META Group special training

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The Third Mission of universities involves activities aimed at transferring the results of academic endeavours into tangible benefits for local and regional environments. It serves as a crucial avenue for universities to showcase the value of knowledge in human development, going beyond the traditional roles of education and research. The economic value generated through Third Mission activities is a testament to its significance in fostering innovation and engagement. 

Bridging a gap

The Third Mission is deeply intertwined with the territory it serves. It focuses on transferring technologies from laboratories to the public, managing intellectual property, facilitating technology transfers to companies, and fostering the creation of spin-offs. Additionally, public engagement and connection with social ecosystems play a vital role in the success of the Third Mission, emphasising its role in bridging the gap between academia and society. 

According to a study conducted by PROMISE (1) among 122 European Higher Education Institutions (HEIs), at least 90% of them included Third Mission in their main strategic documents and policies. They also divided the policies related to it into subcategories: Entrepreneurship and Technology transfer, Job market readiness and relevance of student education, Societal relevance, regional responsibility, and community engagement, Industry, Government and NGO collaboration and knowledge transfer, and Third Mission overall. The following graphic highlights how HEIs approach Third Mission, with a focus on establishing aims, supporting Third Mission work, or a combination of both. 

As it shows, “Societal relevance, regional responsibility and community engagement” is a policy area with 76% of institutions having policies and providing aims, support, or support and incentives. It suggests a shared commitment among these institutions to actively contribute to the well-being and development of their surrounding communities and regions, aligning with broader societal needs and responsibilities, which is core to the spirit behind the Third Mission itself. 

META’s action in Padua

Through a three-step competence building action, META Group empowered the Third Mission Office of the university of Padua, further solidifying its position as a leader in impact mobilisation. The workshop, attended by representatives from various departments, underscored the necessity of a unified approach to the Third Mission. It provided a platform for sharing insights and strategies to maximise the impact of universities in their broader communities. “Working across Europe we had the opportunity to meet with many people working on third mission and we learned a lot about challenges and solutions. When we are asked to help, we share this experience, which is not so common”, highlights Andrea Di Anselmo, President of META Group. 

We help them understand how to make things happen and provide a logic framework but also operational hints and tools.

The Third mission, a booster for innovation

In the heterogeneous landscape of academia, there is no standard recipe for success; however, two fundamental principles apply universally. Firstly, collaborative teamwork is essential, and if universities fail to cultivate a multidisciplinary approach, success becomes elusive. Secondly, the emphasis should be on need-oriented activities rather than being solution-driven.  

In this context, it is crucial to recognise that technology is not the primary driver; instead, the focus should be on addressing the problems at hand. As universities navigate this evolving terrain, the Third Mission emerges as a guiding light of innovation, collaboration, and success. European universities, in particular, are embracing this mission, positioning themselves to shape the future and drive societal progress by effectively leveraging knowledge. 

Read more about the Third Mission: 

• Compagnucci, F, Spigarelli, The Third Mission of the university: A systematic literature review on potentials and constraints, Technological Forecasting and Social Change, Volume 161, December 2020. Available here.
• Elena Pérez, S., Arregui Pabollet, E. and Marinelli, E., The role of universities in regional development through Smart Specialisation Strategies: Evidence from two Spanish regions (Catalonia and Navarre), 2017, ISSN 0213-3865, (92), p. 43-67, JRC108598. Available here.  

(1) PROMISE is the Platform for the Support of Responsibility and Openness and their Monitoring in Innovation and Science Ecosystems. It was developed by the EU funded research project SUPER MoRRI.

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Three decades ago – while the world was enjoying Nirvana’s last album and Nelson Mandela was receiving the Nobel Peace Prize – in the heart of Italy, META Group emerged as a knowledge-based consulting firm founded by a group of visionaries.  

What initially began as an engineering firm in Terni (Umbry region), expanded its horizons to become an international powerhouse, with a presence in Italy, Belgium, Poland, and Slovenia. Very soon, the company became pioneers in the field of Regional Innovation and Technology Transfer Strategies, collaborating with RITTS Umbria.  

Fostering entrepreneurship, knowledge transfer and innovation

In 2000, META Group shifted gears with a strategic focus on University spin-offs. Our approach, rooted in a technology-driven and problem-centric methodology, proved revolutionary. This shift not only spawned proprietary tools and methodologies but also became the cornerstone of our commitment to fostering entrepreneurship, knowledge transfer, and innovation. 

