Lapland an Arctic and international highflier - Arctic Smartness
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Lapland
an Arctic
and international
highflier
THE STRATEGIC PRIORITIES FOR INTERNATIONAL
AND SMART SPECIALISATION 2018 – 2022
LAPLAND is by nature an international region.
The Arctic environment is an inherent part of all aspects
of the locals' everyday life. The people of Lapland
have adapted their activities according to the surrounding
nature, and as the residents of the Northernmost parts
of Finland and the European Union, they want to become
Lapland – an Arctic and international highflier 1
leading experts in sustainable development.
Editing Kristiina Jokelainen Illustration and graphic design Lasse Paldanius Cover image: Lapland Material Bank Regional Council of Lapland ISBN: 978-951-9244-88-4 Publication series: A52/2018 Rovaniemi 2018 2 Lapland – an Arctic and international highflier
Lapland
an Arctic
and international
highflier
Lapland – an Arctic and international highflier 3
Image 1: A unique culture, the well-being of people, high technology, and the beauty of the clean and pristine nature come together
in the increasingly international Lapland.
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4 Lapland – an Arctic and international highflier
Image: Lapland Material Bank | Simo Vilhunen
Contents
6 .................... County Governor’s greetings
7 .................... Lapland in facts and figures
8 .................... Summary of the strategy
9 .................... Strategiija oanehaččat
10 ............... 1. Lapland – an Arctic and international actor
10 .................... 1.1. Lapland at the core of the Arctic operating environment
14 .................... 1.2. Smart choices help to meet future challenges
16 ............... 2. Lapland – an Arctic and international highflyer
17 .................... 2.1. Vision – Lapland is the Arctic beacon of Europe
18 .................... 2.2. Strategic priorities and implementation
20 .................... 2.3. Priority 1: Advanced Arctic business – foundation for the growth
30 .................... 2.4. Priority 2: Arctic expertise, renewal and innovations strengthening
the growth and international business activities
34 .................... 2.5. Priority 3: Regional ecosystem as the base for internationalisation
38 ............... 3. Lapland – an Arctic and international highflyer
– Implementation of the strategy
38 .................... 3.1. International smart specialisation
40 .................... 3.2. Road map for the implementation of the strategy
Lapland – an Arctic and international highflier 5
Foreword – County Governor’s greetings
L
apland is the most international region of all our activities. For this reason, we wanted to
in Finland – we are in the middle be open-minded and combined the internationali-
of the Barents Euro-Arctic Region, sation strategy with the update of Lapland’s Smart
and we have always lived, done busi- Specialisation Programme.
ness and worked across borders. The I want to thank all our partners who have been
people of Lapland have always adopted involved in the preparation of the strategy, and
an international attitude in their everyday lives. especially the enterprises for their creative and
In the wake of digitalisation, globalisation and committed work. Lapland will surely continue
the resulting new economy, geography is losing to be not only the most international region in
its significance in the development of growth and Finland, but also the beacon of the entire Arctic!
jobs. At the same time, it is challenging us con-
stantly to perceive the entire world as an operat-
ing area and a potential market. To succeed, we
”
need more and more courage, networking skills
and co-operation – but these are weighed against
Mika Riipi almost unlimited possibilities.
County Governor In the Lapland – an Arctic and international
of Lapland highflyer -strategy, we are outlining regional To succeed, we need more and
steps into this changing operating environment. more courage, networking skills
Lapland’s strong growth sectors form the basis, and co-operation – but these are
but we also want to highlight Arctic expertise and weighed against almost unlimited
new potential for growth. Therefore, the founda- possibilities.
tion for each ounce of success consists of strong
networking and co-operation between enterprises
as well as developers.
However, the key principle of the strategy is
that particularly here in Lapland, international ap-
proach must be included to and identified as part
6 Lapland – an Arctic and international highflier
Airport
Lapland in facts and figures
Nordka
pp Harbour
Railway
Surface area 100,366 km², Agricultural production and reindeer
of which 7,699 km² is water husbandry approx. € 340 M
Narvik Enonte
Population 180,200, Finland's fourth largest export region, kiö
population density 1.8 /km² 7 % of Finnish export
Bodø
Employment: approximately 69,000 jobs, Nine national parks in the area L APL AND
of which approx. 50% are in private
enterprises World’s cleanest air
and Europe’s purest water
EN
Number of private enterprises 9,100
AY
World’s largest
ED
RW
Annual revenue of Lapland wild organic harvesting area
SW
€12,000 M, of which 70% comes
NO
from private enterprises Strong educational structure:
University of Lapland,
FINLAND RUSSIA
Annual revenue of mining and metal Lapland University of Applied Sciences,
industry approx. € 5,000 M Vocational College Lappia,
Lapland Education Centre REDU
Annual revenue of forest bioeconomy and Sami Education Institute
approx. € 1,300 M
Research institutes: Lapland has the fastest
World’s northernmost bio, mining
and metal industry hub
Geological Survey of Finland (GTK), growing economy in Finland
Natural Resources Institute Finland
(LUKE), Sodankylä Geophysical Lapland is a unique Arctic region
Europe’s only chromium mine
Observatory (SGO) as the most notable that wants to be the most innovative and
and the largest gold mine in Europe
entrepreneur-driven of all the sparsely
National circular and
Tourism is the fastest growing bio-economy centre in Kemi populated EU regions by the year 2022.
industry with overall demand The future objectives are set high, but the
of approx. € 1,000 M and an average measures for achieving those goals are
annual growth of 9%, in 2017 tangible and close to the actors.
