Circular Economy Office

Programme 2021 - 2027 Interreg VI-B North Sea

Date of latest update: 2025-02-03

Description

Description (EN):

Traditional linear model 80-90% of the discarded office furniture (OF) in the EU is incinerated or landfilled, leading to unnecessary CO2 emissions and material waste. Promising initiatives/learnings from previous EU projects in NSR for circular OF are not implemented on a large scale. A link needs to be established between sustainable OF management and changing demands in the work environment, especially with developments due to COVID-19. CEO combines all these aspects to secure long-lasting change and acceptance. Link economic recovery & green transition The CEO project aims to establish this link to accelerate the OF sector's advancement towards an innovative, resource efficient and circular economy in the NSR. By moving to scale, introducing modularity and adaptability in product design product life is extended and waste reduced. CEO encourages public and private stakeholders along the value chain to foster the circular economy mindset and build sustainable practices, products and solutions. 7 pilots will be developed to move existing ideas to scale, test innovative approaches, facilitate sustainable transformation and uptake of the sector including a legal framework while ensuring flexibility, climate protection and establishing territorial connections. Circularity movement in the NSR The pioneer role of the NSR stimulated by CEO's comprehensive and innovative approach goes beyond environmental and economic benefits to the region. The CEO partner cities will play a necessary role in transforming to a circular sector. Different experience levels of partners are a chance to address a variety of local starting points and transnational exchange will lift all partners more quickly to a higher level. The sector requires a spatial relation that stays regional but goes beyond urban/national boundaries to close OF loops. CEO's strive for replicability will lead to spill-overs to other urban, peri-urban and rural areas advancing the whole NSR and strengthening its resilience.

Actual Achievements (EN):

Project Management Submitting the first finance & progress report was a very important task in this reporting period. This included the assignment of all respective roles in OMS as well as collecting and summarizing the individual partner contributions. Great progress has been achieved by all partners in the understanding of the requirements of the project. In parallel a lot has been done to further strengthen the partnership and accelerate the content-related exchange among all partners. This was to a great extent achieved through in-depth presentations and discussions in the monthly meetings. Additional boost was achieved through the partner meeting in Hamburg which was held mid June as team building and knowledge sharing event focused on WP1 and pilot activities in the project. Communication The activities and publication frequency have been strongly increased and included the documentation of events, posts on thematic areas of the CEO project such as circular design and procurement and the set-up of a project newsletter format and the development and distribution of the first two issues. Regular news and updates were shared on the project website, Linkedin and Instagram as well as through the channels of the individual partners. WPsWP1+2: Interaction with external stakeholders has been increased, i.e. by setting up the compass group, resulting in the development of draft tools, reports and guides (OF system map, circular system strategy, circular design guide, circular business model guide, monitoring framework for pilots). Activities focusing on circular procurement and the definition of indicators intensified as well. Two WP1 outputs have been finalised (OF strategy & circular mat. indiction). WP3: Driven by intense knowledge exchange and enhanced by the visibility of each other's progress, the pilots have developed dynamically and are on track. More advanced pilots shared initial lessons learned with the partners, providing valuable input for the other pilots.

Website: https://www.interregnorthsea.eu/ceo

Thematic information

Waste and pollution

Priority: (VI-B_NS_2) Priority 2: A green transition in the North Sea region

Priority specific objective: RSO2.6. Promoting the transition to a circular and resource efficient economy

Priority policy objective (Interreg specific objective): PO2 A greener, low-carbon transitioning towards a net zero carbon economy and resilient Europe by promoting clean and fair energy transition, green and blue investment, the circular economy, climate change mitigation and adaptation, risk prevention and management, and sustainable urban mobility

Type of intervention: 069 Commercial, industrial waste management: prevention, minimisation, sorting, reuse, recycling measures

Partners (13)

Lead Partner: Hamburg Institute for Innovation, Climate Protection and Circular Economy GmbH

