Editor:

Pohja Petteri, Master of Sports, Senior Lecturer, Responsibility in Business and Services, Lapland University of Applied Sciences

Authors of the articles:

  • Cajan Olli, Bachelor of Sports, Entrepreneur
  • Fricke Nele, Global Project and Change Management Student, Windesheim UAS
  • Haapakangas Tommi, M.Sc (Sport), Senior Lecturer, Responsibility in Business and Services, Lapland University of Applied Sciences
  • Hannola Heikki, Lic.Sc. (Health Science), Director and Principal of Santasport Lapland Sport Institute
  • Keskitalo Heikki, Master of Sports, Specialist, Santasport Lapland Sport Institute
  • Kunelius Taija, Bachelor of Sports
  • Niemelä Teemu, M.Sc (Sport), Senior Lecturer, Responsibility in Business and Services, Lapland University of Applied Sciences
  • Niemisalo Niko, M.Soc.Sc., Project Manager, Santasport Lapland Sport Institute
  • Pohja Petteri, Master of Sports, Senior Lecturer, Responsibility in Business and Services, Lapland University of Applied Sciences
  • Poutiainen Tanja, Physiotherapy (B.Sc.) student, Entrepreneur
  • Shemeikka Jukka, Master of Sports, Swimming Coach, Santasport Lapland Sport Institute
  • Vilander Markus, Master of Sports, Volleyball Coach, Santasport Lapland Sport Institute

Foreword:

Pohja Petteri, Master of Sports, Senior Lecturer, Responsibility in Business and Services, Lapland University of Applied Sciences
 
The publication is part of the project “Development of the Arctic sports cluster” Funded by; AKKE, Sustainable growth and vigor of the regions, 2024–2025, State funding, Regional Council of Lapland.

Foreword

Petteri Pohja

This compilation presents an extensive overview of the Arctic Sport Cluster’s activities through multiple articles, highlighting the quadrihelix approach and its involvement in diverse professional networks, development initiatives, and impact forums. It illustrates how regional development, innovation, and community engagement intersect in the context of sports and wellbeing in Lapland.

The compilation is structured in two main sections. The first part, through seven articles, explores the Cluster’s strategy and operations within various sports networks across Lapland, emphasizing the interdisciplinary enhancement of development environments in sports, vitality, and community engagement. The second section focuses on selected examples of current development projects, illustrating how theoretical strategies are implemented in practice. Together, these sections portray the Cluster’s pivotal role in grassroots regional development. By documenting these activities, the compilation preserves significant moments in the Cluster’s operational history, providing both a reference and inspiration for future initiatives.

Regional Context

Arctic regions such as Lapland face unique challenges that influence the design and implementation of sports and wellbeing initiatives. These include geographic distances, dispersed populations, harsh arctic conditions, and seasonal fluctuations that affect accessibility to services and participation in physical activity. At the same time, Lapland’s demographics, characterized by an aging population and shifts in population distribution, pose challenges for sustaining community vitality and ensuring equitable access to health-promoting activities.

These local realities intersect with broader, rapidly evolving societal challenges. Slow economic growth, global uncertainty, and emerging crises, ranging from pandemics to security threats and climate-related events, require proactive, adaptive, and innovative solutions. In this context, the Arctic Sport Cluster functions not only as a driver of physical activity and wellbeing but also as a facilitator of regional resilience, supporting both societal and individual capacity to respond to short- and long-term challenges.

Collaboration has been central to the Cluster’s strategy. The Arctic Sport Cluster exemplifies a network-based, multi-stakeholder model in which public actors, businesses, educational institutions, and citizens co-create solutions. This quadrihelix approach ensures that innovation is anchored in local realities while drawing on national and European expertise. Educational institutions, from higher education consortia to vocational schools, play a crucial role in equipping sports professionals with the skills and competencies needed to address contemporary challenges. This includes not only training for athletic development but also fostering capacities in research, technology, and community-oriented innovation.

The Cluster’s research, development, and innovation (RDI) activities are closely aligned with regional development needs. Initiatives focus on generating new knowledge, testing innovative operational models, and creating solutions that can be scaled and adapted beyond Lapland. Projects often integrate technology, sustainable practices, and dual-use applications, addressing both civilian and security-related needs. By aligning local expertise with European networks, the Cluster enhances knowledge transfer, encourages entrepreneurship, and strengthens Lapland’s profile as a hub of arctic sports and wellbeing expertise.

Strategic Objectives

The Arctic Sport Cluster supports strategic objectives that connect physical activity, wellbeing, and regional vitality. Investments in preventive measures, active lifestyles, and wellbeing technologies not only improve individual health and functional capacity but also contribute to societal productivity, economic competitiveness, and community cohesion.

Specific objectives include firstly promoting active and healthy lifestyles through targeted initiatives that combine sport, education, and community engagement. Secondly fostering innovation and entrepreneurship, particularly in the intersection of sports, wellbeing, technology, and sustainable development. Thirdly strengthening regional and local networks to ensure that solutions are practical, scalable, and inclusive. And lastly enhancing preparedness and adaptability to respond to acute crises while supporting long-term regional development.

These objectives are closely linked to European partnerships, including thematic smart specialization initiatives that focus on preventive health, active lifestyles, and regional safety. Through these collaborations, Lapland participates in broader networks, learning from other regions while contributing its unique expertise in arctic conditions, rural service provision, and ecosystem-based innovation.

Across its projects, the Arctic Sport Cluster has demonstrated how collaboration and competence development manifest in practice. Examples include multi-institutional training programs, community-based sports initiatives, and applied research projects that explore innovative approaches to wellbeing and physical activity. Projects are designed to engage diverse age groups and stakeholders, promoting inclusion, social cohesion, and participation.

The Cluster has also integrated dual-use considerations, exploring how sports and wellbeing solutions can support both community development and broader societal needs, including safety, security, and sustainable resource management. By connecting local actors with European and international partners, the Cluster fosters innovation ecosystems that generate scalable solutions for regional challenges while enhancing the visibility and competitiveness of Lapland-based expertise.

Summary

The Arctic Sport Cluster exemplifies the potential of collaborative, network-based approaches to address the unique challenges of northern regions. Through education, RDI, and community engagement, the Cluster strengthens both individual and collective capacities, promotes equitable access to sports and wellbeing, and contributes to sustainable regional development.

This compilation provides a window into Cluster’s activities, offering insights into operational strategies, practical solutions, and future opportunities. It highlights the importance of multi-stakeholder collaboration, evidence-based innovation, and long-term commitment to regional vitality. We hope that readers will find inspiration, knowledge, and practical tools to advance active lifestyles and wellbeing initiatives, both within northern contexts and beyond.

Introduction to Arctic Sport

Petteri Pohja

This compilation describes the strategy and activities of Arctic Sport Cluster in various industry networks, various development and advocacy forums through several articles, and provides a glimpse into the grassroots of everyday work.

The compilation is divided into two parts. The first part focuses on the strategy of Arctic Sport Cluster and its operating environment. The second section creates a view of the activities of various physical education networks in Rovaniemi and Lapland through eight articles and Santasport Sports Institute and Lapland University of Applied Sciences’ participation in them, refining the activities of physical education and physiotherapy development environments in a multidisciplinary manner, and provides a couple of selections from current development projects.

The compilation creates a view of the world of quadrihelix approach to modern development work. It builds a description of the grassroots level of the two pillars of the regional development responsibility and education responsibility that fulfill needs of business and civic life, through articles, highlight how cooperation and competence development are currently manifested in the everyday life of Sports and Vitality theme. Periodically stopping to do something, verbalizing and bundling what is being done also documents moments in the history of the Arctic Sport Network’s activities, which is already important in itself.

The regional and local development of the Arctic Sport Cluster is a important topic that is linked to the promotion of physical education and wellbeing in the Lapland region. Northern regions, where climatic conditions and geographical distances pose their own challenges, require innovative and community-based solutions for the development of sports and vitality. In this context, the Arctic Sport Cluster has emerged as a significant actor, aiming to combine regional and local resources to strengthen sports, research, development and innovation (RDI) activities and business life connections.

Cluster cooperation in sports plays a particularly important role in the operations of the Lapland. The Lapland UAS, Santasport Sports Institute and other educational actors work closely together in the developmental work so that the region’s SME’s and professionals have up to date expertise and the capabilities to respond to both local and international challenges. European network cooperation creates a strong foundation for sharing expertise and developing innovative solutions in the field of Sports and Vitality.

The Arctic Sport Clusters RDI activities are closely linked to the development of the region and the needs of organizations operating in the field of sports. Through RDI activities, solutions are sought that support not only the development of sports, but also the vitality of the region’s business life and the wellbeing of residents. Research and development work produces new information and creates opportunities to try out new operating models that can spread more widely and benefit society as a whole.

The Arctic Sport Cluster is a great example of how cooperation and continuous development can meet the challenges of northern regions while at the same time promoting local wellbeing and accessibility of physical activity. This compilation serves as a window into this significant work and highlights the innovative contributions of education, RDI activities and students in the development of Arctic Sport as a whole.

We hope that this compilation inspires readers and provides new perspectives and tools for developing physical activity and wellbeing in northern regions.

Overview and Background: Arctic Sport Cluster

Petteri Pohja & Niko Niemisalo

Go fast, go alone, go far, go together.

African proverb

The goal of the Arctic Sports Cluster is to support the provincial development work of sports and to make it a leading sector and an “Arctic Sports Cluster” (Picture 1), that is, to involve more and more Lappish companies from different sectors in the development work.

Picture 1: Cluster-model cooperation structure and goals

Networking activities tackle the challenges of information flow in a complex world and aim to guarantee the strongest possible participation of companies in development at different stages of the life cycle of RDI projects and other measures (for cluster activities, see Lapland Agreement 2022, 11-12; Porter 1998; also Sigurðardóttir and Steinthorsson 2018; for local development work, see Kokkonen 2025).

Picture 2: Arctic Sport Cluster.

The Arctic Sports Cluster aims to help companies in the sports, fitness and wellbeing sector grow and develop new products and services. The location in the Arctic region in picture 2 and the Ounasvaara Living Lab in Rovaniemi support the cluster’s role as a centre for the development of sports and wellbeing.

Picture 3: ClusSport network actors.

The cluster work is supported by the European smart specialisation thematic partnership ClusSport in picture 3, which aims to strengthen the sports and physical activity sectors at EU level. The partnership not only brings regions together, but also regional clusters, which brings together a wide range of stakeholders in the sports sector and related sectors. Santasport Lapland Sport Institute acts as the cluster coordinator in cooperation with various actors and regional, national and international partnerships.

The cluster’s start-up phase was carried out with AKKE funding from the Regional Council of Lapland in 2024-2025 (Arctic Sports Cluster Development Project, Pictures 4-6).

Picture 4: Regional framework of the Arctic Sport Network

Picture 5: Actors in the Arctic Sport Network

Picture 6: Objectives of the Arctic Sport Network

From the company’s perspective, a cluster appears through four paths or routes. The first of these is when a company enters the operating environment. This creates different development paths for what happens next. A company can join a project’s life cycle phase (Foray 2018) and thereby gain added value to its operations. It can develop a product or service and thereby create growth and new business. The second way is for companies to meet each other and brainstorm new ideas. For this purpose, a platform was created in the I3-funded InShape project, which we have called “the Tinder of companies”. With it, companies have found each other, even across national borders. The third way is that the entrepreneur is a student at one of the cluster’s educational institutions, thereby increasing their expertise and the company’s “catalogue”. There are many examples of this, in fact, sports and wellbeing education is one of the reasons why the cluster was able to be created. The fourth theme is project networks around the province, which create a regional sports ecosystem. With the help of projects, the institute can gain traction – that is, be the entire Lapland Sports Institute – and thus extend its activities and expertise to the province of Lapland. Such projects during the cluster’s start-up phase have included, for example, the Liike ESF project, the Digital Sport EAKR project or the Pyörät pyörimään JTF project.