as much as 20%
Lapland – an Arctic and international highflier 7
Summary of the strategy
L
apland is the northernmost part of energy solutions create good conditions for eco- The development of regional co-operation models
Finland and of the entire European nomic growth. The digital solutions and new tech- and the forming of cluster networks have al-
Union. At the same time, Lapland is nologies are in a key role in the development of ready provided significant results. The economic
geographically the most internation- new business and in increasing Arctic expertise. development of Lapland is built on supporting the
al region of Finland. The Lapland – an The industry brings much needed investments regional actor's capacity to develop international
Arctic and international highflyer to the region, which promotes regional employ- business. Internationalisation must be built on a
-strategy prioritises smart specialisation actions ment and development. The sustainable refining strong ecosystem, regional co-operation, which
that support international growth. The implemen- of natural resources and conditions is a corner- identifies and recognises different measures and
tation of the strategy requires strong expertise of stone of Lapland’s smart specialisation and inter- needs, depending on the actor.
the entire region, as well as innovation activities nationalisation. The natural resources of Lapland The implementation of the Lapland – an Arctic
and a regional ecosystem, which together create are significant for the entire Finnish export sector. and international highflyer -strategy is based on
a foundation for sustainable growth and interna- Circular economy is one of the strongest potential good co-operation between regional stakeholders.
tional business. fields of expertise in Lapland. This development To this end, the strategy reinforces the conditions
The Lapland – an Arctic and international has created a foundation for new entrepreneurial for operating in an international field, in Lapland
highflyer -strategy also updates the smart special- activities that are based on the management of as well as beyond.
isation choices introduced in the Lapland’s Arctic industrial side-streams. The road maps of the strategic priorities (pp.
Specialisation Programme completed in 2013, Lapland is an internationally attractive desti- 41–43) depict the implementation for achieving
and fortifies the strategic choices of the Lapland nation for nature and adventure tourists, and it the established objectives. As part of the imple-
Agreement, namely “Stronger Arctic economy” is among the top destinations in Europe. Lapland mentation of the Lapland Agreement, Lapland
and “Work and competence reform in a border- utilises the Arctic environment in tourism in a utilises financial synergies and works with the
less environment.” sustainable manner, and is committed to the local actors to choose the most useful EU funding
The Arctic elements are an essential part of development of sustainable and ethical tourism. opportunities that will contribute to increasingly
the internationally known Lapland brand that is In addition, Lapland invests in identifying internationalising smart specialisation.
being strengthened further. Indeed, Lapland is the and supporting new emerging industries. One
beacon of the Arctic region. The goal is to make example of this is the promotion of socially sus-
Lapland the most innovative and entrepreneur- tainable economy models, where emphasis is on
friendly of all the sparsely populated and circum- transparency and societal gain, in addition to
polar regions of the EU. Sustainable and profitable financial profit.
8 Lapland – an Arctic and international highflier
Strategiija oanehaččat
L
appi lea Suoma ja oppa Eurohpa ekonomalaš šaddamii. Digitálalaš ja ođđa teknologiija Guovllulaš ovttasbargumálliid ovddideapmi
uniona davimus guovlu. Seammás čovdosat leat hui dehálaččat, go galgá ovddidit ođđa ja fierbmáiduvvan klusteriidda lea juo
Lappi lea eatnandieđalaččat Suoma gávpedoaimma ja loktet árktalaš máhtu. dássážii mielddisbuktán nana boađusa. Lappi
álbmogiidgaskasaččamus eatnangoddi. Industriija mielddisbuktá váillahuvvon investeremiid ekonomalaš ovdáneami vuođđun lea doarjut
Lappi – Árktalaš ja álbmogiidgaskasaš eatnangoddái, mii ovddida guovllu barggolašvuođa guovllu doibmejeddjiid kapasiteahta ovddidit
menestuvvi -strategiija prioritere daid ja gárggiideami. Luondduriggodagaid ja luonddudili álbmogiidgaskasaš gávpedoaimma. Jos hálida
jierpmálaš spesiálašuvvama doaimmaid, mat gierdavaš ovddosdikšun lea čiehkageađgin, vai Lappi šaddat álbmogiidgaskasaččan, galgá leat nana
dorjot álbmogiidgaskasaš šaddama. Strategiija sáhttá spesialiseret jierpmálaččat ja šaddat ain ekosystema, eatnangoddálaš ovttasbargu, mii
ollašuhttin dárbbaša oppa eatnangotti nana eambbo álbmogiiidgaskašin. Lappi luondduriggodagaid dovdá ja dovddasta sierra vugiid ja dárbbuid
máhtu, innovašuvdnadoaimma ja guovllulaš mearkkašupmi Suoma doalvumas lea fuopmášahtti. dahkkis fuolakeahttá.
ekosystema, mat ovttas duddjojit vuođu gierdavaš Birradoallu lea okta nannoseamos potentiálalaš Lappi – Árktalaš ja álbmogiidgaskasaš
šaddamii ja álbmogiidgaskasaš gávpedoibmii. dáidosurggiin Lappis. Dat lea duddjon vuođu ođđa menestuvvi – strategiija čađaheami vuođđuduvvá
Lappi – Árktalaš ja álbmogiidgaskasaš fitnodatdoibmii, mii vuođđuduvvá industriija árktalaš doibmejeddjiid buorre ovttasbargui.
menestuvvi -strategiija dárkkálnuhttá maiddái jagis doaresrávnnjiid hálddašeapmái. Dán áššis strategiija nanne eavttuid áhtat
2013 válbmanan Lappi árktalaš spesiálašuvvama Lappi lea álbmogiidgaskasaččat geasuheaddji álbmogiidgaskasaš doaibmagiettis sihke Lappis ja
prográmma jierpmálaš spesiálašuvvama válljemiid luondu- ja vásáhusturismačuozáhat, mii gullo Lappi olggobealde.