Partner’s ID if not PIC: DE182417360

Address: Bullerdeich 19, 20357 Hamburg, Germany

Legal status: public

Organisation type: Higher education and research organisations

Website: http://www.hiicce.de

Total budget: EUR 626 836.00

Partner’s programme co-financing: EUR 376 102.00

Partner’s programme co-financing rate: 60.00%

Partner contribution: EUR 250 734.00

GBER schemes / de minimis:

Gemeente Utrecht

Name: Gemeente Utrecht

Partner’s ID if not PIC: NL002220647B01

Address: Stadsplateau 1, 3521AZ Utrecht, Netherlands

Legal status: public

Organisation type: Local public authority

Website: http://www.utrecht.nl

Total budget: EUR 377 302.00

Partner’s programme co-financing: EUR 226 381.00

Partner’s programme co-financing rate: 59.00%

Partner contribution: EUR 150 921.00

GBER schemes / de minimis:

WOOD.BE

Name: WOOD.BE

Partner’s ID if not PIC: BE0406676656

Address: Hof-ter-Vleestdreef 3, 1070 Brussels, Belgium

Legal status: private

Organisation type: Higher education and research organisations

Website: http://www.wood.be

Total budget: EUR 336 983.00

Partner’s programme co-financing: EUR 202 190.00

Partner’s programme co-financing rate: 60.00%

Partner contribution: EUR 134 793.00

GBER schemes / de minimis: GBER

Openbare Vlaamse Afvalstoffenmaatschappij (OVAM)

Name: Openbare Vlaamse Afvalstoffenmaatschappij (OVAM)

Partner’s ID if not PIC: BE0842399963

Address: Stationsstraat 110, 2800 Mechelen, Belgium

Legal status: public

Organisation type: Regional public authority

Website: https://ovam-english.vlaanderen.be/

Total budget: EUR 432 000.00

Partner’s programme co-financing: EUR 259 200.00

Partner’s programme co-financing rate: 60.00%

Partner contribution: EUR 172 800.00

GBER schemes / de minimis:

ONTWIKKELINGSMAATSCHAPPIJ OOST NEDERLAND NV

Name: ONTWIKKELINGSMAATSCHAPPIJ OOST NEDERLAND NV

Partner’s ID if not PIC: NL813800973B01

Address: Laan van Malkenschoten 40, 7311BG Apeldoorn, Netherlands

Legal status: public

Organisation type: Business support organisation

Website: http://www.oostnl.nl

Total budget: EUR 348 808.00

Partner’s programme co-financing: EUR 209 285.00

Partner’s programme co-financing rate: 60.00%

Partner contribution: EUR 139 523.00

GBER schemes / de minimis:

ONBETAALBAAR

Name: ONBETAALBAAR

Partner’s ID if not PIC: BE0648947420

Address: Kriephoekstraat 29, 9890 Semmerzake, Belgium

Legal status: private

Organisation type: Interest groups including NGOs

Website: http://www.onbetaalbaar.com

Total budget: EUR 212 150.00

Partner’s programme co-financing: EUR 127 290.00

Partner’s programme co-financing rate: 60.00%

Partner contribution: EUR 84 860.00

GBER schemes / de minimis: GBER

Malmö stad

Name: Malmö stad

Partner’s ID if not PIC: SE2120001124

Address: August Palms Plats 1, 20580 Malmö, Sweden

Legal status: public

Organisation type: Local public authority

Website: http://www.malmo.se

Total budget: EUR 282 250.00

Partner’s programme co-financing: EUR 169 350.00

Partner’s programme co-financing rate: 60.00%

Partner contribution: EUR 112 900.00

GBER schemes / de minimis:

Københavns Kommune

Name: Københavns Kommune

Partner’s ID if not PIC: DK64940022

Address: Borups Allé 177, 2000 Copenhagen, Denmark

Legal status: public

Organisation type: Local public authority

Website: http://www.kk.dk

Total budget: EUR 298 327.00

Partner’s programme co-financing: EUR 178 996.00

Partner’s programme co-financing rate: 59.00%

Partner contribution: EUR 119 331.00

GBER schemes / de minimis:

Institut Technologique Forêt Cellulose Bois-construction Ameublement

Name: Institut Technologique Forêt Cellulose Bois-construction Ameublement

Partner’s ID if not PIC: FR14775680903

Address: 10 Rue Galilée, 77420 Champs-sur-Marne, France

Legal status: private

Organisation type: Other

Website (not verified): https://www.fcba.fr/

Total budget: EUR 83 649.00

Partner’s programme co-financing: EUR 50 189.00

Partner’s programme co-financing rate: 59.00%

Partner contribution: EUR 33 460.00

GBER schemes / de minimis: GBER

Indeed Innovation GmbH

Name: Indeed Innovation GmbH

Partner’s ID if not PIC: DE273735494

Address: Schopenstehl 15, 20095 Hamburg, Germany

Legal status: private

Organisation type: Business support organisation

Website: https://www.indeed-innovation.com/

Total budget: EUR 225 600.00

Partner’s programme co-financing: EUR 135 360.00

Partner’s programme co-financing rate: 60.00%

Partner contribution: EUR 90 240.00

GBER schemes / de minimis: GBER

Enschede Textielstad Innovatie B.V.

Name: Enschede Textielstad Innovatie B.V.

Partner’s ID if not PIC: NL860663899B01

Address: Lonnekerbrugstraat 99, 7547AK Enschede, Netherlands

Legal status: private

Organisation type: Other

Website: http://www.enschedetextielstad.nl

Total budget: EUR 299 821.00

Partner’s programme co-financing: EUR 179 893.00

Partner’s programme co-financing rate: 60.00%

Partner contribution: EUR 119 928.00

GBER schemes / de minimis: GBER

De Kringwinkel Antwerpen VZW

Name: De Kringwinkel Antwerpen VZW

Partner’s ID if not PIC: BE 0442.423.037

Address: Deurnsebaan 52, 2170 Merksem, Belgium

Legal status: private

Organisation type: Interest groups including NGOs

Website: https://www.dekringwinkel.be/antwerpen

Total budget: EUR 335 560.00

Partner’s programme co-financing: EUR 201 336.00

Partner’s programme co-financing rate: 60.00%

Partner contribution: EUR 134 224.00

GBER schemes / de minimis: GBER

Communauté de Communes Pévèle Carembault

Name: Communauté de Communes Pévèle Carembault

Partner’s ID if not PIC: FR84200041960

Address: 141 rue Nationale – BP63, 59710 Pont à Marcq, France

Legal status: public

Organisation type: Local public authority

Website: https://www.pevelecarembault.fr/

Total budget: EUR 331 230.00

Partner’s programme co-financing: EUR 198 738.00

Partner’s programme co-financing rate: 60.00%

Partner contribution: EUR 132 492.00

GBER schemes / de minimis:

Partners map

Partners and Projects info

City of Utrecht

Circular Economy Office

Partners and Projects info

WOOD.BE

Circular Economy Office

Partners and Projects info

Openbare Vlaamse Afvalstoffenmaatschappij (OVAM)