Arctic Sports Cluster – Strategy 2025 – 2030

Petteri Pohja & Niko Niemisalo

Vision, mission and value proposition

Our ambitious vision is to create sustainable business models, bring significant investments to the region and develop Lapland into an internationally renowned pioneer in sports and physical activity.

Our mission is to make Lapland the world’s leading center for physical activity, sports and wellbeing. The cluster unites sports operators, companies and research into a force that develops innovations, increases vitality and increases the attractiveness of the Arctic region.

The cluster offers its members and stakeholders a unique platform for innovation, collaboration and resource sharing. It supports sports clubs, companies and research organizations in developing new operating models and technologies, which create sustainable growth and wellbeing in the region.

Strategic objectives

  1. Build a strong Arctic sports and physical activity network
  2. Increase investments and funding opportunities for the development of the sector
  3. Improve regional, national and international cooperation
  4. Develop infrastructure and technological solutions to support sports and physical activity
  5. Strengthen the vitality of the region through physical activity and sports activities

Four Main Pillars of the Strategy

  1. Joint work and networks: We build a strong ecosystem where companies, RDI organizations and the public and 3rd sectors work together.
  2. Financing and investments: We utilize diverse funding channels, promote projects and attract regional, national and international investments.
  3. Innovation and digitalization: We utilize new technology, smart solutions and sustainable infrastructure.
  4. National and international visibility: We make Lapland a regional, national and international center for Arctic sports and wellbeing and an attractive tourist destination.

Target groups and markets

Companies and startups in the sports and wellness sector, especially

  • sports services, sports technology
  • dual-use technology
  • sports events
  • rehabilitation and health services and technology

Public sector and education and RDI organizations

Tourism sector, especially

  • nature sports and nature experience tourism
  • sports, sports and wellness tourism

Regional sports and sports organizations

National and international networks

Added value offered by the cluster to different target groups

For companies and startups

  • Testing and development environment for innovations in Arctic sports and sports technology
  • Financing and investment channels: access to domestic and international investment opportunities
  • Networking with leading companies, research institutes and sports clubs in the field
  • Support for internationalization and access to global markets
  • Daily interaction with research and development organizations in the cluster

For RDI and education organizations

  • The opportunity to utilize real data and analytics in physical activity and sports research
  • Multidisciplinary collaboration with different organizations and companies
  • Promoting applied research: new technologies, sustainable physical activity and health effects
  • Developing education, e.g. specialization opportunities and new learning environments
  • Daily interaction with the business sector

For the public sector

  • Knowledge management tools for the development of sports and wellbeing services
  • Increasing the attractiveness of the region through tourism, events and investments
  • Promoting public health with new, research-based sports solutions
  • Sustainable sports infrastructure that supports both local and international activities

For sports and physical activity operators (3rd sector)

  • New cooperation opportunities both regionally and internationally
  • Access to the latest digital tools and data driven coaching
  • Resources and funding opportunities for the development of new types of sports services
  • Better visibility and the opportunity to participate in international projects and events

Strategy Roadmap and Timetable

2025–2028: Strengthening the foundation of the cluster and the first pilot projects

Key measures:

  • Creating the cluster’s administrative structure and operating model
  • The first entering into partnerships and cooperation agreements
  • First pilots of new sports and exercise technologies
  • Building financing channels and investment programs
  • Increasing regional and national visibility

2028–2030: Increasing investments and international expansion

Key measures:

  • Scaling of the cluster’s first innovations and business models
  • Opening up international partnerships and markets
  • Utilizing large financial instruments and new investments
  • Introducing new technological solutions and data analytics
  • Promoting research and development projects in Arctic sports and exercise
  • Commercializing exportable services and products

2030–> Establishing Lapland as a global competence center for Arctic sports and exercise

Key measures:

  • An internationally recognized and attractive Arctic sports and exercise ecosystem
  • Lapland’s position as a leader as a testing platform and research center
  • Establishing global sports and physical activity events in the region
  • Establishing new sustainable business models and financing mechanisms
  • Continuous development of the cluster and maintenance of the innovation ecosystem

1. Financial resources – Minimized but effective budget

Cluster launch (2025):

  • Financing mainly from public sources (EU, national project grants, regional development funds)
  • Pilot projects will be implemented using a partnership model, where the use of resources will be divided among different actors

Growth phase (2026-2030):

  • Involvement of the private sector, sponsorship and membership fees to cover operational costs
  • Investments and development projects will be largely based on a collaborative model

Establishment phase (2031-2035):

  • The cluster will finance itself with business services and partnerships
  • Utilization of international financing channels

2. Human resources – Flexible organization

2025-2027:

  • 1-2 core coordination persons
  • Project coordinators and experts (part-time)
  • Network-based operating model, where cluster members produce open part of the work input

2028-2035:

  • Team expansion 3-6 employees → operational management, sales and marketing, project management
  • Flexible expert contracts that enable scalability

3. Technological resources

  • Cloud-based tools and a platform for collaboration
  • Data and analytics platforms that support research and innovation
  • Virtual and remote working opportunities, minimizing the costs of a physical office

Key implementation issues

  • Clear governance structure and effective leadership
  • Measurable key performance indicators to ensure effectiveness
  • Continuous risk management and flexibility in a changing operating environment

Building governance and management – ​​Step-by-Step

1. Creating a basic governance model (2025)

  • Defining the legal structure of the cluster: association, foundation or other legal entity
  • Defining the decision-making process: who does what, what are the responsibilities
  • Establishing a steering group, representing different stakeholders (companies, research organizations, sports actors, public sector)
  • Appointing the first management team, responsible for the strategic direction

2. Establishing the management team and operating model (2026-2027)

  • Clarifying the roles and responsibilities of the management team (e.g. chairman, chief operating officer, chief development officer)
  • Establishing a coordination organization responsible for practical operations and project promotion
  • Action plan and first objectives: clear roadmap and prioritized measures
  • Launching the first pilot projects and securing resources

3. Developing the governance model and strengthening partnerships (2027-2029)

  • Strengthening strategic partnerships, including international actors
  • Assessing and developing leadership and decision making: continuous improvement
  • Expanding/adapting the management team and coordination organization according to needs
  • Ensuring long term funding and resources

4. Establishing the cluster’s position in the international as a center of excellence (2030-2035)

  • Self-directed and scalable governance model: ensuring continuity of operations
  • Adaptation of the management team and governance model to the international operating environment
  • Implementation of a sustainable financing model: long-term financial self-sufficiency
  • Measuring impacts and continuous development

Key performance indicators (KPIs)

Measuring the success of the cluster is based on three main dimensions: impact, growth and financial sustainability.

1. Impact and ecosystem development

  • Network size: Number of organizations joining the cluster
  • Collaboration projects: Number of research and development projects launched
  • Innovations: Number of new products, services or technologies

2. Growth and internationalization

  • Investment growth: Number of investments in the cluster (€)
  • International partnerships: Number of international cooperation agreements signed
  • Startup and business connections: Number of new companies and startups in the cluster

3. Financial and operational efficiency

  • Budget management: Actual costs vs. budgeted (€)
  • External funding: EU and private funding obtained (%)
  • Utilization of cluster services: Utilization of the platform, events and testing environments

Risk management

The successful implementation of a cluster requires proactive risk management. Below are the key risks and their mitigation strategies:

1. Financial risks

Insufficient funding or funding delays

  • Measure: Multichannel funding model (EU funding, public and private sector), contingency plans

Budget overruns and cost management challenges

  • Measure: Strict cost monitoring, phased implementation and flexible budgeting

2. Operational and administrative risks

Network management challenges (stakeholder commitment, fragmented cooperation)

  • Measure: Clear operating models, regular joint meetings and transparency of objectives

Insufficient resources (lack of experts, availability of labor)

  • Measure: Cooperation with educational and research institutions, attractive working environment

3. Market and competition risks

Competitive situation: Similar projects in other regions

  • Measure: Unique competitive advantages (Arctic test area, data and research infrastructure)

Slowness or failure of international partnerships

  • Measure: Long term international strategy, early building of cooperation networks

4. Technological and innovation risks

Speed ​​of development and obsolescence of technologies

  • Measure: Flexible innovation environment, continuous RDI activities and pilots

Information security risks and data management

  • Measure: Strong information security practices, data protection solutions in accordance with regulations

Risk management is implemented as a continuous process that anticipates, monitors and reacts to changing circumstances.

The Arctic Sports Cluster strategy establishes a clear and ambitious pathway for transforming Lapland into a globally recognized center for Arctic sports, physical activity, and wellbeing. Through strong cooperation between the public, private, and research sectors, the cluster creates an innovation-driven ecosystem that combines business, science, and community development. Its step-by-step roadmap ensures sustainable growth by building solid governance, attracting investments, and fostering international partnerships. By uniting diverse actors under shared goals of innovation, digitalization, and sustainable development, the cluster strengthens regional vitality, promotes wellbeing, and creates lasting value for companies, citizens, and society as a whole.

References

Arctic Sports Cluster. https://santasport.fi/en/olympic-training-center/arctic-sports-cluster/. Accessed 26.10.2025

ClusSport Network. https://ec.europa.eu/regional_policy/policy/communities-and-networks/s3-community-of-practice/partnership_industrial_mod_sport_and_vitality_en. Accessed 26.10.2025

Kokkonen, Jouko (2025). Rovaniemi tavoittelee kesäkauden matkailijoita liikunnan ja hyvinvoinnin avulla. Liikunta ja tiede 2/2025.

Lapland Regional Council https://arcticsmartness.fi/klusterit/. Accessed 26.10.2025

Lapland Regional Council. Lappi-sopimus: Lapin maakuntaohjelma 2022-2025 (2022). https://www.lapinliitto.fi/wp-content/uploads/2022/02/Lappi-sopimus-2022-1.pdf. Accessed 26.10.2025

Porter, Michael E. (1998). Clusters and New Economics of Competition. Harward Business Review. 11.12.1998. https://hbr.org/1998/11/clusters-and-the-new-economics-of-competition

Sigurðardóttir, Ingibjörg ja Steinthorsson, Runolfur Smari (2018). Development of micro-clusters in tourism: a case of equestrian tourism in northwest Iceland. Scandinavian Journal of Hospitality and Tourism, DOI: 10.1080/15022250.2018.149728C6 

Building the Future Towards Health Resilience

Petteri Pohja

Across Europe, regions are grappling with a shared challenge on how to strengthen societies against both long term health pressures and sudden crises. The concept of health resilience is emerging as a unifying priority. It refers not only to healthcare systems, but also to the everyday capacity of people and communities to live well, adapt, and withstand shocks. In this vision, resilience means healthier lifestyles, more preventive care, stronger social cohesion, and the ability to respond swiftly when unexpected threats such as pandemics, hybrid threats or natural disasters.