ja nanne ođasmahttojuvvon Lappi-soahpamuša Eurohpa turismačuozahagaid njunnošii. Lappi Strategalaš prioriteahtaid geaidnukárttain
strategalaš válljemiid “Árktalaš dállodoallu gievru” ávkkástallá gierdavaččat árktalaš dili turismas ja lea (s. 41-43) leat govviduvvon doaimmat, maiguin
sihke “Bargu ja máhttu ođasmuvvet rájehis birrasis”. čatnasan gierdavaš ja ovddasvástáduslaš turisma sáhttá joksat ásahuvvon ulbmiliid. Oassin Lappi-
Árktalašvuohta lea mávssolaš oassi ovdáneapmái. soahpamuša ollašuhttimis Lappis ávkkástallet
álbmogiidgaskasaččat dovddus Lappi-brándas, mii Dasa lassin Lappis deattuhit, ahte galgá dovdat synergiijaiguin ruhtadeamis, ja ovttas guovllulaš
ain nannejuvvo. Lappi lea fal árktalaš guovllu njunuš. ja doarjut ođđa loktaneaddji surggiid. Ovdamearkan doibmejeddjiiguin válljejuvvojit midjiide
Ulbmilin lea dahkat Lappis EU hárvvit ásaiduvvon dás lea earet eará sosiálalaččat gierdavaš dállodoalu ávkkálaččamus EU-ruhtadanvejolašvuođat
ja sirkumpoláralaš guovlluid innovatiivalaččamus málliid ovdáneapmi. Guovdu lea rabasvuohta doarjun dihtii jierpmálaš spesialiserema, mii
ja fitnodatustitlaččamus guovlu. Gierdavaš ja ja viggan ovttasgoddálaš ávkki maŋŋái, ii dušše šaddá ain eambbo álbmogiidgaskasaččan.
gánnáhahtti energiijačovdosat čuoččáldahttet eavttuid ekonomalaš ávkki maŋŋái.
Lapland – an Arctic and international highflier 9
1. Lapland – an Arctic and international actor
1.1. At the core of the Arctic operating environment
L
apland is the northernmost part of are also facing many rapid changes. Due to global enterprises to Lapland. In addition, the increase of
Finland and of the entire European interest in the natural resources of the area and tourism has created a new kind of “on site” inter-
Union. The Arctic environment is a nat- the effects of climate change, the Arctic nations nationalisation in Lapland.
ural part of all aspects of Laplanders’ are faced with a whole new situation. Lapland The economic growth of Lapland is based
everyday life. The people of Lapland does not want to just sit by and watch the on the region taking its place as the most ad-
have adapted their activities to the development of the Arctic region. In fact, Lapland vanced Arctic operating environment. In prac-
surrounding nature, and as the residents of the can promote its interests by being an active inter- tice, this lays a foundation for internationalisa-
Northernmost parts of the European Union, they national player. tion, now and in the future. It is understood in
want to become leading experts in sustainable Sustainable utilisation of natural resources Lapland that internationalisation is based on
development. and conditions and the increasing of value added strong regional co-operation – an ecosystem.
Lapland is geographically the most inter- are important themes for the future of Lapland. It is built on boldly opening windows for a new
national region in Finland, as it shares border The industrial beacons of Lapland are the mining kind of cross-sectoral collaboration, which pro-
with Sweden, Norway and Russia for a total of and metal industries, utilisation of forests, and motes the creation of an internationally strong
approximately 1,700 kilometres. Laplanders have tourism based on natural conditions. Led by these future for Lapland.
traditionally been very active in the Barents Euro- leading industries, the region has developed The Lapland – an Arctic and international high-
Arctic Region. The EU cross-border programmes into a vibrant business field producing industrial flyer -strategy combines the different measures
have strengthened co-operation with both the services, natural products, food products and and goals aimed at developing the region into
West and the East. Increasing the visibility of support services. an even stronger ecosystem that is a recognised
Lapland in various European forums has made The education and research institutes in player in international co-operation.
the region an Arctic leader in the development of Lapland have traditionally participated actively
sustainable business, and the actors from Lapland in international collaboration through various
have become highly desirable business partners. mobility and research programmes and differ-
The Arctic areas are among the world’s cleanest ent collaboration networks. The Arctic industry
and ecologically best preserved regions, but they of refining natural resources has brought global
10 Lapland – an Arctic and international highflierImage 2: Factors in the international collaboration in Lapland.
Actors Collaboration networks Countries and regions
Lapland – an Arctic and international highflier 11Image 3:
Sustainable regional development in Lapland
Economic sustainability
Based on Arctic natural
resources and conditions
Regional economic benefits
Balanced growth
Sustainable value chains
Industry based on natural Economic Accessibility and
resources and conditions sustainability good transport links
Industrially sustainable Lapland Integration between economic sectors
Development of service economy
Evolving the vitality of the region Social licensing
Skills, innovations
and skilled workforce
Development of the regional wellbeing Sustainable
development Social capital
of Lapland
Managing the
environmental stress Arctic environment and living
Social and Recognising
Ecological
Fragile nature People’s Lapland cultural the originality
sustainability
sustainability and characteristics
Sustaining the Northern urban
diversity of the nature Secured and safe future and rural communities
Balanced utilisation Indigenous and
and preservation of local population
the Arctic ecosystems Arctic competence
and knowledge
Arctic identity
12At the heart of the
Arctic operating
environment
Mining Bioeconomy Tourism Lapland’s Arctic Smartness cluster collaboration, headed
and metal and related
Industries service
by the Regional Council of Lapland, has increased
Refining
sectors
new products
awareness of the expertise and specialists in Lapland,
and services and created new opportunities for introducing
the developed products and services to the market.
The collaboration between enterprises, educational and
research institutions, public sector, and financers is a key
element in the cluster work. The clusters of Lapland have
seen significant development in the past few years. New
goals have been set in Lapland that strongly emphasise
Positive
cumulative the emerging industries in the area and the needs of
impact New industries rising from the needs of the leading industries business life. This steadily advancing locomotive is being
Independent new industries emerging alongside the leading industries
steered by new and innovative industries. In addition,
growth has been seen in the traditional mining and
Creation and guidance of the next generation industries tourism industries.
The Arctic Smartness collaboration guides the clusters
and implements smart specialisation in Lapland.