Circular Economy Office

Partners and Projects info

East Netherlands Development Agency

Circular Economy Office

Partners and Projects info

PRICELESS

Circular Economy Office

Partners and Projects info

City of Malmö

Circular Economy Office

Partners and Projects info

Københavns Kommune

Circular Economy Office

Partners and Projects info

Institut Technologique Forêt Cellulose Bois-construction Ameublement

Circular Economy Office

Partners and Projects info

Indeed Innovation

Circular Economy Office

Partners and Projects info

Enschede Textile City Innovations Enterprise

Circular Economy Office

Partners and Projects info

Kringwinkel Antwerp

Circular Economy Office

Partners and Projects info

Pevele

Circular Economy Office

Partners and Projects info

Hamburg Institute for Innovation, Climate Protection and Circular Economy

Circular Economy Office

Lead partner

Project partner

Summary

Operation of strategic importance (OSI) or above EUR 5 million

Project name (EN): Circular Economy Office

Project acronym: CEO

Project ID: L94el1awJ

Project start date: 2023-06-01

Project end date: 2026-05-31

Project status: ongoing

Relevant mentions and prizes:

false

Total budget/expenditure: EUR 4 190 516.00

Total EU funding (amount): EUR 2 514 310.00

Total EU funding (co-financing rate): 60.00%

Co-financing sources:

ERDF: Amount, EUR 2 514 310.00. Co-financing rate, 60.00%.

Investments, deliverables, policy contributions

(bullets are inserted automatically and may be incorrectly placed)

Deliverables:

OF stakeholder and value flow mapping / The current OF system is mapped to create a shared starting point for the creation of an improved, interconnected, and future-proof circular OF system. The mapping identifies the stakeholders in the OF system covering both demand and supply side and it clarifies the material and value flows that exist within this system. This is done through desk research and by gathering input from all partner organisations. Lead: INDEED
Set up Circular Furniture and New Work Intention Board / 'Circular Furniture and New Work Intention Board' will be set up to jointly foster a circular mindset and develop more sustainable practices, products and solutions. The board will combine circular transition approaches with needs for creating functional, flexible office spaces suitable to the 'new work era'. The board will engage stakeholders in the OF sector, circular frontrunners, 'new work' knowledge institutes and other CEO stakeholders*. One meeting every half a year to be held. Lead: WOOD
Plan and harmonise implementation of 7 pilot actions in the NSR / Plan the 7 circular office pilots with 1 joint and 7 local planning meetings. The pilots will be executed in different urban and semi-rural areas in the NSR, their main focus differs: CCPC: Skills and trainings + workshops. CHP: Web-based platform + physical warehouse. UTR: Working 3.0 principles. MAL: Upscaling, behaviour change, digital tool + PP. OostNL: Circular textiles in OF. OVAM: Upscaling, CBM + value chain. HiiCCE: Model circular OF new office. Lead: HiiCCE
Improve framework conditions for circular OF by providing policy recommendations / To enhance framework conditions for circular OF in the NSR CEO policy recommendations will be shared with European decision makers, associations, professional groups and networks to enable a timely transition. 4 workshops, based on output 1.3 "Guidelines for future policy, rules and regulation" will take place. Lead: HiiCCE
Verify stakeholder and value flow mapping through a workshop / Triangulation of initial findings from activity 1.1 through 1 expert workshop. Experts are selected to cover the entire value chain. This workshop will contribute to the data collection by getting additional knowledge and insights from experts attending. This expert workshop obtains additional data concerning the OF stakeholder mapping and increases the understanding of the OF system in the NSR. Lead: INDEED
Best practice exchange on circular design principles / Introduce modularity, adaptability and recallability in product design to extend product life, reduce waste and make circular design the standard practice in the NSR. Knowledge exchange between CEO stakeholders* on circular design principles, will take place including: Good circular design practices: lifetime extension and closing the loop via end-of-cycle/end-of-life activities. Insights on reuse, refurbishing, remanufacturing, recycling. Incorporate new working principles. Lead: WOOD
Stakeholder (decision makers, procurement departments, employees) sensitization / Sensitize end-users (decision makers, procurement departments, employees) and traditionally less involved stakeholders, such as the financial sector, as it has a crucial role in defining the rest value of office furniture and initiating funding. This is done by implementing awareness raising activities to facilitate acceptance and ensure change management in circular office furniture systems based on communication strategy. This will feed activity 3.7. Lead: INDEED
Strengthen circular value chains and business models / Further, enhance effectiveness of circular OF value chains and business models through learning events for NSR actors and by institutionalising the 'Circular Furniture and New Work Intention Board'. Hereby increasing the NSR territorial connectivity. 4 learning events, based on output 2.4 "Guide on circular business models" will take place. Lead: HiiCCE
Analyse current state of play regarding opportunities and barriers in supply side of the circular OF system / An analysis of the present state of play of the circular OF system with a focus on the supply side. Identify and assess current barriers and opportunities for reverse logistics, the gaps between supply and demand for procurers, and the barriers for establishing new business models for stakeholders in the furniture system. This is done through a synthesis with e.g. desk research and interviews. Together with 1.1 + 1.2 this analysis leads to a circular maturity indicator (output 1.2). Lead: INDEED
Guidance on circular business models / Analyse current CBM, comparing existing business models (in different countries in the NSR) including: Possibilities for cross-border CBM and markets. Common CBM archetypes (based on research from other EU projects and initiatives) development. CBM from other industries. The analysis will generate guidance for the development of new CBM in co-creation with SMEs, to focus on upscaling of existing circular OF initiatives and application to linear OF SMEs. Lead: WOOD
Develop baseline and monitoring framework for pilot actions / Define one methodology on how to collect data on circular OF systems for the pilot actions with different preconditions to enhance circularity in offices. Thereby taking into account the learnings from activities 1.7: Start afresh in a predominantly linear environment (HiiCCE). Upscale of existing small-scale initiatives (ONL). Move to systemic interventions (MAL, OVAM, CCPC). Public (UTR) vs. private (OVAM) procurement. Combine a web-based platform with a physical warehouse (CPH). Lead: HiiCCE
Create a circular mindset among end-users in the NSR including Change management / Stimulate a circular mindset among end-users and CEO stakeholders* (see C.3.2) by conducting 3 awareness raising campaigns targeting end-users (decision makers, procurers, office workers) and CEO stakeholders* (see C.3.2) in the entire NSR region to initiate change on the demand side based on lessons learned in WP3. Included herein is Change management activity. Lead: MAL
Understand interdependencies in the OF sector and behaviour driving the transition / Transition to a circular economy requires behaviour changes. The analysis will include the observation of end-users (e.g. public sector workers) and furniture handlers. The focus will be on discovering underlying interdependence patterns and key forces driving human behaviour, including new working practices, to identify user signals and create insights. Lead: INDEED
Knowledge exchange on circular business models / Knowledge exchange on CBM between CEO stakeholders* (see C.3.2), e.g. furniture producers, research institutes, SMEs, this will be done by organising two roundtables, where best practises will be exchanged. To increase the spreading and guarantee a transnational knowledge exchange in the NSR. Lead: OVAM