In this landscape, Lapland has carved out a distinctive role. Known for its Arctic environment, sparse population and unique living conditions, the region faces its own set of challenges of an ageing population, long distances between services, and shortages of skilled workers. Yet these very conditions position Lapland as a natural laboratory for solutions that can be scaled across Europe. As part of the Health Resilience Thematic Smart Specialisation Partnership (TSSP), Lapland is working alongside regions in through European Union to build a mutual innovation ecosystem.

From Treatment to Prevention

A central shift underpinning the partnership is the move from reactive healthcare to preventive wellbeing. Rather than focusing primarily on hospitals and treatments, the aim is to create systems that sustain everyday health, functional capacity and active lifestyles. This means investing in technologies that help people monitor and improve their physical performance, promoting better nutrition, stress management and sleep, and making use of natural environments to support wellbeing. For Lapland, with its vast wilderness and strong tradition of outdoor life, the link between nature and health is particularly tangible.

Innovation Through Cooperation

Health resilience is not just a matter of public policy. It is also a driver of business, entrepreneurship and regional competitiveness. Lapland’s strategy links health and wellbeing directly to innovation and economic vitality. Living labs, testbeds and collaborative research environments allow local SMEs to develop and trial new solutions that can later be scaled to European markets. The approach is cross-sectoral, combining health, technology, security, nature and tourism. In practice, this might mean developing dual-use technologies that serve both civilian and defence needs, or wearable solutions that support human performance in Arctic conditions while also opening business opportunities in outdoor recreation and tourism.

Preparing for the Unexpected

The partnership also looks beyond everyday wellbeing to address Europe’s resilience to crises. Hybrid threats, cyberattacks and disinformation campaigns have become pressing concerns, while the COVID-19 pandemic revealed vulnerabilities in healthcare systems and supply chains. Climate change adds another layer of uncertainty, with risks ranging from extreme weather to food and energy security. For Lapland and its partners, building resilience means balancing national sovereignty with EU-wide crisis coordination and ensuring that systems are in place to respond rapidly to war, terrorism, migration flows or natural disasters.

Europe-Wide Benefits, Local Roots

The beneficiaries of this work are diverse. Citizens who gain healthier lives, businesses that find innovation and market opportunities, public authorities that can better safeguard services, and networks that extend from the local to the international. What makes the Health Resilience partnership distinctive is its ability to integrate these layers—linking small businesses to European value chains, connecting local experiments to EU-level strategies, and ensuring that innovation translates into real policy and services rather than remaining in pilot projects.

Lapland’s Strategic Goals

Lapland’s priorities in the partnership are framed by the upcoming Lapland Agreement 2026–2029, the region’s Smart Specialisation Strategy and Finland’s national innovation policy. The goals are ambitious and concrete: to grow new businesses in the health and wellbeing sectors, to reduce pressure on healthcare systems by promoting preventive lifestyles, to strengthen the region’s profile as a hub of Arctic expertise, and to position Lapland as a leader in sustainable development and climate resilience.

In the long run, success will depend not only on technological innovation but also on the ability to build foresight, anticipate risks and integrate health resilience into the fabric of regional development. For Lapland, this is both a necessity and an opportunity. By turning its unique challenges into strengths, the region can contribute solutions that help Europe as a whole to become healthier, safer and more resilient.

References

S3 Conference 2025, Final Report. https://ec.europa.eu/regional_policy/sources/policy/communities-and-networks/s3-community-of-practice/S3Conference_FinalReport-20250606.pdf. Accessed 26.10.2025

S3P T&BD 2025. Insights from the Thematic Smart Specialisation Partnerships Steering Committee Meeting. https://www.traceabilityandbigdata.eu/news/tssp-steering-committee. Accessed 26.10.2025

Advancing the Local Sports Network in 2025

Petteri Pohja

The Arctic region, with its distinctive environment and demanding natural conditions, offers a unique setting for a wide range of sports and physical activities. For decades, the region has drawn athletes, outdoor enthusiasts, and local communities seeking both challenge and inspiration. While Arctic sports culture is thriving, even greater potential lies in strategic collaboration and the pooling of knowledge and resources. In 2025, strengthening and formalizing the Arctic Sport Network has become a critical step toward unlocking that potential.

A Shared Vision for Arctic Sport

The Arctic Sport Network was established in response to the growing demand for stronger links among stakeholders in Arctic sports and physical activity. Its mission is to foster collaboration, promote the sharing of best practices, and support the development of sustainable and inclusive sports environments in the region. The network also aims to influence public policy and decision making processes related to sports and environmental impact in the Arctic.

Since its inception, the network has made meaningful strides. It has raised awareness of the vital role that physical activity plays in individual wellbeing, public health, national security, and workforce sustainability. In parallel, the network has spotlighted the Arctic region’s extraordinary opportunities for movement, recreation, and international sports tourism. Notably, it has drawn attention to the region’s one-of-a-kind sporting events that engage both local and global participants.

The Emergence of Arctic Sports & Wellbeing Rovaniemi

One of the most significant developments to date has been the launch of Arctic Sports & Wellbeing Rovaniemi. Spearheaded by the City of Rovaniemi in collaboration with Lapland University of Applied Sciences, the University of Lapland, the Rovaniemi Municipal Education Consortium, the Natural Resources Institute Finland, and key players from the local business sector, this initiative represents a new chapter in regional sport development.

Launched in spring 2024, the Arctic Sports & Wellbeing Rovaniemi aims to become fully operational by autumn. It acts as a collaborative platform for developing Arctic sports expertise, innovation, and entrepreneurship. According to Business Rovaniemi (2025), the city envisions the Hub as a globally recognized center for physical activity, wellbeing, and sport.

Knowledge Sharing and Network Expansion

The Arctic Sport Network supports widespread cooperation through open forums, seminars, and training events. These gatherings promote professional learning and dialogue, enabling participants to better understand Arctic sports opportunities and challenges. Working groups have also been established to explore key themes related to the Hub’s launch and ongoing development.

The network’s structure is organized around three pillars: infrastructure, competence and training, and research, development, and innovation (RDI) activities, alongside business development. These areas are further supported by a dedicated funding task force, which is responsible for planning long-term resourcing strategies for the Hub’s operations.

Future Growth and the Need for Sustained Support

While the Arctic Sport Network has achieved a great deal, long term growth and success require stable funding and a shared commitment from its partner organizations. Project-based funding, long term partnerships, and potential collaborations with national and international sports bodies are essential to sustain momentum. Connections to other global sports networks can unlock new opportunities and bring added expertise to the Arctic context.

Sustainability at the Core

A defining feature of the Arctic Sports & Wellbeing Rovaniemi is its emphasis on environmental responsibility. Sustainable practices are central to all Arctic sports development, aligning with broader environmental objectives. The network encourages cooperation with environmental organizations and promotes eco-conscious sports activities, now and in the future.

This emphasis is supported by the Innovation Ecosystem Agreement signed between the City of Rovaniemi and the Finnish government (Ministry of Employment and the Economy, 2024). The agreement underscores the importance of sustainable innovation and obliges all partners to incorporate environmental and social responsibility into their activities.

A Long-Term Commitment to Arctic Sport

As the Arctic Sport Network continues to evolve, its role as a key regional actor in promoting physical activity and sport will grow. By strengthening cooperation, sharing knowledge, and supporting innovation, the network has the potential to enhance community wellbeing, athletic success, and environmental stewardship throughout the Arctic.

Long term commitment, clear goals, and active collaboration will ensure that the network not only thrives today but becomes a lasting driver of development in Arctic sports for generations to come.

References

Business Rovaniemi (2025). Talouselämä: “Arctic Sports & Wellbeing Rovaniemi – arktinen kasvuympäristö yrityksille ja osaajille”. https://businessrovaniemi.fi/news/Talouselama-Arctic-Sports–Wellbeing-Rovaniemi-%E2%80%93-arktinen-kasvuymparisto-yrityksille-ja-osaajille/35566/0ccf0266-8b16-4f5f-8712-00d4896cf830. Accessed 16.9.2025.

Ministry of Employment and the Economy (2024). Innovation Ecosystem Agreement between the City of Rovaniemi and the State. https://tem.fi/documents/1410877/0/Rovaniemi+sopimus+FINAL.pdf/763258c0-5f95-d21b-bde9-056818f7ebf4/Rovaniemi+sopimus+FINAL.pdf?t=1615882499957. Accessed 26.10.2025

Embedding the Project Lab Approach in Regional Development

Niko Niemisalo & Petteri Pohja

The Role of Projects in Modern Innovation

In today’s dynamic work environment, project-based operations have become fundamental across sectors. Whether driven by private sector innovation, public sector transformation, or EU funding instruments, projects serve as vehicles for targeted, goal-oriented development. Particularly in research, development, and innovation (RDI), project work plays a critical role in shaping infrastructure, improving practices, and driving competitiveness at regional and national levels.

In the context of higher education, project activity does not merely complement academic teaching; it acts as a metric of institutional relevance and a core criterion for state funding. In this landscape, effective project models are essential for ensuring both societal impact and sustainable regional development.

Conceptualizing the Project Lab Model

The Project Lab approach emerged from collaborative efforts within the Arctic Sport Network, driven by the need to create a more agile, community-embedded model of research and development. Influenced by the Living Lab concept and similar frameworks like the Triple and Quadruple Helix models (Gleland et al., 2006), the Project Lab model emphasizes proximity, both geographically and functionally, to end users, entrepreneurs, and public sector actors.

In this model, development begins at the grassroots level: ideas originate from within the community, solutions are co-designed with stakeholders, and expertise is embedded in local ecosystems. The model fosters mutual commitment by involving researchers, developers, businesses, and civil society actors directly in planning and implementation. It also encourages two-way knowledge flows between local regions and broader European networks, supporting both local impact and international visibility (Kettunen, 2009; Holmström, 2010).

Case Study: The OpTe Project – From Concept to Implementation

The OpTe project (Learning and Testing Complex) provides a concrete example of the Project Lab approach in action. Funded with €1.5 million from the European Regional Development Fund, the project aimed to modernize sports education and testing infrastructure in Lapland, specifically within the Ounasvaara sports area.

Key Highlights of the OpTe Project:

  • Regional Need-Driven: The project addressed clearly identified needs among regional stakeholders, particularly the need for upgraded testing equipment and facilities.
  • Agile Planning: The planning phase was fast-paced and collaborative, with a strong emphasis on flexibility and rapid responsiveness to emerging challenges.
  • User-Centered Implementation: Execution was shaped by feedback from users and stakeholders. The project team remained actively engaged, ensuring that solutions aligned with real-world needs.
  • Green Transition: Sustainability and long-term planning were integrated throughout the project lifecycle, in line with EU policy priorities.
  • Collaborative Management: Agile leadership, clearly defined roles, and open communication supported smooth execution. While guidance was provided, autonomy was also encouraged, particularly in project communication strategies.
  • Structured Reporting & Continuity: A dedicated reporting phase enabled clear documentation of results, while follow-up efforts helped maintain and expand the stakeholder network across regional, national, and international levels.
  • Areas for Growth: The project recognized the potential for more concrete case study dissemination and stronger social media engagement. These gaps are being addressed in follow-up initiatives such as the Digital Sport and InShape projects, which aim to enhance communication, internationalization, and integration into master-level education.