Excellent cluster work has brought more resources and
Image 4: The backbone of Lapland’s economy and new emerging industries. success to all stakeholders. The actors working at the
business interface, namely Digipolis, Rovaniemi Develop-
ment and ProAgria Lapland, create service concepts.
Balancing the elements of sustainable develop- The goal is to ensure that the current and future The University of Lapland and Lapland University of
Applied Sciences provide innovation platforms and
ment poses significant challenges for the Arctic generations can draw benefits from the natural
learning environments as meeting points for business,
regions in particular. In addition to challenges, resources as a versatile asset. education and research.
global changes also bring great opportunities. Maintaining the balance of sustainable develop- The Geological Survey of Finland (GTK) and the
As the northernmost region of the European ment is a key factor in the survival of Lapland. Natural Resources Institute Finland (LUKE) have
Union, Lapland is at the heart of these global The cornerstones of social development, such as obtained a stronger role in the region. Together,
changes and possibilities. In Lapland, the founda- economic, ecological, social and cultural sustain- the Arctic Smartness stakeholders have increased
the international visibility of Lapland. Co-operation has
tion for growth consists of sustainable develop- ability, must be identified and evaluated separate-
been strengthened especially by the numerous H2020,
ment aimed at finding a balance in the versatile ly for each situation. Interreg Europe and other funding schemes and
utilisation of natural resources. partnerships in the S3 networks.
Read more about the
Arctic Smartness collaboration:
arcticsmartness.eu
Lapland – an Arctic and international highflier1.2 Smart choices help to meet future challenges
F
inland is currently in the middle The strategic choices for smart specialisation were updated as part of
of drafting a regional government priority setting for the Lapland – an Arctic and international highflyer
reform, in which Lapland is also closely
-strategy, which is based on:
involved. We have entered the second
half of the ongoing EU programming
period, and the planning of the next Lapland Agreement 2018–2021, highlighting the regional interests
period is in full swing. There is a lot of pressure Choices of Lapland’s Arctic Specialisation Programme
on the upcoming funding period to reduce cohe-
Development of the European Commission’s smart specialisation towards value-chain
sion policy funding and to allocate funds to inter-
based collaboration between regions and clusters
regional and direct funding programmes. While
the administrative structures are changing, we Updated action plan for Finland’s Arctic strategy, incorporating national choices
must also carry out regional development work Consulting the European Commission’s Arctic Policy and the Arctic Stakeholder Forum,
and secure a steady growth environment for which together create a future setting for the northern EU territories
Lapland’s economy.
In the past few years, Lapland has been the
fastest growing economic area in Finland, which
is primarily due to the strong growth witnessed become increasingly important for the develop- prises, the majority of which are not necessarily
in the region’s industrial spearheads. This growth ment of industrial competitiveness. The industrial looking for growth for their business. However,
has enabled the emergence of a multidisciplinary capacity to grow is based on skilled work force a new business culture is simultaneously
SME sector alongside the industrial leaders. Inter- and the utilisation of digitality in the develop- developing in Lapland, creating a foundation for
national business is characteristic of the SME ment of products and services. Operating at the a new kind of high-growth entrepreneurship.
sector in Lapland. interfaces contributes also to the finding of new The development of industrial service enter-
Rapid changes in the global economy, along innovations. prises and the increase of tourism have affected
with requirements for expertise, present challenges In addition to long distances, the shrinking the development of other industrial fields and
for the enterprises of Lapland. Consequently, and aging population presents challenges for the created a positive impact on the regional econo-
partnerships with regional research, develop- development of Lapland’s economic structure. my of Lapland.
ment and training organisations will in the future 80 % of enterprises in Lapland are microenter-
14 Lapland – an Arctic and international highflierClose co-operation
among regional actors
has made safety
a competitive asset
for tourism in Lapland
T
The strategic approach and investments have of the Regional Council of Lapland, ELY Centre he Arctic Safety cluster, headed by the Lapland
facilitated the introduction of new development and regional stakeholders. During the drafting of University of Applied Sciences, ensures the smooth
efforts that are significant to the regional economy. the strategy, the priority choices were discussed operating of business activities in Lapland.
Lapland’s location, sparse population, natural conditions
Lapland’s developing special strengths include in several working groups and stakeholder inter-
and increasing numbers of travellers require risk manage-
smart Arctic expertise, sustainable utilisation of views and introduced in seminars and in connec- ment expertise, Arctic expertise, and network competence.
natural resources, and a community-led approach tion with other presentations. The Arctic Safety cluster is the leading expert in EU level
to networking. Co-operation across Arctic borders As the work progressed, referral debates collaboration.
and joint utilisation of the Northern resources were conducted with different stakeholders con- “For a programme service company, safety is just as
improve competitiveness in the global market. cerning the arguments for the strategic choices important as quality or customer service. It must be a
built-in component of the service. Safety is a part of our
Networking and branding Lapland as a leading and the necessary specifications. In addition,
values, and therefore it must be visible in all our activities”,
expert in the European Union have helped the re- consultations were sought actively from the says Rami Korhonen, COO of Lapland Safaris.
gional stakeholders to benefit from international Smart specialisation forum and the special-
funding. ists in the European Commission’s Directorate
The Lapland – an Arctic and international high- General for regional and urban policy. Based on
flyer -strategy prioritises the smart specialisation the measures described above, the Lapland – Interactive surfaces
procedures that support international growth. an Arctic and international highflyer -strategy through European
The implementation of the strategy requires was created to support the strategic choices of co-operation
strong expertise of the entire region, as well as the Lapland Agreement 2018–2021. The recom-
T
innovation activities and a regional ecosystem, mended measures for the implementation of he H2020 DecoChrom project, coordinated by
which together create a foundation for sustain- the strategy were integrated into the Lapland the University of Lapland, is aimed at developing
able growth and international business. Agreement action plan. a new type of smart technology based on printed
electrochromics, which allows the embedding of displays
The preparation of the strategy was integrated
into different surfaces.
into the preparation of the regional government “Technology that is embedded into surfaces reduces
reform and to the Arctic Smartness collaboration. stimuli and light pollution. It is what we call calm
In addition to these, a sparring group was estab- computing”, says Researcher Ashley Colley from the
lished for the strategy, including representatives University of Lapland.