Our problem-solving approach is based on the observation that solution-based strategies often falter. By learning from our experiences, we emphasised the importance of understanding customers and the problem/customer fit. The lean start-up approach became integral to our structured methodology, especially when collaborating with researchers. 

Contractor for the European Commission: Horizon Results Booster initiative

Since 2020, we have been at the forefront of the European Commission’s Horizon Results Booster initiative. This game-changing endeavour aligns clearly with META Group’s core mission: optimising the utilisation of research outcomes. Our participation in this initiative brings us immense pride, recognising our potential to catalyse transformative impacts. The Horizon Results Booster is distinguished by its reliance on a top-notch group of experts proficient in a diverse array of topics.  

Their role is to assist, guide, and support EU funded research teams in maximising the broader impact of their results. This initiative stands as an example of our commitment to pushing the boundaries of innovation and ensuring that research results not only flourish but also contribute significantly to societal progress. 

META Group Inspiring and reshaping innovation and research

For nearly three decades, we have nurtured entrepreneurship at both micro and macro scales—mentoring researchers, empowering entrepreneurs, developing innovation strategies, and managing regional co-investment early-stage funds.  

Today, META Group encapsulates this wealth of experience in a diverse range of solutions and proven methodologies, addressing the most pressing challenges faced by research and innovation actors worldwide. Our journey continues to inspire and reshape the landscape of innovation, ensuring that knowledge finds its way from inception to market fruition. 

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The “ESIL – Next Gen of Angels” programme, funded by the European Union through the European Innovation Council and SMEs Executive Agency, EISMEA, is being delivered by a consortium of three of the most experienced partners in the Angel and early-stage finance ecosystem: META Group, Business Angels Europe and Bpifrance. Furthermore, the Consortium is supported by a range of leading players across the European finance and Innovation ecosystem including, InvestEurope, EURADA, INSME, EBN, EuroCrowd, National Promotional Banks and Innovation agencies, VC Funds and National Angel Federations and Networks.

A successful European Innovation Council depends on a high-quality and permanent deal flow, and Business Angels play a crucial role in coaching research projects, startups and scaleups emerging from Horizon Europe.

This important new programme is based on the recognition that the key challenge for the future growth of the European Angel market is that there is not a level playing field for entrepreneurial finance across Europe and there are several regions of Europe, where Angel investment remains unexploited.  Actions will target the whole Europe, with a focus on six key EU member states where the angel market is currently lagging, but where there is huge potential to build and mobilise the next generation of angel investors and create the conditions to build dynamic and connected business angel communities.

A dynamic European angel community

A key focus of “ESIL – Next Gen of Angels” will be to ensure that these new angel communities reflect the diverse demographics of the European Union, addressing the need for a much more gender diverse angel community across Europe. To achieve this, the ESIL partnership has formed a major new Women Angel Leaders Task Force, drawing on women angels from across Europe including the emerging economies, also supported by women in leading roles in the project management and legal and financial support and who will be leading the efforts to recruit and mobilise many more women angel investors across Europe whilst increasing the level of investment in women founders.

The Consortium Partners will bring their expertise alongside local players working on the ground to identify and establish new Angel syndicates, providing mentorship, support, and skills to enable individuals to take leadership. Education and knowledge transfer will be at the core of the work of the “ESIL – Next Gen of Angels” programme and this will include  both delivery of  courses for new angels on the ground in the target countries, but also the development of a new bespoke Angel Investment Open E-learning course (MOOC) covering all aspects of the Angel investment process available online, across the whole of the European Angel community both to support new angels and support the professionalism of existing angels.

Ensuring greater connectivity across the European Angel market will be a key approach in the work being done and to ensure long term sustainability of the work of the “ESIL – Next Gen of Angels” programme. This will include a strong focus on creating partnerships between existing and new emerging angel communities and especially working with BAE’s Club of leading Angel groups around Europe.

There will be specific attention to building transnational investment opportunities creating a strong platform to share deals and co-invest, supported by Bpifrance, whilst, at the same time, drawing on META Group’s and BA Networks experience to explore the potential of developing Co-investment Angel funds. This work will also be supported by a new European Legal Task Force led by Monard Law, to develop a set of bespoke legal documents and templates to facilitate cross border Angel investments and address differing legal and regulatory barriers.

