This document discusses strategies for developing sustainable and liveable Arctic cities. It summarizes a case study analysis of six Arctic cities - Tromsø, Gällivare, Narvik, Luleå, Oulu, and Nuuk - across key indicators like economy, society, urban planning, environment, and governance. The analysis finds that cities with a diversified economic base and support for business are more robust. Education and attracting/retaining residents are also important for sustainable societies. The document recommends long-term strategic planning around green growth, connectivity, inclusion of indigenous groups, and learning between cities.

1. CORPORATE SOCIAL RESPONSIBILITY
• Three main Arctic
challenges:
o Climate
o Environment
o Society

2. NILS ARNE JOHNSEN, ARCTIC DIRECOR, RAMBOLL GROUP
• Buildings, transport, environment,
oil & gas, energy, management
consulting
• Leading consultancy in the European
Arctic
• 470 employees in the Arctic regions
of Finland, Sweden, Norway and
Greenland
• 11 000 employees worldwide
• 20 countries worldwide

3. THE ADVANTAGES OF CITIES
Social hubs
Engines of economic
prosperity and
development
Efficient resource
and energy use e.g.
district heating
Efficient
transportation and
high connectivity
Drivers of education
and knowledge
development
Waste problems

4. • Liveable city developments
necessitate a holistic,
integrated and balanced
approach to economic, social,
environmental and spatial
developments.
• These driving forces reinforce
each other and allow people
and society to develop
prosperously.
WHAT IS LIVEABILITY?

5. FROM SILO-THINKING TO A HOLISTIC APPROACH

6. LIVEABLE CITIES
RESEARCH: A
CASE STUDY
OF SIX
ARCTIC
CITIES
Nuuk
Tromsø
Narvik
Gällivare
Oulu
Luleå

7. CASE CITIES: KEY OUTCOME PERFORMANCE INDICATORS
Tromsø Gällivare
Luleå Narvik
Oulu Nuuk
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8. ECONOMY – KEY RESULTS
THE ARCTIC SITUATION
• Different growth experiences with
different “drivers”: natural
resources; knowledge intensive
growth, public sector investments
etc.
• Arctic trends and emerging
opportunities create new business
opportunities.
• Tourism seems like a growing
sector with large potential
A diversified economic base, with a good private sector and support for business makes cities more robust, and
able to attract investments :
 Tromsø – becoming a successful knowledge city - but still less adapted to private business,
Potential: new partnerships between public/private/research institutions
 Gällivare - driven by but also dependent on the mining sector, making the city vulnerable to fluctuations in price
and demand – and less attractive for external investments.
RECOMMENDATIONS ON CITY STRATEGIES
Growth regional level
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9. SOCIETY – KEY RESULTS
THE ARCTIC SITUATION
• Population growth varies among
cities. Different centre/periphery
dynamics and availability of jobs
and education.
• Population outflow is a serious
challenge – in particular for youth
and women.
• Rate of higher education levels is
also an issue.
• Indigenous communities /
increasing diversity
Tromsø Narvik Gällivare
Luleå Oulu Nuuk
Strategies for retaining population is key for sustainable societies
 Education is key to knowledge intensive cities (Tromsø, Luleå and Oulu). But also to peripheral cities
(education partnerships of Gällivare). A future potential in the use of ICT
Effectively branding the city to attract residents and business
 Tromsø: cultural vibe and nature possibilities – Gällivare:The Arctic world class city
Seeing and working with indigenous groups and diversity as a resource for the city
 Tromsø experiences - and a recent partnership with Sami community
-4,9%
3,7%
13,7% 0,2%
13,2% 13,8%
Pyramid: Age distribution
Population growth (%)
RECOMMENDATIONS ON CITY STRATEGIES
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10. URBAN PLANNING
THE ARCTIC SITUATION
• Marked by the long distances in
the Arctic, some cities are more
challenged than others. For many
cities this is a focus area
• ICT infrastructure is well
developed - Nuuk is the most
challenged
• Urban planning is a focus for
Tromsø and Gällivare –both are
challenged in terms of housing and
long-term planning
URBAN PLANNING
Flight
Train
Sea
Major international
airline hub
Low frequency
Medium frequency
High frequency
Long term urban planning that aims to ensure cohesive , liveable cities that are well connected externally and
internally. At its best, urban planning involves citizens and meets their needs. ICT is also key to connecting cities
externally
 Gällivare: Although challenged - now in a defining moment with new city plan - relocation of citizens and development
of city centre.
 Tromsø: In recent decades, a strategic focus on condensing the city around a centre. In other aspects, city planning is
more ad hoc and presently city is facing a housing challenge.
RECOMMENDATIONS ON CITY STRATEGIES
10