The project has received €6.7 million in Horizon 2020
funding from the European Commission, and it is imple-
mented in co-operation with 15 European enterprises
and research institutions.
Lapland – an Arctic and international highflier 152. Lapland – an Arctic and international highflyer
I
n the future, the significance of international The aim of the Lapland – an Arctic and international highflyer
networking and funding will be empha- -strategy is to reinforce choices that:
sised in all development activities. Although
Lapland is international by nature, interna-
tionalisation as a goal must be advanced
further to create more economic value for help companies in the development of international business
the industry. Development work also promotes
the establishment of a strong and united regional promote the internationalisation of Lappish working life
ecosystem. Internationality must be based on
strong regional co-operation, and it shall secure strengthen implementation of the smart specialisation
Lapland’s status as an Arctic expert in the global
operating environment. support the Lapland Agreement’s choices on strengthening the sustainable
The Lapland – an Arctic and international high- Arctic economy and extending the knowledge base
flyer -strategy specifies the choices incorporated
in Lapland’s Arctic Specialisation Programme help to strengthen the role of internationalisation in regional development
that was completed in 2013, and stresses the key and the coordination of internationalisation procedures
issues of the Lapland Agreement: Stronger Arctic
economy and Work and competence reform in a guide the mobilisation and coordination of funding
borderless environment.
The region is willing to learn from successful
internationalisation procedures and share the
benefits with the local stakeholders. At the same part of international co-operation, which must Lapland Agreement, which considers also the
time, Lapland wants to discover new opportu- be invested in by all parties. With these choices, emergence of new jobs, improvements in the
nities. Other goals include promoting stronger Lapland is driven forward as a smartly specialised availability of labour force, increase in compa-
regional collaboration and being open to bold international region. ny revenues, and diversification of the business
innovations in regional development. Building a Effectiveness of the practical implementa- structure.
common positive image of Lapland is an important tion of the strategy is evaluated as a part of the
16 Lapland – an Arctic and international highflier2.1. Vision – Lapland is the Arctic beacon of Europe
T
he promotion of internationalisation Internationality will be increasingly highlighted istence of different living environments and in-
and smart specialisation of Lapland as the core of regional development in Lapland. dustries brings economic stability to Lapland
is based on strong regional co-opera- The Arctic elements are an essential part and the whole of Finland. Internationalisation is
tion. At the same time, Lapland must of the internationally known Lapland brand based on a strong regional identity and willing-
be secured a strong position as an that will be strengthened further. The goal is to ness to participate in regional development.
Arctic expert in the global operating environment. make Lapland the most innovative and entre- Indeed, Lapland wants to preserve its regional
According to the vision of the Lapland – an Arctic preneur-friendly of all the sparsely populated originality.
and international highflyer -strategy: and circumpolar regions of the EU. The co-ex-
In 2030, Lapland is an Arctic leader that utilises
the natural resources and conditions in a sus-
tainable manner. As the most Arctic area of
Finland, Lapland commercialises its expertise
Future oriented
and exploits the Arctic business opportunities. Active Arctic influencer
in the European Union
Lapland is an active Arctic innovator, a develop- Economic
Leading position in the utilisation
ment pioneer, and an important international of Arctic resources and conditions sustainability
Preserving the
hub of Arctic transportation and information. ownership in the area
Commercialisation of Arctic
Lapland is the link between the Arctic and the expertise and sustainable use of
business opportunities
European Union. Lapland offers a unique and Nationally and internationally
recognised regional uniqueness
attractive living environment. and originality
Active Arctic player and Sustainable
center of the Arctic traffic development
Lapland is the beacon of the Arctic region. This of Lapland Provides unique and
attractive living conditions
vision supports the goals and strategic choices of
the Lapland Agreement 2018–2021. The objec- Maintaining and Supporting
developing the the coexistence of
tives of the Lapland Agreement are defined as Arctic expertice Social and
Ecological cultural different residential
follows: sustainability sustainability
environments
In 2021, Lapland will be Arctic, open and smart. Vision 2030
– Lapland is the Arctic beacon of Europe
We will build sustainable success in the world’s
cleanest region. #ForTheLoveOfLapland
Image 5: Vision for sustainable regional development.
Lapland – an Arctic and international highflier 172.2. Strategic priorities and implementation COSMETICS FROM
ARCTIC NATURE
I
n Lapland, the future business investments As the tourism flows are increasing, it is essen- At present, there is a strong global health trend
will, in one way or another, be based on the tial to develop sustainable and environmental- which is also reflected in the cosmetics industry.
sustainable utilisation of natural resources ly-friendly tourism. Natural products have long been used in the beauty
industry, but due to technological developments,
and conditions, and on increasing the value Sustainable and profitable energy solutions create
improvements in quality systems, and health trends,
added. A strong SME sector is emerging in good conditions for economic growth. The digital new applications have been opened up for natural
Lapland alongside the industrial sector, and it solutions incorporating new technologies are in a plants as cosmetic ingredients.
supports the large-scale industry by building sus- key role in the development of new business and
tainable local solutions in circular economy, for in increasing Arctic expertise.
example. In simple terms, the large-scale industry The industry brings much needed investments The EU is the global leader in the export and use
forms the backbone of Lapland’s economy, which to the region, which promotes the regional em- of cosmetics. The cosmetics industry is one of the
is then levelled out by the development of the ployment and development. In contrast, the in- fastest growing industries in the world, and therefore
it is also an important industrial development field
SME sector. dustrial field must make decisions that ensure the
at the EU level.