Finally, the “ESIL – Next Gen of Angels” programme will benefit from a strong communication framework to continue to build extensive awareness, promote exchange of good practice, highlight role models and successes and provide strong market intelligence throughout the whole two-year delivery and beyond.

“The importance of this programme for a Europe-wide boost of the angel market is undeniable. All elements in the programme are mutually reinforcing, ranging from the focused individual approach  on six less developed angel economies,  providing top-level guidance to them by experts from more mature angel markets, over the roll-out of the lessons learned and an E-learning platform throughout Europe, to the legal working group with its detailed legal documents set for cross-border investments. All these elements together form an all-in approach that we at BAE and our partners are excited to be delivering  under this new ESIL- Next Gen of Angels programme. Furthermore, through our BAE Club, we can roll out the red carpet for these emerging new angels and transnational investment opportunities  to offer them direct access to our high-quality angel communities across Europe. This programme builds on the knowledge that has been built up within BAE under both the ESIL programme and the specific gender-focused programs that we have been running across Europe”. – Reginald Vossen, President, Business Angels Europe.

Business Angels Europe (BAE)

As the European Confederation of angel investing, Business Angels Europe represents national angel associations and leading angel clubs. BAE represents both the most developed national angel markets and many of the growing angel markets across Europe. BAE also brings together the most active Angel Networks through its BAE Club to provide a core community for exchange of investor knowledge, experience and connections.

With the principle of subsidiarity as its core leading principle, BAE aims to add value and reinforce the role of the National Associations and Networks, acting as the voice of angel markets to ensure a supportive and efficient policy and operational framework for the growth of angel investment in Europe and supporting the exchange of experience and knowledge.

BAE has extensive experience in the development of angel investing and the entrepreneurial eco-system in countries where the market is yet underdeveloped. BAE also dedicates substantial resources to support startups to scaleups growth across Europe by connecting them to relevant angel groups and networks and enabling them to interface with internationally minded groups and networks.

www.businessangelseurope.com

Contact: reginald.vossen@businessangelseurope.com

META Group (META)

META operates internationally to shape Research and Innovation (R&I) projects from idea to start-up and scale-up stages. It has been selected by several EC Directorates General to coordinate and implement large service contracts for the deployment of capacity building and support actions on R&I, Entrepreneurship and Finance. Today META is leader in bringing research results funded by the European Commission’s Framework Programmes to market. In Horizon Results Booster, HRB, META supported over 8500 organisations and completed 570 capacity building services. In InvestHorizon 2.0 META assisted international scale-ups, with over 500 companies accompanied to private investors.

Since 1993, META is active in the field of Innovation Service from Strategy to Capacity Building and Investments. META provides DG Regio and DG Grow with technical assistance for Smart Specialisation Strategies and Interregional Investment partnerships S3P. META also designs and implementing public and private equity financial instruments, which have so far resulted in more than €100 million investments with positive returns in several EU countries.

www.meta-group.com

Contact: l.valeriani@meta-group.com

EuroQuity by Bpifrance

EuroQuity, operated by Bpifrance, serves as a matchmaking platform fostering connections between entrepreneurs and their business partners, and in particular investors. Established in 2008, the platform’s expansion has been fueled by collaborations with European Commission projects and major global organizations, cementing its status as a leading matchmaking hub bridging the European and African ecosystems.

Bpifrance, France’s national public investment bank, is the one-stop shop for entrepreneurs. Actively engaged at the European level and deeply integrated into the European financing industry, Bpifrance plays a pivotal role in driving the nation’s economic growth, fostering innovation, and nurturing essential entrepreneurship connections.

EuroQuity, a key player of ESIL1, boasts a robust track record of fostering strong relationships with national and international Business Angel networks. Notably, it has initiated ‘The Big Angels Day,’ an event showcasing the influential role of business angels across Europe and Africa while facilitating matchmaking between entrepreneurs and business angels. Additionally, EuroQuity channels collaborative efforts to develop crucial tools that facilitate knowledge transfer and drive cross-border initiatives.

www.euroquity.com www.bpifrance.com

Contact: jana.drzkova@ext.bpifrance.fr

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The IMPAC3T-IP project  will develop a modern ‘tool-box’ to support licensing with a focus on 3 main scenarios: 

• Classical+ – licensing beyond the traditional industrial rights for inventions (patents and trademarks), into more modern bundles of rights needed to license digital technologies, including IoT, AI and ML and mobile technologies e.g. data sharing and standards essential patents (SEP) as well a ‘long tail’ licensing (high volume low price). 
• Crisis – supporting rapid voluntary licensing under different legislative regimes and standard and non-standard conditions e.g. through voluntary royalty free licensing in times of medical crises, natural disasters and geopolitical conflict. 
• Co-creation – supporting licensing of intellectual assets that have been created through complex partnerships with multiple owners and diverse licensing objectives. Increasingly encountered when responding to societal challenges. 