Project Management Perspectives in OpTe

The implementation of the OpTe project was guided by both practical and theoretical project management principles. Project management is a recognized discipline with extensive literature, university programs, and institutional support from the Project Management Institute (PMI). Its theoretical framework enables generalization and interpretation of individual events, providing a coherent understanding of project dynamics (Weber, 1990).

The Ideal Type of a Project Manager

Max Weber’s concept of the ideal type was applied to project management, providing a benchmark for the behaviors and actions of effective project managers. The ideal type does not represent reality but serves as a conceptual tool to evaluate and guide empirical practices. Within OpTe, leadership was oriented around active engagement, solution-focused action, and ensuring project objectives were achieved (Holmström, 2010).

Key management principles applied in the project included:

  • Projects must be actively led, with managers presenting solutions rather than merely reporting issues.
  • Administrative procedures should support but not dominate project work, ensuring focus remains on teamwork and outcomes.
  • Positive, constructive approaches should guide interactions within the organization and with external partners.

Agile Project Management

The OpTe project required agile approaches due to dynamic external conditions, including:

  • The COVID-19 pandemic (2020–2021), which affected tourism, sports, and event planning (YLE, 2020).
  • The Russian invasion of Ukraine (2022), impacting energy costs and regional cooperation.

Agile management emphasized rapid adaptation, ownership of responsibilities, and resourceful responses to unforeseen changes. Remote working, online event delivery, and flexible project scheduling were implemented to maintain continuity. Sustainability considerations were integrated into operational planning, including low-carbon solutions for project activities (PMI, 2008).

Integrating the Project Lab in Regional Development

The OpTe project exemplifies the integration of the Project Lab approach within a regional development context. Projects act as “feelers” for organizations, enabling them to anticipate future needs and engage stakeholders in long-term development.

The project lab model at Ounasvaara emphasized:

  • Long-term, multi-level engagement with local actors.
  • Flexible, network-oriented cooperation among research, business, and civil society.
  • Direct application of project results in regional sports and wellness environments.

By situating project activities within the operational ecosystem (Picture 1.), the Project Lab model ensures relevance, continuity, and practical impact. Lessons learned from OpTe inform subsequent projects, including international initiatives such as InShape, connecting Lapland with European development networks.

Picture 1. Rovaniemi development themes in the 2020s

Benchmarking and International Dialogue

To contextualize and validate the Project Lab approach, the Lapland Sport Hub benchmarked practices from leading innovation clusters such as the Dutch Sports & Technology network and the pan-European EPSI network. Collaboration with national hubs in Jyväskylä, Kainuu, and Lahti enriched the model through shared learning. Dialogue within the InShape network supports continued cross-border development, allowing adaptation to diverse environmental and organizational contexts (Pelin, 1999).

The Long-Term Vision

The Project Lab approach has already generated tangible outcomes in Lapland. Regional stakeholders collaborate across sectors including sport, physical education, and wellness, with projects like MOCAP Systems integrating gamification and health analytics into development initiatives. The Rovaniemi ecosystem agreement supports formalizing Project Lab structures within broader regional strategies, ensuring sustainability and long-term relevance. Project-based development will remain a central pillar of innovation, with the Project Lab model serving as a scalable, adaptable blueprint for future success.

References

Gleland, D. & Gareis, R. (2006). Global Project Management Handbook: Planning, Organizing and Controlling International Projects, 2nd Edition. McGraw Hill.

Hiltunen, A. (2012). Leadership Skills: A Lifelong Journey. SanomaPro Oy.

Holmström, Mika (2010). Eight Pitfalls of Project Management. Online material.

Hurme, Juha (2014). Skinned thoughts. Helsinki: Tammi.

Kettunen, S. (2009). Succeed in a Project. Alma Talent.

Ollikainen, A. (2012). Key: Success from a Change Project. Otava.

Pelin, R. (1999). Project Management Handbook. Projektijohtaminen Oy Risto Pelin.

PMI 2008. Agile project management: a mandate for the changing business environment. https://www.pmi.org/learning/library/agile-project-management-mandate-changing-requirements-7043. Accessed 10.9.2025

Weber Max (1990): Protestant ethics and the spirit of capitalism. Helsinki: WSOY.

YLE (2020). This is how Finland’s first coronavirus case was confirmed – This is what is known about this case. https://yle.fi/a/3-11183390. Accessed 26.10.2025

INSHAPE: European Interregional Collaboration on Innovations in Sports

Petteri Pohja

Logo.

Picture 1. Innovation Ecosystem for Healthy Active People in Europe INSHAPE.

Sports are more than just games. They represent the realm of constant innovation and progress, on and off the field. Europe, with its rich history of sports and a commitment to fostering innovation, has recognized the importance of interregional collaboration to drive advancements in the sporting world. The collaborative efforts to explore across European regions is aimed at spurring innovations in sports, from high-performance training techniques to fan engagement technologies to healthy active lifestyle of every other man. For us in Lapland UAS and in the INSHAPE project (Picture 1.) the main networks of sports innovations are EPSI (The European Platform for Sport Innovation 2024) and ClusSport (2024), the working group of EPSI that brings together regional authorities, clusters as well as actors from the field of research, education, innovation and technology.

European interregional collaboration in sports innovation leverages the strengths and expertise of multiple regions to create a comprehensive and more holistic approach to advancing the world of sports. Each region in Europe brings unique experiences, knowledge, and traditions in sports which gives us more diverse perspectives to all issues at hand. And we can collaborate the way that can lead to more innovative ideas and solutions.

Interregional collaborations facilitate also the sharing of resources, such as research facilities, training centers, and funding opportunities. This pooling of resources benefits all participating regions. The main objective in such collaborative efforts is to lead to the development of products and services that can be marketed internationally. This expansion can help regions tap into the global sports industry.

Innovations Shaping Sports in Europe

The interregional collaboration (Picture 2.) in Europe has already given rise to a range of innovations in sports. Training and performance analysis puts up cutting-edge technologies are used to track athletes’ performance, assess physical condition, and prevent injuries. Innovations like wearable sensors and video analysis tools help athletes optimize their training. Such a development has been possible due to our investments in Sports Hub and Sports Labs that are located in Rovaniemi and Lapland University of Applied Sciences.

In Eindhoven they have developed stadium experiences. Fan engagement technologies, such as augmented reality experiences, interactive stadium technology, apps, and smart stadium infrastructure, have transformed how can fans interact with sports events and matches. These examples show how the sports business can change and is changing. Sporttech SME’s and startups that have been observed in Europe, are working on projects related to data analytics, virtual reality training, and sports equipment innovations. As a public innovation facilitator role that is laid upon academies and research institutes, here lies the great common benefit that Sport Hub activities can and should provide.

Picture 2. INSHAPE European Consortium

The Role of Research and Academia

Universities and research institutions are vital participants in the interregional collaboration for sports innovation. They conduct studies, develop new technologies, and provide a platform for knowledge exchange. Collaborative research initiatives have contributed to advancements in sports science, biomechanics, and sports medicine. In Lapland UAS within INSHAPE collaboration and our flagship SME Comeback Center Ltd. (2024) we have joint our efforts to further development and innovation in SME genre. This collaboration develops understanding and skills for academia employees to support local SME’s and industries. With this in mind we have found a path to promote vigor and vitality for regional economy and healthy active lifestyle for people.

Challenges and Future Directions

While European interregional collaboration in sports innovation has made significant strides, it also faces new challenges. Here’s few that has been detected. First is standardization across the board, which can mean for example harmonizing training methods, regulations, and technology standards across regions. That can be a complex task, but it is essential for effective collaboration. Funding is the second finding. Maintaining consistent funding for collaborative projects can be a challenge, and secure funding streams should be established. Third finding is talent retention. Regions must work to keep talented athletes and professionals from leaving for other parts of the world where opportunities may seem more lucrative. Fourth notice is data privacy and ethics around sports industry. Innovations in sports data collection raise ethical concerns and issues related to data privacy that require careful consideration. And finally, sustainability. Regions collaborate on developing environmentally friendly sports facilities, promoting sustainable practices in sports events, and encouraging green transportation to stadiums.

Conclusion

European interregional collaboration on innovations in sports exemplifies the continent’s commitment to excellence in the sporting world. Through the collective efforts of diverse regions, sports in Europe have witnessed tremendous advancements in training, fan engagement, sustainability, and technology. As this collaboration continues to grow through INSHAPE, addressing challenges and ensuring standardization and ethical practices will be crucial. Europe’s approach to fostering a culture of innovation in sports sets a global benchmark for excellence, and the future holds the promise of even more exciting developments in the world of sports.

References

Comeback Center Oy 2025. https://comebackfysio.fi/urheiluvammojen-tehokuntoutus/inshape/. Accessed 9.9.2025

INSHAPE 2025 – European Interregional Collaboration on Innovations in Sports. https://www.i3-inshape.eu/. Accessed 9.9.2025

The European Platform for Sport Innovations 2024. https://epsi.eu/. Accessed 9.9.2025

Technological Innovation to support Coaching in Sports and Health – collaboration with other universities in Europe

Teemu Niemelä

Erasmus+ Blended Intensive Program (BIP)

Technological innovations play important role for sports and health sectors when developing useful protocols to measure athletes and active people’s physical performance and quality of movements. Lapland University of Applied Sciences initiated cooperation with Brno University of Technology (CZE), University of Applied Sciences Technikum Wien (AUT) and The Polytechnic Institute of Santarém (POR) to organize an annual BIP study program for students. The study program consists of online meetings for 3 months and concludes with an on-site week. This year’s on-site week was held in Brno from 19.5. to 23.5.2025. On-site weeks in coming years are planned to be held in different collaborating universities.

Goals for this BIP were specified as follows: “students will tackle a real-world problem in coaching and develop a solution which will support coaches and athletes/patients during training. By the end of the project each group will have a solution based on IMU-data and its analysis which helps coaches in improving, monitoring or assessing the athlete’s training.”

After passing the course students are able to 1) describe the operating principles of IMU-sensors as well as problems and challenges in acquiring data with such devises, 2) explain the basic principles of machine learning approaches applied to IMU-data, 3) explain the principles of postural control and its importance in dynamic (sports) movements, 4) identify the relation between sports movements, their biomechanics and related IMU-data, 5) plan and carry out practical measurements using a commercial IMU-sensors and analyze the data to reveal parameters of interest for the coaching, 6) know how to evaluate the significance of individual measurement results and are able to utilize the results as part of a comprehensive training process and 7) to work in an international and interdisciplinary team to achieve a common goal.

The BIP course began with a kick-off meeting in February 2025, followed by a virtual component during March and April. During the virtual component, experts from different universities familiarized the students with various topics, such as IMU sensors, the use of Matlab software, the measurement of human movement, and ways of presenting information for a coach in an understandable format. After the virtual component, the students chose topics that interested them. After that, the students were divided into groups according to their indicated interests.

Four student groups worked with IMU (Inertial Measurement Unit) sensors in order to research the task of a) detecting exercise type during strength training (group 1), b) analyzing push phase movements on Scooter and Longboard (group 2), c) assessing optimal drop jump height for athletes training (group 3, Picture 1.) and d) measuring different kicking techniques in football (group 4). All student groups consisted of students from Portugal, Czech and Finland.

Picture 1. Drop-jump group doing measurements.

This year was the first time in several years that students from Lapland University of Applied Sciences participated in this BIP. There were two students from Engineering Studies and four from Sports Studies, including Niko Laakso, a third-year student from LUAS. He was part of the study group measuring different kicking techniques in football and he was already in Brno thinking how he can utilize data analyzing skills to football coaching in Finland.