Evaluate circular impact from pilots / Collect data to evaluate the enhanced circularity of OF systems from the pilots, based on findings from WPs 1-2: Adaptability/modularity: which design principles to take into account? Reuse of existing OF: what is needed to allow reuse? Climate neutrality: how to maximise saving of resources through lifecycle extension and closing loops? Territorial connections: what spatial relation is needed among actors in the NSR to maximise effectiveness of circularity in OF systems? Lead: KWA
Develop a roadmap to circularity for the OF sector / removed as requested in the decision letter
Identify material and value components of the circular OF system / Determine material and value components of the circular OF system by identifying possible saving of resources, CO2 and expenditures for essential components of the OF system (i.e. table + chair). This is done through a streamlined life cycle approach with estimates, based on learnings from former EU projects. This is essential to gain understanding on a baseline range and circular potential in the NSR and help procurers define criteria and suppliers to optimise product impact. Lead: INDEED
Training programme on the potential of circularity in offices / Develop and conduct a training programme on the potential of circularity in offices for CEO stakeholders (e.g. manufacturers, office designers, procurers). Based on lessons learned from former EU projects and WP1-3, the training will focus on opportunities and practical skills regarding circularity in offices and will incorporate a focus on changing work styles to enhance the ability to respond to transforming sector occupations and a changing demand in OF. 10 training courses planned. Lead: CCPC
Implement pilot actions testing innovative approaches to enable system change / removed as requested in the decision letter
Showcase and disseminate CEO activities, outputs and results / CEO consortium partners will combine the strategies, recommendations, best practices and guidelines from other activities (WP1-3) in an online virtual showcase/ web platform (tool). Lead: HiiCCE
Analyse the regulatory context and legal frameworks and form recommendations for improvement / Analyse current and announced future policies, rules and regulations that support and hinder circular offices (on an EU, national and/or regional level) in the NSR. To provide information for a strategy for future policies, rules and regulation will be shared with CEO stakeholders* to ensure a future-proof OF system in the NSR. Formulate recommendations to improve the regulations and legal framework that lead to output 1.3. Lead: OVAM
Develop graphic communication material to share findings and best practices from WP2 / Expert partners will develop graphic communication material (e.g. fact sheets, catalogues, online magazines) to share best practices concerning circular OF design, interviews with members of the Circular Furniture and New Work Intention Board, results of the training programmes, etc. Lead: HiiCCE
Assess and validate CEO outputs from WP1 and 2 / Test the improvements to the legal framework and the applicability of products developed by the CEO project such outputs 1.3 (Future policy, rules & regulation strategy), 1.4 (Procurement guidelines), 2.2 (Circular design guide), 2.3 (CBM Guide), 2.4 (Training Action Plan) in selected pilots and provide feedback to enhance these outputs. Lead: FCBA
Analyse opportunities and barriers in the demand side (procurement) of the Circular OF system / Analyse policy and regulatory opportunities and barriers to create circular office spaces through circular procurement (CP). The analysis will look at the situation in partner cities/regions and specifically for the OF sector to enrich previous procurement guidelines in the NSR (e.g. from previous EU projects and local initiatives). It will help to shape recommendations for how to implement circular procurements and provide guidelines for circular procurement (in output 1.4). Lead: HiiCCE
Assess perception on pilot actions / During and after the implementation of the pilot actions, the end-users engaged in activity 3.2 perceptions are assessed. Findings of activity 1.4 are considered. This assessment focuses on e.g. the following aspects: 1) What approaches are feasible for private/ public procurers? 2) Are end-users accepting circular furniture? 3) What gaps and challenges need to be addressed? Lead: MAL
Maximise impact: knowledge sharing and networking through external communication activities / To maximise the sharing potential of the outputs of WP1, the partners will jointly communicate findings through 1) news articles with updates, lessons and results, 2) social media and 3) project promotion on events where CEO stakeholders* (see C.3.2) are present. 4) The project partners will also organise external events (led by CCPC) to share WP1 learnings, results and strategies regarding rules, regulations and procurement and bring CEO stakeholders* (see C.3.2) together. Lead: HiCCE
Assess the circular maturity of the furniture industry players by introducing a digital Circular Maturity Indicator (CMI) and raising awareness of circular practices / The Circular Maturity Indicator (CMI) from WP1 (Output 1.2) will first be revised based on feedback from CEO partners, then further refined to develop a digital format, with particular focus on criteria for determining circularity scores and maturity levels. Specific activities are: - Developing a digital survey format for the Circular Maturity Indicator (CMI) - Leading a Masterclass and a keynote session at Orgatec to introduce and test the CMI - Adjusting the CMI content based on feedback from the testing at the Orgatec LEAD: INDEED
Roundtables on lessons learned from the pilot actions / OostNL will organise two external (virtual) roundtable events where the transnational experience in the pilots are shared with interested CEO stakeholders*, with a focus on local governments. Pilot partners revisit the pilot concepts and the relation to the circular OF sector. During the roundtables, examples from the pilots are discussed and used as cases to inspire stakeholders. Lead: OostNL
Communicate lessons learned from 7 pilot actions / Design and implement communication activities based on a developed communication strategy for the results of the pilots. Pilot partners communicate about the pilot actions via news articles with updates and lessons learned (1), social media dissemination (1) and promoting the project at 8 conferences and events where CEO stakeholders are present. Lead: HiiCCE