IMPAC3T-IP Academy 

Take-up and use of the IP-tool box will be supported by the IMPACT3T IP Academy. This will offer a fully subsidised training courses for individuals across Europe wanting to become a certified IMPAC3T-IP ‘user’ and ‘trainer’, including as part of a recognised Knowledge Transfer Professional qualification. 

Special Interest Groups (SIG) 

Development of the IP tool-box will take place with the support of three Special Interest Groups (SIGs). These will advise on the three scenarios as well as emerging technology trends in licensing e.g. increasing use of AI and Block-chain technologies. SIGs will have an early opportunity to test the tools and to join the subsidised training program through IMPAC3T-IP Academy. 

About IMPAC3T-IP  

IMPAC3T-IP is an EU-funded project that addresses scenario-based licensing for stakeholders in the IP value chain. The project is developing a toolbox and an associated training program to support licensing in three key situations:  

• Classical+ – licensing beyond the traditional industrial rights for inventions, into more modern bundles of rights needed to license digital technologies.  
• Crisis – supporting rapid voluntary licensing under different legislative regimes and standard and non-standard conditions.  
• Co-creation – created for complex partnerships with multiple owners and diverse licensing objectives. 

The IMPAC3T-IP project is a 3-year action funded by the European Commission and starting in December 2023. META Group is in charge of the management and coordination of the project as well as of the communication, dissemination and sustainability work package.

IMPAC3T-IP Partners: 

META Srl (IT), Universidad de Alicante (ES), University College Dublin (IE), Demola (FI), Areopa (BE), Atrineo (DE), ASTP (NL). 

Associate Partner: e-Lucid (UK) 

Keywords: 

• IPR management 
• Scenario based licensing 
• IP tool-box 
• Crisis management 
• Intellectual Property digitalisation 

Contact

Lisa Cowey
Technical Coordinator, T3I 

l.cowey@t3i.co.uk  

Clémence Contant
Communication Manager, META Group 

c.contant@meta-group.com  

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Her academic pursuits took her beyond the boundaries of her hometown, leading to immersive experiences in Rome, Warsaw, and frequent travels to Norway to learn the Norwegian language. She joined META Group as an intern in 2018 and have been since them, developing her career within our company.

What do you do at META? How is a typical day for you? 

My role involves monitoring exploitation-related activities in re-MODULEES and iEPB, as well as providing assistance in the service delivery of Horizon Results Booster assignments.  

Each day is unique, as some days I am occupied with service delivery, and online meetings, while on other days I am fully dedicated to reporting and analysing the documentation received. Maintaining the smooth flow of activities and ensuring a clear understanding of processes are crucial aspects of my work.

Ensuring the use of research results

What is it like working on exploitation?  

I am responsible for the exploitation-related activities of the European projects, ensuring that the developed results will be used at the end of the grant period. Sometimes, explaining why it’s crucial to think about the long-term sustainability of results during an ongoing project can be challenging. 

What project(s) or assignment(s) are you currently involved in? What is the most exciting part of this project? 

I am currently involved in re-MODULEES which is approaching the end of the project (April 2024), iEPB which has recently been launched and HySCALE which started a few months ago.  

As re-MODULEES is the first project for which is am responsible, for me, it is exciting to observe that after such long support in exploitation activities, the partnership aims to valorise the results and cares about achieving the impact beyond the project end. The project has a real potential to facilitate the deep renovation of residential buildings supported by a platform and digital/physical HUBs.  

What is the most challenging part of your job? 

Sometimes it is difficult to collect documentation relevant to feed activities’ development. It strongly limits the progress of the process, that’s why I always try to be clear that my job relies on inputs received from Beneficiaries/Partners. For the preparation of an exploitation pathway, all I need is collaboration. 

What do you like the most about your job? 

I love talking and being in contact with people from different parts of the world and collaborating to achieve shared goals and objectives. Furthermore, I like that I have passionate and professional colleagues. As I had to learn everything from scratch, I was lucky to meet my META colleagues, as they taught me a lot and I know that I still can count on their help.  