I discussed with Niko Laakso during days in Brno. Niko saw many interesting aspects when participating in BIP in Brno. Students needed to analyze data from IMU-sensors what he has not done in previous studies in LUAS. Niko mentioned contact days lasting five days (compared to 2-3 days in LUAS study courses), international study group and intensive timetable as positive sides of this year’s BIP in Brno. Five days working in face-to-face contact with students from different countries and with different backgrounds helped to build up network for later communication and brought new insights to use technology in sports in many ways. In addition, studying together with students from different countries helps him to prepare himself to work within international working team in future. As a summary Niko added that of course this kind of studying gives much more courage to use English as a working language.

Lapland University of Applied Sciences is very thrilled to be part of the very interesting network of universities organizing technology-oriented BIP. LUAS’s students and teacher’s input to this kind of BIP’s has been mainly to bring sport coaches point of view to group works – i.e. “how sport coaches can utilize from this work”, “how sport coaches can use your data in training process” etc. However, luckily on this year’s BIP we had a great opportunity to have two students from Engineering Studies too. That helped us to bring data analyzing knowledge also to study groups.

Student groups presented their work on last day in Brno. After intensive days in Brno students finished their scientific paper about their project using IMRaD method (Introduction, Methods, Results and Discussion). It is easy to see that this writing process helps students widely when they are preparing themselves for their final thesis work in LUAS studies.

From the teacher’s perspective, the BIP was a success, despite challenges along the way in both organization and the functioning of the international student groups. Different countries have different study and work cultures and reconciling them can sometimes be challenging. On the other hand, going through these kinds of challenges during one’s studies is excellent preparation for working life. In addition, students from different fields working together brought a great deal of new interdisciplinary expertise. As a teacher, I also had the opportunity to familiarize myself with areas that were previously less familiar to me.

Students often find it difficult to find the time for long-term exchange studies abroad. This kind of short-term exchange in the form of a BIP is therefore a highly recommendable form of exchange, as it provides a great deal of knowledge and experience of an international operating environment. I strongly encourage you to apply for BIP periods without hesitation.

Digital Sport Project Supporting Sports and Physical Activity in Lapland

Mika Karusaari

Project Goals 

The main goal of the Digital Sport and Healthy Active Lifestyle Ecosystem project is to make Rovaniemi, Ounasvaara, and all of Lapland a hub of innovation in the sports and physical activity sector. We aim to support the development of Lapland as a region where new ideas and technologies are born and evolve, enabling the local economy to succeed in sports business and sports tourism. The project is implemented by Lapland University of Applied Sciences (Lapin AMK) and Santasport Lapland Sports Institute.

How do we support Lapland residents? 

The statutory task of Lapland University of Applied Sciences is to carry out applied research, development, and innovation activities to develop the Lapland region. RDI activities develop the regional working life and business operations of companies. (Arene ry 2025) Project collaboration is long-term development. We are constantly looking for suitable partners for various projects, networks, and project pilots. (Lapin AMK 2025)

At Lapland AMK and Santasport Lapland Sports Institute, we are committed to supporting sports and physical activity actors. We listen to their needs and provide partners with resources and expertise on their path to development and success. Through the Digital Sport project, we promote networking and collaboration among sports and physical activity actors in the development, utilization, and commercialization of e-skills, digitalization, and sports technologies. Additionally, it supports the innovation readiness of companies in Lapland and their ability to utilize these opportunities in their own business operations.

One of the most inspiring examples is the Aslakin Liike gym online course implemented in Kittilä, designed to improve the physical well-being of the elderly. This project is a great example of how local needs and innovations can meet and create something meaningful. The need arose from elderly residents of Kittilä, whose physical well-being needs to be improved for daily endurance. The municipality of Kittilä and Aslakin Liike discussed common needs, resulting in Lapland AMK agreeing to be a partner through project work. A student of sports instructor (AMK), who is already working in coaching and gym instruction, was inspired by the topic, so the network for building online courses for the elderly was ready. The content and instructions for the online courses were carefully planned, after which all necessary video material was filmed for the courses. At the time of writing, the editing of the course videos is underway, and the courses will start in 2025.

Development of Sports Technology in Lapland – What does remote sports coaching and remote training enable? 

Blake Bennett (2023) states that the use of remote coaching is essential in the current digital age. Remote activities bring numerous benefits to the sector by providing flexibility, as activities are not bound by place and time. Remote activities enable implementation, participation, and development for more people regardless of their geographical location. Technological tools can at the best offer increasingly personalized services and real-time feedback.

Imagine living in the most remote corner of Lapland and still having access to top-notch sports services. Remote sports coaching makes this possible, bringing the joy and well-being of physical activity within everyone’s reach, regardless of where they live. This improves residents’ well-being and increases opportunities for physical activity. Remote training, in turn, offers athletes and coaches the opportunity to utilize the latest technology in training and coaching regardless of physical location. This enables more personalized and effective coaching.

What opportunities does sports technology bring to Lapland? Sports technology brings new business opportunities, such as remote coaching services and digital sports solutions. Technology can reach multiple target groups simultaneously and can at best help companies scale their operations by reducing the resources used.

Does your company need a partner for development?

We at Lapland UAS can help with opportunities brought by Project Lab for companies in Lapland 

Project Lab is the dream partner for companies, municipalities, and sports clubs in Lapland, opening doors to new collaboration opportunities, such as joint projects. Together, we can develop and implement innovative solutions that take the region’s sports and physical activity culture to a new level. This promotes regional development and supports the local economy. Join us in brainstorming and building projects where your company can gain various benefits, from free expert work to financial support for employment. Think about what need your company has and approach us.

How and why joint projects? 

Joint projects enable the sharing of resources and expertise, which enhances development work and increases the resources of companies and the impact of projects. Collaboration between different actors creates synergy and strengthens regional innovation activities. The common benefit develops Lapland, Finland, and international activities more broadly.

A case example in the project is a modeled event project, where funding has been sought for expert work to help companies and sports clubs organizing events develop their event activities. The project started from the need of companies to develop their business through event activities, and we sought funding channels around it and jointly made the application.

Sports Lab collaboration for research for your company – What research is being conducted? 

Sports Lab is the cradle of research and testing, where we conduct important research for partners utilizing sports technology. Together with partners, we bring research results into practice, creating new expertise and improving the vitality of the region. These research results are brought into practice in collaboration with companies and other stakeholders.

Companies can carry out research in collaboration with Sports Lab. Sports Lab has ongoing diverse projects and student interns that can be utilized in collaboration. Research offers students the opportunity to participate in practical projects, which develop their skills and readiness for working life. This improves their employment opportunities and supports the local economy, among other things, through networking with partner companies.

A case example is the research on eye dominance conducted together with Silmäasema. The research had three objectives: 1. to pilot research methods for studying eye dominance, 2. to study the impact of strong and weak eye dominance on motor performance, and 3. to study the effect of the Senaptec Strobe glasses intervention on perceptual motor skills. Silmäasema has been strongly involved in conducting the research, as they are developing vision testing for athletes and using the research results in this work. The research also involved coaches from Santasport.

References

Arene ry 2025. Mikä ihmeen TKI? https://tki.fi/. Accessed 12.5.2025.

Bennett, Blake 2023. Aligning online and remote coaching with the digital age: Novel perspectives for an emerging field of research and practice. Artikkeli: International Journal of Sport Science & Coaching.

Lapland University of Applied Sciences Ltd 2024. Digital Sport and Healthy Active Lifestyle Ecosystem. https://lapinamk.fi/hanke/digital-sport-and-healthy-active-lifestyle-ecosystem-2/. Accessed 9.5.2025

Lapland University of Applied Sciences Ltd 2025. Hanke- ja tutkimusyhteistyö. https://lapinamk.fi/yhteistyo/hankeyhteistyo/. Accessed 12.5.2025

Driving Innovation in Sports Science: Technology Pilots at Santasport Lapland Sports Institute

Heikki Keskitalo, Markus Vilander, Jukka Shemeikka & Petteri Pohja

The Learning and Testing Environments at the Center of Future Physical Education and Sports (Opte) initiative is a dual-track project developed collaboratively by the Santasport Lapland Sports Institute, Lapland University of Applied Sciences, and the Arctic Sport network. This comprehensive endeavor comprises both investment and development phases aimed at transforming the institute into a cutting-edge hub for sports performance and education.

The article outlines three technology pilots conducted as part of the Opte investment phase. Each pilot showcases how innovative tools and methodologies are shaping the future of sports science and coaching, and how service design is being used to create coherent, accessible environments for both professional and public use.

Optimizing Strength and Technique: Realanalyzer Pilot (2021–2023)

The Realanalyzer system (Picture 1) is designed for analyzing weightlifting techniques and power production in movements such as the snatch, clean and jerk, and squats. It provides real-time data on bar velocity, lift phases, and force production, offering valuable insights for both athletes and coaches.

Picture 1. Realanalyzer system.

Between 2021 and 2023, the system was piloted across multiple athlete cohorts, including Finland’s top youth lifters (ages 15–23), adult weightlifters, CrossFit athletes, and regional sports participants. These pilots took place during training camps and open test events, emphasizing both usability and training potential across disciplines.

Educational groups also participated, including students in the sports and physical education programs at Lapland University of Applied Sciences. Feedback from users underscored the value of Realanalyzer in enhancing training feedback and supporting the development of personalized strength programs. The ongoing focus is on refining the feedback format to meet the needs of diverse target groups.

Game Format Innovation in Youth Volleyball: Evaluating Tripleball

To improve engagement and skill development in youth volleyball, a study comparing traditional 3v3 play with the Canadian Tripleball format was launched. Research indicated that most rallies in under-13 volleyball end quickly due to serve errors or aces—reducing active play time and touch opportunities (Ontario Volleyball, 2021).

The Tripleball system introduces structured rallies: one serve followed by two coach-initiated play sequences. This creates more opportunities for rallies, attacks, and player engagement. The study, conducted with the Finnish Volleyball Federation and Lapland Sports Institute, used extensive video analysis to assess rally length, number of touches, and attack opportunities in both formats.

Preliminary results from over 1,700 rallies in traditional play and 600–800 expected rallies in Tripleball suggest that the latter increases activity and offers better learning outcomes. Extended rallies promote more attack chances, heighten motivation, and may contribute to long-term player retention. These findings could inform future rule changes for youth volleyball formats in Finland.

Assessing Swimming Performance Through Multisensor Technology

Recognizing the unique resistance characteristics of aquatic movement, a novel swimming test protocol was developed using high-tech equipment acquired through the Opte investment project. The goal: to gain a deeper understanding of human movement in water and enhance training through qualitative and quantitative feedback.

Equipment used includes:

  • Accelerometers for measuring motion and speed retention
  • Hand force sensors to analyze propulsion
  • Robot cameras for video-based movement tracking
  • LED pace lights (light rabbits) to regulate swimming tempo

Three 25-meter swims at varying intensities were used to collect data across all devices, allowing for synchronized assessments. The combination of video analysis, force measurement, and acceleration tracking helped identify inefficiencies such as misaligned strokes or overly large kicks that increase resistance. These insights support more efficient and technically sound performance.

The LED pacing system, in particular, proved useful in stabilizing movement rhythm and promoting better control—highlighting the benefits of integrating visual pacing cues into swim training protocols.