Lapland is also witnessing the emergence of co-existence of the different sectors. In Lapland, Cosmetics based on natural ingredients form an
completely new industries, the potential of which coordination challenges related to issues such important sector in this growth. Lapland’s natural
has been completely ignored until now. The sig- as land use are always present. Consequently, materials form an inexhaustible source for innovations.
nificance of these industries is increasing, par- the foundation for regional development work There is potential in Finland –and in Lapland – to
ticularly in the sparsely populated areas. In the consists of acknowledging the needs of interest introduce a new leading national industry to the
niche market by combining national expertise in
future, they will provide new opportunities and groups and of compromising.
the chemical and technological industries with
boost the regional and local economies. The development of regional co-operation the refining of new products.
Tourism as an industry is growing rapidly in models and the forming of cluster networks have A few pioneering companies in Lapland have
Finland, as well as in the entire Arctic region. provided significant results. There is a desire to worked systematically to promote this field, but only
The available experiences and the safe environ- continue this work complementing it with good a fraction of Lapland’s natural raw materials are
ment are adding to the attractiveness of the area. governance, which has also proven to be an im- currently being utilised.
There is true potential in the field of natural cosmetics,
In addition to the seeking of extreme adventures, portant factor in the successful development
and with bold decisions, Lapland has a chance to
current travel trends also demonstrate interest in work in Lapland. be at the cutting edge of development. Networking
experiencing silence and the pursuit of well-being. with the leading EU-level areas and participating
in European cluster work can bring added value to
Lapland and trigger the development of Lapland’s
own industrial value chains.
18The following strategic priorities have been chosen as the focal points in the internationalisation
of Lapland and smart specialisation in 2018–20211:
1
Advanced Arctic business – foundation for the growth
Lapland’s economy is well on the rise and investments
in business competence, strong industries and
bold new innovations create good conditions for
economic growth and successful business.
Arctic expertise, renewal and innovations strengthening
2
PRIORITY 1: Skiers
Advanced Arctic business the growth andinternational business activities
– active actors
– foundation for the growth The obtaining of versatile industrial growth requires
skilled labour force and a strong education, research
and innovation infrastructure. Working life evolves
PRIORITY 2: Downhill trails and becomes more international, and the Lappish
Arctic expertise, renewal and innovations – good route choices
expertise is reinforced also through foreign experts.
strengthening the growth and boost forward and create
international business activities the regional success stories
RSKI
Regional ecosystem as the base for internationalisation
3
PRIORITY 3: Fell
Regional ecosystem as – the environment With their actions, the public administration and
the base for internationalisation and the terrain where all regional developers create conditions for success.
the actions take place Thanks to a strong region, versatile utilisation of the
stakeholders’ expertise, and a clear distribution of tasks,
Lapland is a strong area and a recognised actor in
international co-operation.
Image 6: Mutual dependence and interaction between the priorities.
1 Based on the Lapland Agreement and Lapland’s Arctic Specialisation Programme.
Lapland – an Arctic and international highflier 192.3. Priority 1: Advanced Arctic business – foundation for the growth
L
Three economic backbones of Lapland
apland is still growing naturally. underlying the emerging Arctic business
The sustainable refining of natu-
ral resources and conditions is a
cornerstone of Lapland’s smart
Mining Tourism
specialisation and internationali- and metal Bioeconomy and related
industries service
sation. Lapland’s natural resources sectors
have a significant role in Finnish export.
Lapland possesses natural resources and con- Arctic Arctic Growth in Emerging
ditions that are globally interesting. The EU circular sustainable
business
by increasing
industries as
new platforms
economy
industrial policy emphasises the further in- International tourism the refining
of natural
for business
creasing of self-sufficiency. Consequently, spearheads for resources
the emerging
increasing the value added locally is the foun-
Arctic business
dation for advancements in the Arctic industry.
For growth, the developing Arctic business
needs strong value chains that serve as a ba-
sis for high-quality manufacturing and service
production. Therefore, the region must actively
seek links to global cross-border value chains
that provide a good growth forum for Lappish
The new industries will emerge with the support of four strategic business spearheads
enterprises.
Image 7: Emerging Arctic industries.
Leading spearheads for international
business and foundation for smart
1 Arctic circular economy 3 Growth in business by increasing
the refining of natural resources
specialisation in Lapland can be
divided into four strategic themes: 2 Arctic sustainable tourism 4 Emerging industries as new
platforms for business
20 Lapland – an Arctic and international highflier2.3.1. Arctic circular economy The Arctic Industry
and Circular Economy
cluster into
Lapland has systematically aimed at building prac- support this development will be needed in the a global actor
tices and co-operation models to increase the future, as well. The goal is to incorporate com-
utilisation of industrial and societal side-streams. prehensive management of the circular economy
Regional co-operation and an open, network- into all business activities. In 2017, Sitra led the drafting of the world’s first
oriented approach have brought actors together The goal of the circular economy column is to national circular economy road map and action plan
to identify the development needs and potential strengthen Lapland’s status as a sustainable and for Finland, aimed at uniting the society in a desire to
promote the circular economy and at determining the
of circular economy. During the work, a systematic resource-efficient utiliser of natural resources.
most effective methods for this purpose. Sitra selected
model of the process has been created. At the In Lapland, the circular economy is profiled the industrial circular economy innovation platform
same time, different tools have been developed around developing the business opportunities led by Kemi Digipolis as one of the roadmap’s key
to promote the utilisation of industrial and soci- of industrial enterprises in the forestry, metal, projects. The next step was the project establishing
etal side-streams, the industrial symbiosis, and mining and energy sectors and of their service a competence and training centre for industrial
the circular economy in a business-oriented man- actors. In Sitra’s road map, circular economy is symbiosis in Kemi-Tornio.