We encourage them to think with a problem-oriented logic, to find concrete solutions to the identified problems of potential customers/market. 

What are some of the challenges facing the clients, partners, or beneficiaries you work with? How can they be addressed in your opinion? 

Our Beneficiaries/Partners often have in their hands fantastic results, but they do not know how to push them “on the market” and turn them into concrete benefits.  

We are their facilitators in helping to understand how to follow a strategy to avoid situations such as the one described above. We encourage them to think with a problem-oriented logic, to find concrete solutions to the identified problems of potential customers/market. 

A Nice METAmemory (a memory or story related to you and the company that you like)  

A nice METAmemory was in…. Nice! It was when, after the pandemic I attended my first consortium meeting ever in presence. It was an amazing experience, as for the first time I met colleagues with whom I was in contact just online until that moment.

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In this challenging environment, characterized by obstacles and difficulties, but also moments of inspiration and a collective resolve to work together, the FUTURE4PRIMA project shines as a beacon of action, hope and a catalyst for profound transformation.

A collaborative journey

The recently granted FUTURE4PRIMA project, led by PRIMA Program, will be embarking on a collaborative journey starting on January 2024, with 21 partners across the Mediterranean. This coalition includes R&I Ministries as well as universities and research organizations, uniting their expertise and dedication to a common cause.

Strengthening collaborations for a resilient future

FUTURE4PRIMA is set to reinforce and expand collaborations between national R&I funding institutions, particularly in the areas of sustainable agri-food systems and water management in the Mediterranean.

Building upon the legacy of the Horizon 2020 Partnership for Research and Innovation in the Mediterranean Area (PRIMA), this project aims at extending the Program’s activities to widening countries and, crucially, reaching out to third countries bordering the Mediterranean.

This expansion aims to pool resources, focus on shared priorities, and address emerging challenges in the region, aligning with the European Green Deal’s objectives and the UN Agenda 2030 Sustainable Development Goals.

FUTURE4PRIMA seeks to add an integrated approach to resource management, encompassing ecosystems, energy, and health, thereby broadening PRIMA’s original focus on sustainable water management and agri-food systems.

Charting a path forward

FUTURE4PRIMA outlines four key objectives that underpin its mission:

1. Creating an Enabling Environment: The project seeks to establish an environment conducive to cross-sector R&I collaborations and strategic coordination among research funding organizations. This is vital for addressing resource efficiency and climate change challenges on a global scale.
2. Fostering Policy Uptake: FUTURE4PRIMA aims to foster the adoption of improved regulatory aspects that facilitate R&I cooperation, strengthening the international dimension of the European Research Area.
3. Accelerating Market Uptake: To drive innovation ecosystems and market uptake in widening and southern neighborhood countries, the project will support the adoption of innovations.
4. Providing Access to Information and Tools: FUTURE4PRIMA will offer access to information and tools to measure progress towards achieving the EU Green Deal and the SDGs.

Over the course of 48 months, FUTURE4PRIMA will:

• Develop shared R&I strategies among national funding agencies.
• Establish strategic orientations for the renewed PRIMA partnership within the next EU Framework Programme.
• Overcome implementation obstacles, streamline procedures, and harmonize national R&I processes.
• Bridge gaps in the EURO-MED project portfolio, promoting research uptake that addresses market and social needs while unlocking innovation potential.

This collaboration lays the foundation for a comprehensive update of the PRIMA Strategic Research and Innovation Agenda (SRIA), offering a promising path towards a brighter and more sustainable future for the Mediterranean and beyond.

Regarding META Group’s involvement in FUTURE4PRIMA, Adelaide Moscatelli, Project Manager, highlighted that: “We are very pleased to participate in FUTURE4PRIMA. By validating the innovation potential of the projects, we will ensure that the benefits they ought to generate effectively reach the Mediterranean region. This approach will allow to profit from the long-term impact of these ambitious initiatives”.

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Bridging the Gap: CircularInvest’s Mission

Circular economy projects have the potential to revolutionise the way we think about resource management and sustainability. Yet, the path from concept to realisation can be challenging, particularly when seeking financial support. CircularInvest is on a mission to change this.

CircularInvest is a dynamic initiative run by four organisations – INOVA+, META Group, Circle Economy, and ICLEI Europe. This consortium possesses the right combination of competences, experience, and a vast network of experts to offer unique and effective services to circular economy project promoters.