From Pilots to Lasting Impact: Reflections and Future Directions

While each technology pilot stands alone as an innovation case, together they represent a broader shift in how performance environments are designed and optimized. Dozens of test events have been conducted, and the equipment involved continues to evolve in response to emerging needs and user feedback.

The ongoing collaboration between Lapland University of Applied Sciences and Santasport has laid a strong foundation for future international recognition. Access to leading-edge tools and robust digital systems ensures continued competitiveness within global sports technology networks. Ounasvaara’s sports center is now positioned as a national and international leader in applied sports research and athlete development.

Back to Peak Performance – Rehabilitation of Sports Injuries

Tanja Poutiainen & Petteri Pohja

Comeback Center Ltd specializes in the rehabilitation of sports injuries, emphasizing a comprehensive and multidisciplinary approach. The core idea is not only to help the client recover but to use the rehabilitation process to build a stronger, more balanced body. By identifying physical weaknesses and imbalances, the goal is to prevent future injuries and help the client return to their sport with improved physical capabilities.

At Comeback Center, intensive rehabilitation programs are individually designed to support even the most demanding recovery journeys. With access to Finland’s top professionals and versatile facilities, clients can focus on what matters most—getting back to peak condition. Former top alpine skier Tanja Poutiainen contributes her in-depth knowledge of elite sports and rehabilitation, making the process both professional and inspiring.

Measuring, Testing, and Evolving – Research Collaboration with Lapland UAS

Central to Comeback Center’s rehabilitation model is frequent and detailed testing of muscle strength, mobility, tension, and body control. Among these, balance and coordination are especially complex to measure—less straightforward than, for example, muscle power. That’s why collaboration with Lapland University of Applied Sciences’ Sports Lab has played a vital role in advancing this area.

The Sports Lab offers state-of-the-art equipment and a development environment for companies to experiment with and innovate within their rehabilitation protocols. Comeback Center has been actively involved in planning how to integrate this equipment into real rehabilitation processes and use it to enhance training and evaluation methods. This cooperation also provides valuable opportunities for physiotherapy and sports students at Lapland UAS to engage in real-world research, creating a synergy between academic learning and applied innovation.

The partnership has been smooth, and the exchange of ideas has already generated new insights for improving rehabilitation quality. Looking ahead, Comeback Center aims to develop concrete tools for testing, monitoring, and training as part of its continuous service evolution.

A Strategic Location in a High-Performance Environment

Comeback Center operates within the Lapland Sports Institute at Ounasvaara, an ideal setting for physical rehabilitation and development. The combination of professional expertise, high-quality facilities, and research infrastructure creates a powerful ecosystem for growth and innovation. This environment supports not only individual clients and athletes but also companies working in sports and wellness sectors.

A new Center of Excellence for Physical Testing and Skills Training has been established in Ounasvaara as part of the Olympic Training Center Rovaniemi. With upgraded laboratories and pilot environments, local companies can further develop their services and solutions. These investments also benefit sports clubs, educational institutions, NGOs, professional athletes, and public wellness providers across Lapland.

The competence center strengthens Rovaniemi’s ties to national and international sports development networks and supports long-term RDI efforts in elite sports. Active, innovative companies such as Comeback Center are essential partners in this work.

Advanced Movement Analysis in a Virtual World

The cornerstone of the collaboration is the Motek Grail Movement Laboratory at Lapland UAS Sport Lab (Picture 1). This cutting-edge system enables detailed biomechanical analysis of movement, balance, and strength by creating a 3D model of the user. The integration of a virtual environment allows for realistic training simulations—such as staggered walking or obstacle avoidance—under controlled conditions.

Picture 1. Motek Grail Movement Laboratory.

The system can also evaluate physical load, perceptual-motor skills, and cognitive-neurophysiological functions. In the future, this platform can be adapted and expanded according to Lapland UAS’s R&D needs, opening new possibilities for companies like Comeback Center to create innovative solutions for sports performance and rehabilitation.

INSHAPE: A European Collaboration for Wellness and Innovation

Comeback Center is also involved in the INSHAPE Project (Innovation Ecosystem for Healthy Active People in Europe), which was awarded €9.5 million in ESF funding in spring 2023. Coordinated by Sports and Technology from the Netherlands, the project brings together partners from six EU countries. Comeback Center is one of the few flagship SME’s partnering the project.

INSHAPE focuses on building local innovation ecosystems for physical activity and wellness, bringing together research institutions, businesses, sports clubs, and citizens. The goal is to develop new wellness solutions and bring them to market, ultimately encouraging more active lifestyles across Europe — a shared public health and economic challenge.

The project emphasizes digital solutions and supports small and medium-sized enterprises like Comeback Center. The local ecosystems established in each country will continue beyond the project’s duration, supporting regional vitality, innovation, and economic growth.

Empowering Motor Skill Education through Innovation: The Taitoc Concept and Technological Collaboration

Olli Cajan & Petteri Pohja

In today’s rapidly evolving field of physical education, the integration of technology with skill-based learning is transforming how we teach, coach, and measure movement. One of the leading innovations in this space is the Taitoc Concept, a comprehensive framework for developing and delivering motor skills education that leverages both traditional coaching and modern digital tools.

Picture 1: Taitoc concept.

A Comprehensive Learning System for Motor Skills

Launched in 2023, the Taitoc Concept (Picture 1.) is a motor skills training and education system designed for both physical education students and professionals. At its core is a well-structured curriculum for teaching and coaching fundamental motor skills, accompanied by modular training packages aligned with various stages of learner development.

Supporting this pedagogical approach is a dedicated digital platform that offers training materials, video resources, and development tracking tools. The platform enables students, educators, and coaches to effectively implement skill-building programs while monitoring progress over time.

A Decade of Development

Developed over more than ten years at Santasport Lapland Sports Institute, the Taitoc Concept has matured significantly, particularly in recent years, thanks to strengthened collaboration with Lapland University of Applied Sciences. Since 2020, this partnership has accelerated the platform’s development and real-world testing, enabling the concept to evolve into a dynamic and practical tool for educators and trainers.

A major milestone occurred in 2022 when Taitoc’s full motor skills learning pathway was formally embedded into the physical education instructor curriculum at Lapland UAS. This joint curriculum allows students to explore both theoretical and practical dimensions of motor skills development—spanning early childhood, youth, adulthood, senior populations, and elite sports.

Students were instrumental in testing new features of the Taitoc platform, including tools for assessing motor skills and tracking individual development. Their feedback played a crucial role in shaping ongoing development. Furthermore, Lapland UAS students piloted the first rounds of Taitoc Trainer Training, a program designed to deepen expertise in skill instruction and coaching across all age groups.

Enhancing Knowledge Through Seminars and Technological Application

The relationship between Taitoc and Lapland UAS has also extended into various research and development forums. Academic seminars and collaborative projects have created platforms for showcasing and refining the concept. For instance:

  • In 2020, Taitoc featured in the Sports Coaching Webinar Series for Finnish higher education institutions specializing in physical education, highlighting its contributions to physical literacy and product development in sport.
  • In 2021, the Skills4Life Seminar explored the role of effective learning environments, using the Taitoc Concept as a case study.
  • In 2022, the Applied Performance Analysis in Sports Seminar evaluated new assessment tools developed within the Taitoc framework.

These events—organized through a robust interdisciplinary network—facilitated the dissemination of best practices while also generating fresh insights that guided the further refinement of the Taitoc system.

Future of Physical Literacy

Recent data from Finland’s MOVE! assessments (National Board of Education, 2023) indicate declining physical performance among children and adolescents, prompting national concern. Similar patterns have been observed in conscript fitness testing, suggesting a broader issue with physical activity engagement.

Lapland UAS is taking proactive steps to meet these challenges by investing in the teaching and coaching of motor skills, supported by technological integration. Today’s physical activity professionals must design training programs that accommodate a wide range of ability levels. In this context, identifying individual skill levels and tailoring interventions accordingly is becoming a core requirement.

Technology is set to play a crucial role in this evolution. Future tools will allow for more precise skill assessments and offer real-time, personalized coaching feedback. Innovations such as the Taitoc platform will make it possible to deliver high-quality, accessible instruction independent of location or time—expanding reach and relevance across diverse populations.

Bridging Theory, Practice, and Technology

Real progress in physical education requires more than just tools, it demands expertise, training, and authentic environments for learning and innovation. The combined ecosystem of Lapland University of Applied Sciences and Santasport Lapland Sports Institute provides just that: a fertile ground where theory, practice, and digital innovation converge.

As the field continues to evolve, the Taitoc Concept stands as a forward-looking example of how technology and pedagogy can unite to support physical literacy, performance, and long-term well-being.

References

National Board of Education 2025. MOVE! Physical Functioning Measurement. https://www.oph.fi/fi/move. Accessed 26.10.2025

Skills4Life 2021. Skills Research and Future Seminar. https://blogi.eoppimispalvelut.fi/skills4life/. Accessed 26.10.2025

Taitoc Concept 2025. https://www.taitoc.fi/en/front-page/. Accessed 26.10.2025

Tommi Haapakangas, Nele Fricke & Taija Kunelius

Prioritizing Sustainable Education for Future Generations 

The natural rejuvenation of humanity has been occurring over an extended period through agricultural and industrial advancements. Present generations are now beginning to witness its impacts in their daily lives. The degradation of biodiversity and the escalating effects of climate change are increasingly testing humanity. Without exposing ourselves to weather, elements and natural phenomena, it’s easy to overlook the changes transpiring around us. In a climate-controlled environment, we fail to appreciate the severity of weather patterns and extreme events. 

The role of education in addressing this formidable challenge is pivotal. Alongside technological innovations, we must prioritize imparting future generations with education centered on fostering connections with nature and promoting more sustainable, regenerative practices. Experiential learning and adventure education serve as invaluable tools across all levels of academia, offering tangible experiences that enrich educational endeavors. 

Embarking on the Journey: A Paradigm Shift in Education 

The European Institute for Outdoor Adventure Education and Experimental Learning (EOE) conference was held in Metsäkartano, Finland this year guided by the question, “How to cope with the future?” Serving as a nexus for insightful conversations, the conference delved into the potential of outdoor and adventure education to effectively navigate the uncertainties of our ever-evolving world, arming the youth with indispensable skills for the future.  

A consensus emerged on the potent role of outdoor adventure education in reestablishing human nature connectedness and nurturing individuals as catalysts for much-needed change. It was established that the impact of this form of education transcends youth and resonates across diverse groups, irrespective of age or social background. And not only should adventure-based learning be goal-oriented, but the ongoing development of outdoor and adventure education requires a clear direction, with the theory of change identified as one effective approach to guide future endeavors. 

The Imperative in Our Evolving Landscape 

In our rapidly changing world, uncertainties abound as technological advancements, geopolitical shifts, and environmental challenges reshape the landscape. The speed of innovation introduces unpredictability, making it crucial for today’s youth to cultivate adaptable skills. Flexibility, critical thinking, and a willingness to embrace change are essential traits, enabling them to navigate uncertainties with resilience. 

Moreover, the disconnect from nature in our society poses its own set of challenges. As urbanization and technology dominate our daily lives, many individuals, particularly the youth, may find themselves detached from the natural world. This disconnection raises concerns about environmental awareness, sustainable living, and the importance of preserving our planet. 

