organisation. The last phase of the project was to measure the impact the project had had on the target groups and their perception of SME sustainability. The project had not only enlightened the various stakeholders on the importance of looking after ""people"" and ""planet"" besides ""profit"", but also demonstrated how to achieve to go about achieving substantial progress."

The so-called ‘digital revolution’ is changing the world in which we live and work. Trends such as home-working and globalisation are contributing to increased use of remote teams. Team members and teams are becoming increasingly geographically dispersed: team members might work just a few kilometres from their colleagues, or in different countries and time zones. Whilst remote teams bring benefits for both employers and individuals, they also bring some new challenges, especially for team leaders and managers. TeamMate 360 developed a new set of VET resources to help team leaders, managers and organisations to adapt to and improve the management of remote teams and team members. Project partners developed a new, multi-lingual, on-line 360° assessment tool called, ‘TeamMate 360’. The tool was based upon a set of 72 observable behaviours, organised into a set of 24 Specific Skills sub divided into a set of six Core Skills: -Developing Team Plans-Team Leadership-Team Communication-Working as a Team-Performance Management-Exploiting Technology. After being trained and recognised as certified ‘360-degree Feedback Coaches’, a team of 10 VET coaches planned and implemented seven national pilot assessment exercises. In total 125 team leaders and managers completed the TeamMate 360 assessment with around 100 taking part in a new VET course called ‘The Remote Manager’. The data from the TeamMate 360 assessments was analysed resulting in a set of seven national benchmark reports plus a comparative analysis of the skills and behaviours of managers from the UK, Romania, Spain, Italy, Greece, Ireland and Bulgaria. Based on the pilot testing phase of the TeamMate 360 assessment exercise and the delivery of the Remote Manager courses, a Best Practice Guide to 360-degree assessment was prepared. In addition to a wide range of dissemination activities, the project culminated with the delivery of a series of six national conferences including the UK conference hosted by the Chartered Management Institute. During the conferences, participants learned about the design and use of the TeamMate 360 assessment tool, the project results and impact. In addition to impacting on team leaders and managers and building new national and European capacity and capability in the use of 360-degree assessment and feedback, the Erasmus+ project also provided ‘proof of concept’. Consequently, partners have ambitious plans for the continued use of the tool including adding more languages training more ‘360-degree Feedback Coaches’ and developing other editions of the 360-assessment tools including a version for Directors and Coaches.

"<< Objectives >>1. To provide cultural and performing arts organisations with a new working methodology that favours social inclusion.2. To provide professionals in the cultural and performing arts sector with new digital tools.3. To create a regional, national and international network of entities with shared values of equity and inclusion.4. To favour the full and active participation of people at risk of social exclusion in cultural events.<< Implementation >>Project management and administration. Virtual follow-up meetings.2 transnational meetings (kick-off meeting and final meeting).3 learning activities in each of the participating countries.3 pilot courses for the compilation of learning and methodologies and their effective transfer.12 audiovisual training pills.9 training courses for the transfer of knowledge.3 local days for the dissemination of the project results.<< Results >>1. New training tools and methodologies for cultural professionals working with people with functional diversity.2. Effective transfer of knowledge and experiences between the participating entities, their teaching staff and collaborators.3. Creation of a network at regional, national and European level of social and cultural entities.4. Real access to culture for people at risk of exclusion through the ""ad hoc"" design of a cultural offer."

"""Photograhpy for future"" is a project for the exchange of good practices between four European cultural, creative and social organisations working in the field of youth: AD HOC GESTIÓN CULTURAL (Spain), Stichting NOOR Foundation (The Netherlands), ASSOCIATION KULTURANOVA UDRUZENJE (Serbia) and C A I - CONVERSAS ASSOCIACAO INTERNACIONAL (Portugal) whose mission is to provide young photographers with the tools and skills to find creative solutions to the social challenge of youth unemployment in Europe. This project proposes to create a strategic alliance for the exchange of good practices, ideas and working methods, which will increase the employability of young photographers, because not only are specific skills needed for cultural entrepreneurship, but also new professional and personal skills are needed when dealing with non-formal education of these young people.Three main problems have been identified on which our project will intervene: 1. The high percentage of youth unemployment in Europe 2. The precariousness of work in the cultural and creative sector, where almost a third of employees are self-employed. 3.The lack of specific training for young photographers to work in the cultural sector. The main objectives of ""Photography for future"" are: To train and equip cultural and creative organisations working in the field of youth with new tools and working methods that they can implement in their organisations. 2.To provide young European photographers with the digital tools, competences and skills necessary for entrepreneurship (business and social) in the field of culture. 3.To create a regional, national and international network with organisations working in the creative, cultural and social fields in order to integrate and connect young photographers and improve their employabilityThe main activities that will be developed during the 24 months of the project and will lead to the achievement of the objectives are:2 transnational meetings: one in Spain (Kick of meeting) and one in Portugal (final evaluation meeting of the project). 3 learning activities (in the Netherlands, Spain and Serbia) where theoretical training, team dynamics and visits to 45 local entities (15 in each activity) will be combined to know their good practices and to create an international network of entities working with the same objectives.3 Workshops for the educational team and the usual collaborators of each partner (1 after each learning activity) .Local workshops/round tables organised by each partner during the final 6 months of the project for the dissemination of their results. 20 audiovisual training pills accessible and free for young European photographers on Youtube and partners' websites.These will be the results to be achieved at the end of the project: 1. Effective exchange of experiences between the participating organisations. 2. Collaborative design of new training tools and methodologies to help young photographers. 3. Creation of a network at regional, national and European level with cultural organisations working to improve the employability of young photographers 4. Transfer of the knowledge and skills acquired between the participating entities, their teaching staff and collaborators, and between the young photographers.Thanks to the design of our dissemination plan and the implementation of the activities, ""Photography for future"" will have an expected impact of: 50,000 young photographers (12,500 in each of the participating entities) who will benefit from the training resources made available to them in an accessible and free manner. 50 entities that will make up an international network for the exchange of experiences. 200 cultural/creative entities and non-formal education centres that support the cultural entrepreneurship of young people, who will benefit from a guide document that includes the tools and training methodologies to promote the professional career of young European photographers. 200,000 people (general public) with interests in culture, creativity and photography, reached through the project's communication plan."