The core objective of CircularInvest is to help circular economy projects reach maturity and become investment-ready, thereby increasing their chances of securing the necessary financial resources for implementation. Projects that CircularInvest supports should exhibit a minimum viable product or a scalable prototype (Technology Readiness Level 6 or higher), have a clear business and financial model, and demonstrate strong economic potential. They should also be innovative, providing distinct advantages over existing alternatives and generating positive environmental, economic, and social impacts in one or more eligible territories.

Empowering Circular Economy Project Promoters

CircularInvest offers a comprehensive suite of services to empower circular economy project promoters:

1. Tailored Mentoring Sessions: Experienced experts provide personalised mentoring sessions to enhance the circularity of supported projects. These sessions also help in developing robust business plans and securing funding.
2. Peer-to-Peer Workshops: Project promoters can participate in peer-to-peer online workshops, enabling them to learn from and collaborate with other circular economy developers.
3. Pitch Sessions: CircularInvest provides opportunities to pitch projects to potential investors, both online and in live settings.
4. Knowledge Transfer and Networking: Participants can engage in knowledge transfer events and expand their networks through a Community of Practice.
5. Promotion: CircularInvest offers a platform for project promoters to showcase their projects through various channels.

It is important to note that while CircularInvest does not provide direct financial resources to selected projects, it does offer invaluable support and networking opportunities.

Project developers are encouraged to apply by 15 December 2023. To find more details and access the application portal, click here.

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Rosellina Di Santo joined META Group’s Brussels office in 2021, after more than 12 years in Belgium working for both intergovernmental and industry-based organizations. During these years, she managed projects of different nature at EU level. Rosellina graduated from the University of Turin in Strategic Science. After different study and working experiences in Rome, Prague, and Washington Dc, she specialized in Strategy Execution at the Harvard Business School online programme.  

Passionate about the noble art, in her free time she enjoys long walks in the forests but also swimming, painting and, in special occasions, going to the Opera. In the office her fondness for chocolates is not a mystery to her colleagues.  

Horizons Results Booster: structured mindsets and interdisciplinary approaches

What is your role at META and what is your typical day?  

I am part of the Management Team of Horizons Results Booster which is a very large initiative. My typical day includes a lot of contacts with possible beneficiaries, experts, partners, colleagues, and, of course, the European Commission. Interactions with others is important in what I do and being able to work in a very multicultural environment – not only related to the different nationalities but also to the very different education backgrounds – is an essential part of my role. It is also one aspect that I enjoy a lot.  

What is it like working on Horizon Results Booster? What does it involve?  

Working on Horizons Results Booster requires a lot of structured mindsets, management of complexities, interdisciplinary approaches. Holding a solid experience in managing interactions at EU level is key as well. Different requests, approaches and point of views should always converge in a consistent scope and shared objective. In my daily work, problem solving is as crucial as building effective cooperation. This could reflect also the ultimate aim of the support provided through the HRB initiative.  

What do you like the most about your job? 

During my career path at European level, I have been focussed on the importance of strategic thinking and strategy implementation in different contexts. Beyond the interactions with different entities, the aspect I like the most in my job is contributing to provide support to beneficiaries facing different challenges. Beneficiaries most of the time are highly relieved and pleased to know they can avail of different services.  

Sustainability: one of the main focuses for all sectors

What are some of the trends you see in the sector you work in?

First of all, sustainability is one of the main focus for all sectors. Indeed, sustainable development is an integral part of the EU internal and external policies and does not only relate to a vision for the future but also -and more importantly – to tangible goals.  

One of the surprising elements is the fact that clear objectives could be achieve only through an effective strategy, and setting up an effective strategy could often result to be an enigma to solve. Creating value should be one of the most important elements of a strategy, and going through the complex process of value creation, which relies on a structured plan and entails customers satisfaction as much as employees’ satisfaction, is becoming more and more crucial for sustainable development.  

In this process it is important of course to look at financials (which are indeed the aspects where the strategy will be reflected in its efficacity), but also at the environmental and social aspects which are now considered part of multidimensional values, achievable through innovative perspectives.  

If you had to share with us a nice META memory what would that be?

I remember always with pleasure the three days I spent in Umbria meeting the Italian team and of course enjoying the high-quality food of the Umbria region – which is always memorable!.

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