To thrive in this dynamic environment, the youth must develop a holistic set of skills. Digital literacy becomes imperative as technology continues to integrate into every aspect of our lives. Emotional intelligence is crucial for building meaningful connections in a digitally connected yet emotionally distant world. Additionally, fostering environmental consciousness and an appreciation for nature is vital to address the disconnection from the natural world, promoting a sustainable and balanced lifestyle. 

Weaving the Tapestry of Insights: Adventure Education in Action 

Throughout the event, a rich tapestry of insightful perspectives, methodologies, research findings, and innovative ideas unfolded in an inspiring and multicultural setting. The discussions gained momentum by placing a growing emphasis on themes such as (self-)reflection to enhance cognitive connectedness, questioning how this should be executed and the methodologies that should be considered. For instance, discourse delved into resilience, exploring where this resilience manifests in both societal and individual well-being. As emphasized in Eeva Mäkelä’s keynote speech on adventure education, resilience is cultivated through the ability to plan and implement outdoor activities safely and with purpose, offering tools to navigate interpersonal dynamics and a changing world. 

The discussions further explored multi-sensory experiences and their correlation with nature, learning, and well-being. The inquiry centered on the significance of learning by doing and engaging all senses, fostering a sense of being part of nature. In addition, emotional intelligence came under scrutiny, with a focus on its social benefits and how nature and adventure education can contribute to its enhancement. The discourse highlighted the development of good situational awareness, listening skills, and their role in improving group cohesion, providing adventure education as a valuable tool for group dynamics. 

A pivotal aspect underscored in the discussions was the crucial role of adventure and outdoor education in developing skills aligned with the Green Comp. While acknowledging this importance, there was a call to explore ways to open up the Green Comp to enhancements, considering avenues for improvement. 

The integration of adventure and outdoor education into traditional educational concepts was critically examined, challenging the notion of treating it as a standalone subject. Notably, the Ministry of Education and Culture shared a success story of a community education project that employed adventure and outdoor education principles to teach the Finnish language. This innovative approach not only enhanced language proficiency but also deepened cultural understanding and connection among participants. The immersive and experiential nature of adventure education was a key factor in fostering heightened engagement, curiosity, and active participation, resulting in a more profound and lasting grasp of the Finnish language. 

 The conference also illuminated the synergy between technology and nature, exemplified using the Actionbound application in a climate change escape game. This highlighted the potential for technology to enhance experiential learning by offering immersive and interactive elements that complement traditional outdoor education methods. As the intersection of tech and nature is navigated, the importance of a thoughtful and purposeful integration of digital platforms emerges as a promising avenue. This approach ensures that technology not only complements but also amplifies the transformative impact of adventure education, preparing individuals for the challenges of our dynamic world. 

A Personal Journey through Adventure Pedagogy: Illuminating Transformations 

Embarking on the adventure pedagogy course unfolded as a profoundly transformative journey, offering insights that proved invaluable for personal and collective growth. The course acted as a compass, guiding participants through the intricacies of adventure pedagogy and highlighting its inherent inclusivity. It was here that we discovered ways to navigate personal discomfort, unlocking the power of adventure education to foster a profound sense of belonging and collaboration. 

The EOE conference, an integral part of this transformative expedition, served as a gateway to international perspectives, magnifying the impact of adventure pedagogy on a global scale. It wasn’t merely an opportunity; it was a chance to immerse ourselves in a world of exploration, learning, and connection with like-minded individuals from diverse backgrounds. This international gathering reinforced the notion that adventure pedagogy extends beyond borders, transcending cultural differences to unite individuals in a shared passion for transformative education. 

Through the course, we were not just recipients of knowledge but architects of change, armed with newfound insights and a shared commitment to adventure pedagogy. The acknowledgment that not everyone feels at ease in nature or within a group laid the foundation for understanding the inclusive nature of adventure pedagogy. Together, we explored ways to overcome personal discomfort and witnessed the profound impact adventure education can have in fostering a sense of belonging and collaboration. 

The course illuminated how essential skills like teamwork and problem-solving, instilled through adventure pedagogy, have the potential to contribute to meaningful change, particularly in the lives of teenagers. It affirmed that, collectively, we hold the power to drive positive transformations, not only within ourselves but also in the broader landscape of education and personal development. The adventure pedagogy course, with its rich tapestry of experiences, has indeed equipped us to be architects of profound and impactful change, united in our dedication to the transformative potential of adventure education. 

Changing the mindset of the European outdoor sports profession 

A change is taking place in European outdoor education. For outdoor professionals, nature is a working environment that has shaped their relationship with nature. However, performance and sport orientation have dominated thinking in the European outdoor sports framework.  

 However, nature cover and the fragile state of ecosystems, climate change has made the outdoor sports community concerned. Will there be more environments for recreation in the future? The problem has been tackled through a transformative change of mindset and the promotion of nature education. Nordic expertise in developing a relationship with nature has proven to be an important resource in this transformation. The nature guides of the future will also be professionals in providing sustainable experiences for their clients while supporting their clients’ attachment to nature. Before you can protect you must love. 

Developing Greener Sport Facilities

Petteri Pohja

As the world seeks ways to reduce carbon emissions, sports and physical activity facilities are also being called to act. Modern sports centers are uniquely positioned to lead by example, integrating energy efficiency and low-carbon strategies into their everyday operations. Doing so not only lowers environmental impact but also cuts operational costs and aligns with broader social responsibility goals.

A recent project (Learning and testing environments in the sport resort of the future) aimed at developing sports facilities has identified practical pathways to advance sustainable practices. These guidelines are grounded in national frameworks such as the Finnish Coaches Association’s Environmental Program and the Finnish Olympic Committee’s Responsibility Program. The collective effort, involving key institutions, highlights that progress is most effective through collaboration and shared accountability.

Key components toward sustainable sports facilities

Experts and development workshops working within the project have compiled the following core recommendations for creating environmentally responsible sports centers:

  1. Adopt Smart Lighting and Ventilation Systems
    Replacing traditional systems with LED lighting and intelligent HVAC solutions can reduce energy consumption by 50–70%.
  2. Harness Solar Energy
    Installing solar panels on rooftops or adjacent areas allows facilities to tap into renewable energy and reduce reliance on fossil fuels.
  3. Switch to Biogas
    Biogas, which can be produced from waste and agricultural by-products, is a low-emission alternative for heating and energy needs.
  4. Prioritize Recycled and Renewable Materials
    Using recycled rubber, plastic, and sustainably sourced wood in construction and equipment procurement helps minimize environmental footprints.
  5. Implement Waste Reduction Measures
    Sorting and recycling waste not only conserve natural resources but also streamline waste management and reduce landfill volume.
  6. Maximize Natural Daylight
    Designing open and light-filled interiors reduces the need for artificial lighting and enhances user comfort.
  7. Use Eco-Friendly Cleaning Products
    Natural and biodegradable cleaning agents are safer for both people and the environment than synthetic alternatives.
  8. Ensure Efficient Airflow
    Proper ventilation systems reduce the need for excessive heating or cooling, leading to additional energy savings.
  9. Choose Energy-Efficient Appliances
    Opting for low-energy kitchen, laundry, and maintenance equipment significantly lowers electricity usage.
  10. Promote Green Mobility Options
    Encouraging public transportation, cycling, and the use of shared bikes or scooters can drastically cut emissions from car travel.

A crucial part of any sustainability effort is building awareness and engagement among staff and users. Simple actions like displaying clear recycling instructions or hosting sustainability-themed events can foster a culture of responsibility. For example, Lapland University of Applied Sciences has contributed by offering a free online sustainability course and workshop for Arctic Sport professionals, aligning with the UN’s Agenda 2030 goals.

Ongoing environmental training for employees is also essential. When staff are informed and motivated, sustainable choices become part of daily routines, from maintenance to customer service. Incremental changes, when adopted widely, can have a substantial cumulative impact.

Beyond building operations, promoting active commuting is another powerful way sports centers can contribute to climate action. According to sports medicine expert Urho Kujala (2016), supporting walking and cycling to work not only helps the planet but also boosts health and productivity. Transportation accounts for over 20% of global greenhouse gas emissions (De Nazelle et al., 2011), so choosing to bike or walk is a meaningful step toward sustainability.

Sustainable sports centers are no longer just a vision; they are becoming a reality. By adopting efficient technologies, embracing renewable resources, and encouraging sustainable behavior across the board, these facilities can reduce their environmental impact and lead to systemic change in the world of sport and exercise. Every action, no matter how small, contributes to a larger shift—and sports centers are uniquely placed to inspire that change.

References

De Nazelle A. et al. 2011. Improving health through policies that promote active travel: a review of evidence to support integrated health impact assessment. Environment International, 37:766–777.

Helonheimo, T. et al. 2021. Canemure Best Practices: Vähähiiliset ja energiatehokkaat urheiluhallit. https://issuu.com/suomenymparistokeskus/docs/canemure_urheiluhallit_25_02_2021_verkkoon_valmis?fr=sNWJhMjIxOTk4Njk. Accessed 26.10.2025

Hemmilä et al. 2018. Tavoitteena nollaenergialiikuntarakennukset. VTT Technology 320.

Toomla, S. 2015. Energy efficiency and energy usage distribution in sports halls. https://aaltodoc.aalto.fi/server/api/core/bitstreams/8446c3cc-2fbf-47ba-8076-c12138bfe341/content. Accessed 26.10.2025

Finnish Coaches Association 2021. Environmental Program 2021–2025. https://www.suomenvalmentajat.fi/site/assets/files/5320/suval_ymparistoohjelma.pdf. Accessed 26.10.2025

Finnish Olympic Committee 2023. Responsibility Program 2020–2024.

Kujala, U. 2016. Kestävä kehitys, urheilu ja liikunta. https://www.lts.fi/media/liikunta-tiede-lehden-artikkelit/4_2016/lt416_117-119_lowres.pdf. Accessed 26.10.2025

Ecosystem Agreements as Strategic Catalysts – Shaping the Future of Human Movement

Heikki Hannola & Petteri Pohja

Innovation for Wellbeing

The Innovation Ecosystem Agreement (2021–2027) between the City of Rovaniemi and the Finnish government outlines a forward-looking strategy focused on developing future well-being services and remote solutions. One of its central objectives is the creation of new physical activity and sports innovations that are internationally competitive.

These agreements are part of a national effort to establish leading-edge cities that leverage digitalization, advanced technologies, and carbon-neutral solutions to foster sustainable business renewal. The agreements also aim to build strong knowledge hubs and innovation environments while integrating Finnish actors into global RDI ecosystems and value chains.
(Innovation Ecosystem Agreement between the City of Rovaniemi and the State 2021–2027)

A Strategic Priority: Perceptual Motor Skill Development

As a direct extension of this national agreement, the Arctic Sport Rovaniemi Roadmap 2023–2025 highlights the development of a dedicated environment for perceptual motor skills as a strategic focus. In sports and physical education, the continuum from sensory input to physical response, including observation, interpretation, decision-making, and action (Picture 1.), is gaining new relevance.

Historically, athletic and physical education training have emphasized the execution of physical movements, often neglecting the critical cognitive and perceptual processes that precede those movements. Recent advancements, however, have brought renewed focus to perception and decision-making, which are now seen as fundamental components of effective training and performance.