ner in the context of an extensive collaboration categorised through five interconnected focus
network². areas: a sustainable food system, forest-based The infographics concerning the process and
Circular economy is one of the strongest loops, technical loops, transport and logistics, potential of circular economy were created as as
fields of potential expertise in Lapland. This de- and joint actions. Synergies between these areas joint initiative of the Arctic Business Concept (ABC)
and ATS2 projects. In simplified terms, the whole
velopment has created a foundation for new en- are also taken into account. The models and
project is based on the idea that the world needs
trepreneurship activities based on the manage- practices of circular economy are also a key fac- pioneering solutions quickly to resolve the current
ment of industrial side-streams. Managing the tor in the implementation of sustainable energy situation where the growth of economy and pros-
non-industrial side-streams in areas with long dis- solutions. By utilising the digital solutions and new perity is based on wasteful use of natural resources.
tances presents its own challenges. The systematic technology, energy solutions can be used to bring By developing the best solutions for a carbon-
development of efficient solutions and practices about a more economic cost structure for the neutral circular economy, Finland can become one
of the first nations to create sustainable well-being
has made Lapland a nationally and internation- industry.
and success in a new way in the next 5–10 years.
ally respected expert. To strengthen Lapland’s The aim of the project is to describe the operating
position as an international actor, measures that model for industrial symbioses at the operational
level, draft guidelines for the initialisation of
industrial symbioses, and organise open workshops
introducing the implementation of the operating
models, identifying the necessary legal amendments
and encouraging participants to promote the
2 www.teollinenkiertotalous.fi/en/home.html.fi industrial symbioses.
Lapland – an Arctic and international highflier 21An example of Metals CIRCULAR ECONOMY
circular economy-based
thinking by utilising Ca-based
1000 X
means making choices
industrial side-streams slags
in all areas of life
Processing of slag Geopolymer
Case: Tapojärvi Oy service production
Finland generates the largest amount of municipal
waste per person in the EU. This is approximately 20
Geopolymer
times as much as Malta, where the amount of waste
generated per person is the lowest in the EU. Lapland
must also invest in launching a comprehensive zero
Filler waste ideology in all areas of life. Even the smallest
everyday decisions put together have a significant
Aggregates effect and create direct financial savings. First and
and sand foremost, these tiniest of solutions can be used to
3X create together a foundation for the emergence of
Slag new business models, influence the creation of new
Increase of value Side-streams, products and new value chains jobs, and generate positive effects for the regional
through refining generated in the processing stages economy.³
raw materials
Image 8: Circular economy visualised.
Proposals for the development entities for an Arctic circular economy:
Adopting a stronger position as a major national Strengthening Nordic and Arctic co-operation
”
Circular economy means acknowledging the
little things. Enterprises must carefully determine
the superfluous side-streams generated in their
production, and consider how these side-streams
and global actor in the implementation of Sitra’s – Lapland is the leading Arctic expert in
could be utilised. At Arctic Warriors, the leftover
circular economy scheme – circular economy circular economy. mash from berries and herbs is re-purposed as
generates expertise, industrial success and supplement for horses. There are side-streams in
export for Lapland. Allocating resources to growth and almost all companies, but many stumble because
international business through EU they tend to exaggerate the matter. All side-
Regional collaboration models and competence networking and projects. In addition, streams of a company do not have to be utilised
straight away, just fix one thing at a time with
development in comprehensive management growth services and the Team Finland
a #consideritdone attitude.”
and administration of a circular economy network services are used to support
– the circular economy is incorporated into the growth and internationalisation – Ilkka Kauppinen, Arctic Warriors
the emerging Arctic industries. of enterprises.
3 Publication of the Ministry of Economic Affairs and
Employment: Growth and employment from sustainable
22 solutions (2017)SERVICE PACKAGES
2.3.2 Arctic sustainable tourism as a characteristic
of Lappish tourism
”
Lapland’s goal for Arctic sustainable tourism is to Tourist centres and regions provide an excellent
be among the top European travel destinations forum for example for the promotion of a low-
Lappish tourism is characterised by high-quality products
and to be a globally recognised destination for carbon ideology through circular or bio-economy and service packages, as well as attractive activities.
sustainable and ethical tourism. The foundation collaboration. Lapland is an interesting destination for many different
for the development of tourism consists of year- In Lapland, the development of tourism has customer segments from all over the world. To succeed
in the harsh global competition, entrepreneurs must boldly
round sustainable nature tourism, management been based on a systematic and strategic ap- develop new tourism products and services.
of Arctic conditions, experiences, well-being proach in which the different parties are included In tourism, increasing value added means specialisation,
and safety. Innovative travel concepts are being in the process. The latest example of this is the diversification of the product, and investments in service.
developed all the time. project that was launched in the spring of 2018 A good example of this is the development of luxury travel
products in Lapland. Several Lappish companies have
Tourism in Lapland has increased to record- with the aim of building an Arctic tourism eco- received international recognition for the luxury travel
high numbers in the recent years. Although system in Lapland. The Lapland tourism strategy products. In addition to unique accommodation and
activities, these products also include a comprehensive
tourism is a strong industry, it still faces new outlines the long-term vision and goals for the service package and the protection of privacy. Authentic
challenges. The rapid global growth puts pres- development of sustainable and ethical Arctic Arctic luxury is topped off with Lappish food and natural
sure on safeguarding sustainable development. tourism. The strategy is implemented jointly with products.