Contribution to wider strategies and policies:

By accelerating the transition towards a circular office furniture market CEO contributes to the EGD objective of preserving our environment by moving towards a CE. CEO will contribute to realising the EDG targets of decoupling of economic growth from resource use and realising climate neutrality 2050. In line with the 2030 Climate Target Plan, CEO stimulates the creation of green jobs and continues the EU's track record of cutting greenhouse gas emissions whilst growing its economy.
Make sustainable products the norm in the EU, ensure less waste, empower consumers and public buyers and make circularity work for people, regions and cities are specific objectives of the Green Deal's Circular Economy Action Plan to which the CEO project will directly contribute. The project will facilitate the transition towards circular OF use at both the public and private level, in the realms of consumption, manufacturing and training.
CEO contributes to the sustainable development and climate change objective of the Territorial Agenda, specifically the sub-objective focused on circular value chains. By accelerating the practices of repair, reuse, recycling, refurbishing and circular by design in the OF market, CEO directly contributes to the closing of material loops in the NSR which is central to this objective.
CEO will build upon and be aligned with the existing Ecodesign directive and the newly proposed 'Ecodesign for Sustainable Products Regulation'. The project will make use of existing ecodesign requirements as well as explore ecodesign requirements to improve the circularity of OF.
CEO will contribute to the New Leipzig Charta by utilising the transformative power of cities and applying a place-based approach. Thus, CEO will support the region's transformation towards a just, green and productive society and strengthen its social cohesion in an integrative and sustainable way.
By focussing on design for circularity CEO is in line with NEB's objective to create a design movement that integrates circularity, aesthetics, and affordability to address climate challenges. CEO will attract markets, influence (public) procurement and contribute to making the Green Deal a cultural, human centred and tangible experience.
The CEO project will stimulate the transition to a smart North Sea region and the circular use of resources, which are priority areas of cooperation identified in the North Sea Region 2030 Strategy. In focussing its activities on making design, production and waste management of OF more circular, and with its activities on green procurement of OF, CEO's objectives align with the specific missions identified by the North Sea commission under this priority.

Programme Common Output Indicator:

RCO 084 - Pilot actions developed jointly and implemented in projects, Measurement unit:
RCO 083 - Strategies and action plans jointly developed, Measurement unit:

Delivered output indicator(s):

(RCO83) Strategies and action plans jointly developed: 256
(RCO84) Pilot actions developed jointly and implemented in projects: 756

Programme Common Result Indicator:

RCR 104 - Solutions taken up or up-scaled by organisations, Measurement unit:
RCR 079 - Joint strategies and action plans taken up by organisations, Measurement unit:

Delivered result indicator(s):

(RCR79) Joint strategies and action plans taken up by organisations: 20
(RCR104) Solutions taken up or up-scaled by organisations: 7

Information regarding the data in keep.eu on the programme financing this project

Financing programme

2021 - 2027 Interreg VI-B North Sea

Last month that data in keep.eu was retrieved from the Programme's website or received from the Programme

2025-02-03

No. of projects in keep.eu / Total no. of projects (% of projects in keep.eu)

65 / 65 (100%)

No. of project partnerships in keep.eu / Total no. of project partnerships (% of project partnerships in keep.eu)

791 / 791 (100%)

Notes on the data

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Circular Economy Office

Description

Thematic information

Partners (13)

Partners map

Summary

Investments, deliverables, policy contributions

Information regarding the data in keep.eu on the programme financing this project

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