Picture 1. Motor control (Knudson & Morrison,1997)

From Traditional Theory to Ecological Dynamics

This shift aligns with changes in educational and coaching theory. The Finnish National Board of Education now distinguishes between motor skills and perceptual motor skills in its core curriculum for physical education. Simultaneously, the older paradigm of purposeful training is increasingly giving way to the ecological dynamics framework, which conceptualizes the learner as part of an interdependent system involving the individual, the task, and the learning environment.

This theory emphasizes how perception and action interact dynamically, making perceptual motor skills a central factor in both education and elite sports coaching.

Understanding Perceptual Motor Components

Perceptual motor skills encompass several dimensions that work together to inform movement planning and execution:

  • Body Awareness: Understanding the position and relationships of different body parts.
  • Spatial Perception: Recognizing how objects relate to the self within space—essential for navigating environments.
  • Direction and Laterality: Developing awareness of directionality and the capacity to move purposefully through space.
  • Temporal Perception: Coordinating timing, rhythm, and sequence in movement to ensure accuracy and fluency.

According to Jaakkola (2010), these skills combine perception, problem-solving, and motor action into a single integrative function. Whether for children, elderly individuals, or elite athletes, perceptual motor proficiency is essential for safety, coordination, and performance—and it can play a critical role in accident prevention, particularly in traffic or high-risk environments.

Building a Center of Expertise in Lapland

To address the growing need for expertise in this area, Lapland University of Applied Sciences—in collaboration with the University of Jyväskylä—is laying the foundation for a new development environment dedicated to perceptual motor skills. This initiative will support research, education, and applied RDI (Research, Development, and Innovation) activities.

The environment will be closely linked with the curricula of Lapland UAS’s Bachelor’s degree program in Physical Education Instruction and the Master’s program in Physical Education and Sports Coaching. The overarching goal is to establish a national and international center of excellence for perceptual motor training and applied science, aligned with the vision set out in the Arctic Sport Rovaniemi Roadmap.

Conclusion

The integration of perceptual motor skills into physical education and coaching represents a major advancement in how movement is taught, studied, and practiced. Through strategic investments and institutional collaboration, Rovaniemi is positioning itself at the forefront of this shift—merging ecological theory, digital innovation, and international partnerships into a forward-thinking model of human movement development.

References

Innovation Ecosystem Agreement between the City of Rovaniemi and the State 2021–2027. https://tem.fi/documents/1410877/0/Rovaniemi+sopimus+FINAL.pdf/763258c0-5f95-d21b-bde9-056818f7ebf4/Rovaniemi+sopimus+FINAL.pdf?t=1615882499957. Accessed 26.10.2025

Jaakkola, T. (2010). Learning and Practicing Physical Skills. Education 2000. PS-kustannus: Juva.

Knudson, D.V. & Morrison, C.S. (1997). Qualitative Analysis of Human Movements. Human Kinetics.

SmartMotion – Advancing Smart Technology Innovations with Businesses in Perceptual-Motor Skills

Petteri Pohja

SmartMotion project, starting 2026, is an integrated innovation initiative comprising three parallel projects, implemented collaboratively by Lapland University of Applied Sciences, the Finnish Institute of High Performance Sport (Kihu), and Santasport Lapland Sports Institute. Each partner contributes a distinct role, yet all share a unified strategic plan. The initiative focuses on the intersection of perceptual-motor skills. It means how humans perceive, anticipate, decide, and act and there smart technologies such as motion-capture systems, AI-driven video analysis, and sensor-based feedback are gaining speed for development.

The project is a business-oriented development project, in which participating companies include Silmäasema, Toyota Racing, Nordic Track & Office and Terveystalo.

Perceptual-motor skills are central to understanding the complex interplay between sensory input, cognitive processing, and motor output. This knowledge is particularly valuable in high-demand contexts, from elite sports to safety-critical tasks in security, and in everyday situations, such as navigating traffic environments. Despite the recognized potential, the application of perceptual-motor expertise in industry remains limited. A major challenge is translating research insights and technologies into commercially viable solutions that provide value to end-users, while also enabling companies to gain a deeper understanding of human behavior and responsibly guide performance. This dual value proposition opens opportunities both in consumer-focused offerings and in B2B collaborations.

The overarching goal of SmartMotion is to enhance human performance, functional capacity, and quality of life by promoting industry-driven research, development, and innovation in perceptual-motor skills. A key objective is to make the expertise and infrastructure of universities and research institutes more accessible, understandable, and usable for companies. By integrating perceptual-motor research with smart technologies, linking “eye-brain-movement” analysis with AI-assisted motion tracking, SmartMotion expands the possibilities for analyzing and optimizing human movement across diverse operational environments. This approach lays the groundwork for practical innovations and new business opportunities while strengthening long-term collaboration between companies and research actors at both national and international levels.

The project is structured around demand-driven principles, with business needs guiding research and development. By leveraging the expertise and infrastructure of research institutes, SmartMotion focuses on developing solutions that are directly relevant to industry challenges and opportunities. Research activities are closely aligned with companies’ operational realities, ensuring that technological and scientific capabilities address concrete problems while also generating new value. Applied studies and experimental trials are designed to produce actionable insights and recommendations, which are then translated into practical applications and operational models. Knowledge is shared systematically with companies and research partners to ensure that findings can be effectively implemented in practice, and collaborative development of business models ensures that research outcomes are converted into innovative products, services, and operational processes.

In addition to practical research outputs, SmartMotion emphasizes communication and dissemination. Seminars, workshops, and publications engage industry stakeholders, showcasing research results and fostering dialogue across networks. These efforts help build partnerships, accelerate knowledge transfer, and create pathways for companies to explore national and international business opportunities. The initiative also generates open-access data sets, exercise repositories, and dual-use technology models, which further facilitate innovation and strengthen collaboration between companies and research institutions.

SmartMotion is expected to produce both immediate and long-term impact. By embedding research into practical applications, the initiative supports innovation adoption, enhances human performance, and strengthens regional and national competitiveness. Companies benefit not only from improved products and services but also from actionable insights into human behavior, enabling more responsible and effective design of operations, training programs, and customer experiences. The cross-sector relevance of perceptual-motor insights means that applications extend beyond sports into healthcare, transportation, and safety-critical operations, generating multiple avenues for innovation.

Ultimately, SmartMotion exemplifies how collaboration between research institutions, companies, and applied practice can generate tangible, high-impact innovations. By bridging perceptual-motor science and smart technology, the initiative creates new ways to understand and enhance human performance. Its industry-driven approach ensures that research does not remain theoretical but translates into practical solutions that improve quality of life, support business growth, and foster regional and national innovation ecosystems. By focusing on applied research, knowledge transfer, and dual-use technologies, SmartMotion strengthens the capacity of both companies and research institutions to produce lasting outcomes. When scientific expertise meets practical needs in a structured, collaborative environment, innovation becomes not only possible but a pathway to sustainable growth, improved human performance, and societal impact.

Conclusion

The Arctic Sport Cluster and network activities operate on multiple levels and involve a diverse range of actors, spanning the broad vertical and horizontal fields of sports and wellbeing. The overall structure is complex, making leadership and development a challenging task. Yet this work is undertaken collaboratively, driven by the belief that it can secure a better future for Europe and its citizens. The Arctic Sport Cluster encompasses the entire Lapland region and includes all relevant local, regional and international actors. Cluster activities in Lapland emphasise business-driven development and a company-led network, with public actors playing a crucial role as enablers and supporters in addition to providing expertise.

Within the regional operations of Arctic Sport Cluster, there is a clear need for local networks and hub-type activities. The upcoming Arctic Sports & Wellbeing Rovaniemi Hub, for example, demonstrates how collaboration can generate growth and wellbeing while engaging local residents and fostering partnerships with businesses. The interaction between local and regional levels strengthens overall effectiveness, with organizations operating across Lapland adding cumulative value to these efforts. Public institutions are well-connected nationally and internationally, facilitating the efficient sharing and pooling of expertise, ideas, and financial resources. Nationally, a significant sports RDI network coordinated by the Finnish Institute of High Performance Sport (Kihu) is emerging, enabling impactful development between regions and organisations. On a European scale, networks such as ClusSport and EPSI focus on themes like Sport & Vitality and Innovation & Investment, addressing common challenges such as widespread physical inactivity, related individual and societal issues, and the creation of new economic growth in the fields of sports and wellbeing. Lapland, as a region and brand, is an attractive partner in many of these networks.

Outdoor sports and related tourism are increasingly prominent and are expected to play a central role in future development, addressing the challenges outlined above. This work is being advanced both locally and regionally in collaboration with Santasport, Lapland’s sports institute, and internationally with partner universities and networks such as the European Network of Outdoor Sports (ENOS).

The future appears both busy and exciting, with a large number of actors pursuing similar goals. As part of the Health Resilience Thematic Smart Specialisation Partnership (TSSP) Lapland and its partners are building resilience to variety of crises. And with strong commitment from public institutions is essential for long-term development, supported by an entrepreneurial mindset, agility, resource efficiency, and a renewed capacity for innovation, we can prosper together.

Critical Assessment and Conclusions

The regional and local development of the Arctic Sport Cluster has generated high expectations, but it has also faced challenges that require critical evaluation. The cluster’s strength lies in its ability to bring together diverse actors, including educational providers, municipalities, businesses, and third-sector organisations, around a shared goal of promoting sports and wellbeing. Nevertheless, developing and maintaining such a network is demanding, requiring continuous resources, commitment, and communication. Limited resources, such as funding and time, can pose significant obstacles to sustained progress. Furthermore, even in a region with strong collaborative networks, local specificities and flexibility must be considered, as geographic, cultural, and social factors can influence the success of initiatives.

Collaboration in the field of sports has already produced notable results, particularly in the areas of knowledge sharing and educational development. However, rapid advancements in technology and digital solutions present new demands for sports education. The network must ensure that its educational content aligns not only with regional needs but also with global trends and innovations, guaranteeing long term impact and international competitiveness.

In research, development, and innovation, the Arctic Sport Cluster has played a significant role in developing new operational models and solutions. To maximise the impact of this work, however, knowledge transfer to practitioners and decision-makers must be strengthened. Many projects risk remaining local or short term unless RDI results are integrated more broadly into public structures and the planning of sports services. Measuring impact and tracking long term benefits are therefore critical for future development.

The contributions of master’s level students have been in part valuable, bringing innovative solutions that enrich network activities. Their projects often respond directly to local challenges and development needs, highlighting the importance of applying theoretical knowledge to practical contexts. In the future, even stronger connections between students, workplaces, and the research community will help embed development work more firmly in practice.

Looking Ahead

The coming years will bring both opportunities and challenges for the Arctic Sport Cluster. Its success will depend largely on the ability to respond to a changing world and to local conditions. Climate change, sedentary lifestyle, demographic changes and global insecurity development are raising new questions for sports and wellbeing in northern regions. For example, adapting competences from sports to variable resilience conditions and using twinning tools to improve accessibility and profit will be central issues going forward.

Maintaining and expanding cluster collaboration will also be crucial. Regional and local development requires ongoing dialogue, particularly with residents of northern areas, to ensure their needs are addressed. The work must remain flexible and responsive in order to act as a catalyst for change at both local and regional levels.

In summary, the Arctic Sport Cluster has taken important steps toward sustainable regional and local development. Its future success will require continued collaboration, innovation, and critical evaluation. Meeting forthcoming challenges will demand strong commitment, adequate resources, and the ability to leverage both local and international opportunities.

Petteri Pohja