11. ENVIRONMENT AND CLIMATE
GGH / capita
THE ARCTIC SITUATION
• Although all cities are based in the
Arctic region, climate varies, due to
the Gulf Stream among other factors
• Focus on environment and climate as
integrated part of decision making.
• 3 out of 6 case cities have low green
house gas emissions. 1 city stands out
with a high level of emissions – due to
steel industry.
Green growth strategies are key to ensure long term sustainable growth and brand the city as attractive for
resourceful citizens
 Focus cities have environmental strategies, but have not implemented ambitious and coherent green growth
measures.
 Challenges in some cities with a difficult choice between industry and sustainable green solutions. Although difficult
cities need to follow the path of green growth to ensure long-term sustainability and a city that is attractive.
 Key green growth strategies would include influencing the energy consumption and CO2 emissions; adapting to
climate change, managing pollution, development of "green" infrastructure and "green" services
CITY STRATEGIES AND BEST PRACTICE
11

12. GOVERNANCE
THE ARCTIC SITUATION
• Cities are all governed by City councils.
Compared to other cities globally the
governance models are mature and
professional.
• Tromsø recently introduced a parliamentary
system as part of involving citizens mores.
• Cities part of a larger institutional set-up at
regional, national and supra-national level
Long term strategic decision making and strong leadership is vital for long term sustainable growth:
 challenges not well solved. For Gällivare, the challenge of promoting a secondary economic sector.
 In Tromsø, a recent change towards a parliamentary system is hoped to improve long term planning and
political vision
 Engaging citizens in decisions and development of services is highly recommendable: E.g. Gällivare carried
out a consultation among youngsters in connection with the new city planning
RECOMMENDATIONS ON CITY STRATEGIES
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13. LOOKING FORWARD: RESEARCH RECOMMENDATIONS
•Exploring new opportunities – for business, innovation and partnerships arising from global shifts in climate and power.
•Developing tourism – an opportunity not sufficiently explored
•City branding: Arctic world class cities – finding the right city brand to make cities attractive for new residents and business
•Extending infrastructure, ICT and communication – to further connect Arctic cities with the outside world
•Engaging and motivating Arctic citizens in developing their cities
•Arctic indigenous communities and diversity: a resource
•Encouraging learning between cities: E.g. Arctic city networks
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14. • Understand the Arctic
• Analyze the society
• Most “company towns” are not sustainable in the long term
• Because of the Arctic being sparsely populated this goes for most
of the settlements, town and cities
• Be present locally and use local services in all phases of the
project
• Define stakeholders and collaborate at the earliest possible time
CORPORATE SOCIAL RESPONSIBILITY

15. • Investment in infrastructure for your own business purpose
• Facilitation of this infrastructure for other purposes
• Contribute to local business development - not only for your own
business sector
• Contribute to educational initiatives - not only in your own
business sector
COUNTERACTING THE DISADVANTAGES OF
COMPANY TOWNS

16. NORWAY
MINING IN THE NORTH:
BIEDJOVAGGI CASE

17. • Previously mining in 1970ies and 1990ies, last by Outokumpu
• Copper and gold
• Kautokeino municipality, geographically the largest in Norway
• Population 2 900
• Unemployment rate is among highest in Norway: 3,9 %
• Municipality politicians votet NO to assessment programs three
times
BIEDJOVAGGI

18. THANK YOU! NILS.ARNE.JOHNSEN@RAMBOLL.NO