The year-round nature of tourism, challenges of an extensive stakeholder network. One example of these luxury products is the Arctic Tree
House hotel, which has stirred great global interest and
public transportation, and improvement of the Lapland is a pioneer in Arctic nature and in 2017 was awarded the title of Best Innovation in Hotel
service infrastructure are important issues that experience tourism. Lappish tourism can be per- Concept. The package includes a comprehensive 24/7
must be resolved to create sustainable growth. ceived as a test laboratory for all Arctic tourism, service concept, where increasing the added value of the
tourism product and service has been used to create a
The service structures of tourism, such as the as new challenges are first faced in Lapland. private niche market.⁶
customer’s purchase path, service sales and mar- Arising to the challenges requires resources, A new era has dawned also for tourism products that consist
keting, have changed at an enormous speed due but, in contrast, resolving them facilitates the of traditional travel forms shaped into events. A good
to the influence of digitality. The availability of sustainable development of tourism in other Arctic example of these is the Lapland Classic hiking event in the
Pallas-Yllästunturi National Park, in which the services
skilled workers is an acute problem that can slow areas, as well. Bold development entities con- available in villages are an essential part of the overall
down the development of the entire sector. sisting of tourism products and services support tourism product. Lapland Classic is also a good example of
extending the travel season to last all year round, which is
Lapland’s tourism has much to offer for other the growth objectives set for tourism, as well as one of the major development points in Lappish tourism.
industries. Long-term tourism marketing has cre- sustainable development. International invest- In Lapland, tourism is essential for the existence of several
ated a strong international brand for Lapland, ments are also laying a foundation for the growth livelihoods, and it provides enterprises with opportunities
for internationalisation without ever leaving Lapland.
which also benefits enterprises in other fields. of tourism. The food industry in particular has tremendous potential
for growth in the selling of Lappish products to tourists
either directly or through restaurants.”
– Satu Luiro, Senior Advisor in Tourism,
Regional Council of Lapland
Lapland – an Arctic and international highflier 23Proposals for the development entities for sustainable tourism: VISIT ARCTIC EUROPE
– Power of cross-border
I) International co-operation strengthening the development co-operation in tourism
of value chains in tourism marketing
Meeting the system-level challenges (year-round prospects, public transportation,
digitality) with international collaboration (Lapland as test laboratory for sustainable
Arctic tourism) The goal of this network project, coordinated by the
Finnish Lapland Tourist Board (LME), was developing
International networking and value chains strengthening the tourism industry the northern areas of Finland, Sweden and Norway
and increase of expertise into a united, high-quality Arctic tourism area that is
a globally competitive and well-known destination.
Improving availability and increasing especially air traffic during low season.
Compensating for the dependency on air traffic by developing e.g. cross-border
tour products (the Visit Arctic Europe project) The three-year project has focused on tourism
marketing, strengthening the networks of regional
travel operators, and collaborating with international
II) Building an Arctic tourism ecosystem in Lapland tour operators. The importance of co-operation must
be grasped in international tourism marketing.
An Arctic tourism ecosystem in Lapland that promotes closer co-operation between
Tourism operators are not involved in the project to
the tourism industry, accompanying industries, and research, education and development compete with each other, but to work together in
organisations, with the aim of ensuring the future growth and development of tourism developing Arctic Europe as a travel destination.
as the Lappish “export item”
III ) Bold development entities consisting of tourism products and services to
support the growth objectives set for tourism, as well as sustainable development
Creating a comprehensive service concept that takes the customers’
individual needs into account
”
The best part of this project is its entrepreneur-
oriented nature; we have done what the entrepreneurs
of the region want and need. All actors have had a
chance to get to know their colleagues from different
Bringing industries together in productisation countries and to compare their operating models.
In tourism marketing, working together is more
IV) International investments laying a foundation for the growth of tourism profitable than working alone.”
– Nina Forsell, Operational Manager
Coordination and conceptualisation of investment drafts into projects
at the Finnish Lapland Tourist Board
24KOLARI DRAWS
2.3.3 Growth in business by increasing the refining GROWTH FROM NATURE
of natural resources
With assistance from the European Regional Development
In Lapland, the use and further local refining of of the Lapland – an Arctic and international high- Fund, there is a new and innovative business concept
natural resources is still modest in relation to the flyer -strategy is to increase value added at the being developed in Fell Lapland, known as Grown for
you by the light summer nights and the midnight sun
potential. However, investments have been made regional level. If successful, this endeavour will
(Valoisten kesäöiden ja keskiyönauringon kasvattamaa
in the past few years in increasing the value added. create new jobs and products with an interna- Sinulle). What is this project all about? Kolari’s
To generate new growth, the operating condi- tional market and a massive impact on the local Development Manager Johanna Koivumaa provides
tions must be improved and resources allocated economy. more details:
”
systematically to the development work. The aim
Growth in the Lappish tourism has also created a demand
Image 9: for Lappish foods and different natural products manufac-
Sustainable refining of natural resources
Increase in the value of raw material tured from natural ingredients. There is an increasing
and increasing the value added and comprehensive further processing demand for superfood and local foods grown in clean
nature, as well as for wellness products. International
customers who visit us then spread the message of pure
Leftover mash
Lappish food to their home countries, and the growing
used as a supplement global wellness trend creates a demand for export.
for horses at
a racehorse stable
However, local food and natural products are currently
being manufactured only in small amounts at a time,
Utilisation of side-streams 1x and it is challenging just to meet the local demand.
Export is halted by the fact that we only have small-scale
Nettle extract artisan production. Customers in the domestic market and
Packaged Packaged to be used in in the international market in particular expect the quality
NO K KO S - leaf crush seeds other products
UU T E
Further to be complemented by increasing quantities and security
7,5 x 32 x 6,25 x of supply.
VILLINOKKOSEN-
LEHTIROUHE VILLINOKKOSEN
SIEMEN processing
In this project, we bring together the producers of local
food and natural products from Fell Lapland, as well as
those interested in this operation and the local buyers.
Initial 1€ /kg 1x The goal is to establish a natural product and local food
4,5 x
processing facility with a test kitchen, aimed at industrial production,
Dried Dried Utilising
Harvested plant
leaves seeds
and now we want to determine the conditions under which
the whole plant
this could be achieved in Fell Lapland and especially in
Wild nettle Added value in production
x Kolari. The objective is to incorporate sustainable produc-
The coefficient for the price per kg of a refined product with an initial price of 1€ / kg.
The actual market prices are maintained a company secret. Source: Arctic Warriors Oy tion and business practices and to create production chains
that generate new jobs for the area.”
Lapland – an Arctic and international highflier 25You can also read
