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Topinpuisto - A sharing platform for companies to share ideas and pilots
Published on 29 March 2021
Finland
Etelä-Suomi
This is the good practice's implementation level. It can be national, regional or local.
About this good practice
Industrial symbiosis (industrial ecology) has sought to combine factors, as an idea in order to make more efficient use of resources and energy. Business co-operation has started around waste centers or old landfills elsewhere in Finland; the managers and employees of waste facilities have exchanged ideas in the field. The platform is for companies to experiment, pilot, exchange know-how, develop together and do projects.
The idea was to take the action to wider shoulders, but so far it is driven by Lounais-Suomen Jätehuolto (LSJH). The core is the companies that operate in the area. More broadly it is a co-operation network with partner companies, universities in the region (e.g. Turku UAS) and the City of Turku Development Action. The co-operation will lead to the emergence of new ideas and new business and operational development. This benefits those companies within the network and the development of the entire circular economy in the region. LSJH maintains communication channels and regular meeting practices, such as Topinpuisto days, development forum meetings and projects joint activities.
Target groups are the companies which form Topinpuisto, with emphasis on new business ideas in old companies or start-ups. Other target groups include members of the network; schools, development actors and municipalities. Other important stakeholders are public authorities (funding- & municipal decision makers) and the media.
The idea was to take the action to wider shoulders, but so far it is driven by Lounais-Suomen Jätehuolto (LSJH). The core is the companies that operate in the area. More broadly it is a co-operation network with partner companies, universities in the region (e.g. Turku UAS) and the City of Turku Development Action. The co-operation will lead to the emergence of new ideas and new business and operational development. This benefits those companies within the network and the development of the entire circular economy in the region. LSJH maintains communication channels and regular meeting practices, such as Topinpuisto days, development forum meetings and projects joint activities.
Target groups are the companies which form Topinpuisto, with emphasis on new business ideas in old companies or start-ups. Other target groups include members of the network; schools, development actors and municipalities. Other important stakeholders are public authorities (funding- & municipal decision makers) and the media.
Expert opinion
The example of Topinpuisto shows the difficulties of cooperation between companies. While the practice cannot yet be called really successful, several lessons and insights can be derived from it that can be of interest to local and regional policy makers. 1. Networking and cooperation among private companies usually do not emergy automatically and need to be kicked-off, either by a particularly motivated company, or by the public administration. 2. Coming together fosters exchange and helps build trust, and if common interests can be identified, new projects and initiatives can be developed. When the objective of the network is the examination and implementation of possible circular business models and activities, this is equally true. 3. Networks need to be continuously animated, or else they stop functioning. It takes a permanent involvmenet and effort to coordinate, communicate and animate. the resources for this must be borne by someone.
Works at
Interreg Europe Policy Learning Platform
Resources needed
The development of Topinpuisto has been funded by ERDF, approx. 500 000€ (incl. several different projects aiming to develop joint model).
3 project leaders involved part-time. 3-30 people who participated Topinpuisto network meetings. The network uses their own staff resources in cooperation.
3 project leaders involved part-time. 3-30 people who participated Topinpuisto network meetings. The network uses their own staff resources in cooperation.
Evidence of success
Topinpuisto aims to increase circular economy and innovation. The public funding has helped to create a network of about 17 organisations and companies work together for common goals. For companies, brand benefit, the exchange of know-how and information in terms of quality, and marketing as feedback are considered beneficial. There has been small savings in materials, etc. in individual demo sites.
Potential for learning or transfer
The courage to be open helps moving forward. Excessive trade secrets dim on the sharing platform. Involvement, all planning and decision-making must be implemented in the network of the sharing platform so that everyone can influence progress.
Topinpuisto had no operator, which can be interpreted as a plus or a minus; there was no legitimacy brought by the operator. The responsibility of traction has remained within one company, which means that dissemination and involvement has not been the easiest. It would be more useful to spread power more widely. On the other hand, central management is also good; decisions are made quicker in various matters. This may reduce network engagement.
It is worth putting even more effort on engaging corporate management so that management is involved at a strategic level, so that their strategy also includes the resources of the network, and that cooperation is as effective as possible.
Topinpuisto had no operator, which can be interpreted as a plus or a minus; there was no legitimacy brought by the operator. The responsibility of traction has remained within one company, which means that dissemination and involvement has not been the easiest. It would be more useful to spread power more widely. On the other hand, central management is also good; decisions are made quicker in various matters. This may reduce network engagement.
It is worth putting even more effort on engaging corporate management so that management is involved at a strategic level, so that their strategy also includes the resources of the network, and that cooperation is as effective as possible.
Further information
Website
Good practice owner
You can contact the good practice owner below for more detailed information.
Organisation
Lounais-Suomen Jätehuolto Oy
Finland
Etelä-Suomi
Contact
Senior Advisor