Circular Economy Office

Programme 2021 - 2027 Interreg VI-B North Sea

Date of latest update: 2026-05-13

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):

During the first half of 2025, the CEO consortium has made strong progress in both cooperation and delivery. Two successful partner meetings were held in France/Belgium (January) and Denmark/Sweden (June), combining site visits, interactive workshops, and collective work on the CEO Manifesto. These exchanges deepened collaboration, strengthened regional ties, and provided momentum for aligning the project’s outputs. A key milestone was reached in Hamburg, where the first pilot was successfully completed, demonstrating tangible results and offering valuable learning for scale-up. Other pilots advanced significantly, with concrete achievements in training design, upcycling production lines, and the development of a circular furniture cluster. The joint planning of activities fostered stronger cooperation between Malmö and Copenhagen. The drafting of the CEO Manifesto was initiated, consolidating the pilot scale-up strategy and the sector roadmap into a unifying framework. This process is central to preparing the final uptake of CEO products and has already engaged partners in shaping the format and narrative. Communication and outreach were further expanded through pilot stories, survey insights, and online channels, steadily growing the project’s community and visibility. The EU mid-term review was highly positive, recognizing the consortium’s strong collaboration, practical impact, and strategic direction. By combining demonstration, facilitation, and storytelling, the project continues to transform individual efforts into shared learning, contributing to longer product lifecycles, reduced waste, and stronger regional circular economy networks.

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

Thematic information

Waste and pollution

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 623 942.00

Partner’s programme co-financing: EUR 374 365.00

Partner’s programme co-financing rate: 59.00%

Partner contribution: EUR 249 577.00

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 Afvalstoffen Maatschappij

Name: Openbare Vlaamse Afvalstoffen Maatschappij

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 449 525.00

Partner’s programme co-financing: EUR 269 715.00

Partner’s programme co-financing rate: 60.00%

Partner contribution: EUR 179 810.00

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 309 362.00

Partner’s programme co-financing: EUR 185 617.00

Partner’s programme co-financing rate: 59.00%

Partner contribution: EUR 123 745.00

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 226 885.00

Partner’s programme co-financing: EUR 136 131.00

Partner’s programme co-financing rate: 60.00%

Partner contribution: EUR 90 754.00

GBER schemes / de minimis: GBER

Malmö

Name: Malmö

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 267 620.00

Partner’s programme co-financing: EUR 160 572.00

Partner’s programme co-financing rate: 60.00%

Partner contribution: EUR 107 048.00

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 297 965.00

Partner’s programme co-financing: EUR 178 779.00

Partner’s programme co-financing rate: 60.00%

Partner contribution: EUR 119 186.00

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 80 074.00

Partner’s programme co-financing: EUR 48 044.00

Partner’s programme co-financing rate: 59.00%

Partner contribution: EUR 32 030.00

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

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 392 124.00

Partner’s programme co-financing: EUR 235 274.00

Partner’s programme co-financing rate: 59.00%

Partner contribution: EUR 156 850.00

GBER schemes / de minimis:

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 312 062.00

Partner’s programme co-financing: EUR 187 237.00

Partner’s programme co-financing rate: 59.00%

Partner contribution: EUR 124 825.00

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 (not verified): https://www.dekringwinkel.be/antwerpen

Total budget: EUR 329 562.00

Partner’s programme co-financing: EUR 197 737.00

Partner’s programme co-financing rate: 59.00%

Partner contribution: EUR 131 825.00

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 338 812.00

Partner’s programme co-financing: EUR 203 287.00

Partner’s programme co-financing rate: 59.00%

Partner contribution: EUR 135 525.00

GBER schemes / de minimis:

Partners map

Partners and Projects info

WOOD.BE

Circular Economy Office

Partners and Projects info

Openbare Vlaamse Afvalstoffenmaatschappij (OVAM)

Circular Economy Office

Partners and Projects info

Development Agency East Netherlands NV

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

City of Utrecht

Circular Economy Office

Partners and Projects info

Enschede Textile City Innovations Enterprise

Circular Economy Office

Partners and Projects info

The Kringwinkel Antwerp ngo

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: closed

Relevant mentions and prizes:

false

Total budget/expenditure: EUR 4 190 516.00

Total EU funding (amount): EUR 2 514 308.00

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

Co-financing sources:

ERDF: Amount, EUR 2 514 308.00. 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

Latest month of project-partner-call data publication

2026-05

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)

832 / 832 (100%)

Notes on the data

Languages

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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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