In March 2026, the Nordic Circularity Piloting Program for Technical Building Solutions gathered its community for two online review sessions to look back on the eight circular pilots carried out in real building projects across Norway, Sweden and Finland. Across the two sessions, representatives from the eight pilots shared piloting results, key insights, and what it really takes to make circularity work in technical building equipment – and where the biggest barriers still lie.
The overall objective of the Nordic Circularity Piloting Program has been to test circular business models in real building projects, where manufacturers, property owners, contractors and other stakeholders come together to showcase circular solutions in technical building equipment. In total, 21 organizations participated in the pilots, jointly exploring circular solutions for technical building equipment such as HVAC systems, access and elevator solutions, electrical installations and sanitary equipment.
Across the pilot portfolio, different types of circular models were in focus: reuse and refurbishment, product-as-a-service, and take-back schemes as key enablers of the business models tested. In the review sessions, each pilot team walked through their journey – from scoping and planning to practical implementation – and reflected on both the successes and the frictions they encountered along the way. The eight pilots in the program, presented in the review sessions, were:
Reusing cable trays (Staaltro, CapMan Real Estate, Insenti, Bevar/Øst-Riv)
Reused access systems (ASSA ABLOY, Certego)
Faucets and showers as a service (Oras, SRV)
Refurbishing access solutions (ASSA ABLOY, Tampereen Tilapalvelut, City of Tampere)
Disassembling HVAC systems for reuse and refurbishment (Swegon, Lindab, Skanska Sweden, Vasakronan, Demontera)
Enhancing circular economy of HVAC systems (Nolla_E, Kotkan Julkiset Kiinteistöt Oy, Skanska Sweden)
The reuse tool for electrical equipment (Multiconsult, Norwegian Property, Trondheim Municipality)
Elevator modernization (KONE, CapMan Real Estate)
This recap highlights the cross-cutting barriers and learnings that emerged repeatedly in the discussions.
Early decisions and aligned value chains are non‑negotiable
A recurring theme across the pilots was how much circularity depends on early decision-making and alignment between stakeholders. Circular options only stay on the table if they are considered at the right moments in design, procurement and planning – and if each actor in the value chain understands their role and incentives.
Pilots showed that every part of the value chain needs to feel they are gaining something from circular solutions, whether that is new business opportunities, reduced risks, or stronger sustainability performance. When circularity is treated as a side project or an add-on, it easily loses out to the speed and predictability of linear alternatives.
Several teams also emphasized the importance of clear roles and responsibilities once a circular path has been chosen. Establishing who leads on inventory, who owns dismantling decisions, who manages logistics, and who guarantees product quality can significantly streamline execution and reduce misunderstandings and extra site visits.
Circularity succeeds when alignment, timing and execution come together
The pilots highlighted just how operational circularity really is. It is not enough to have a strong concept on paper: the practicalities of timing, logistics and site realities can make or break a pilot.
One key learning was that circularity succeeds when alignment, timing and execution come together. For instance, several teams underlined that:
Logistics and availability of components are critical; circular flows rely on the right products being in the right place at the right time.
Replacement parts are not always readily available, which can lead to unexpectedly long lead times and put pressure on project schedules.
These experiences underline the need to integrate circularity into the same robust planning frameworks used for other critical project elements – including buffers for delays, clear quality criteria, and contingency plans.
Build on what already works
Another strong insight from the review sessions was the value of piggybacking on existing systems and processes wherever possible. Rather than designing entirely new value chains from scratch, pilots had the most traction when they could plug circular activities into existing manufacturing, logistics and distribution set-ups.
One pilot, for example, demonstrated that new surface treatment methods for reused components could be integrated directly into existing factory processes without additional investment. This kind of fit dramatically lowers the threshold for scaling, since it leverages current capabilities instead of building parallel ones.
Similarly, working with standardized materials and components that can be combined with new products was highlighted as a way to make reuse more feasible at scale. Standardization helps with everything from inventory and testing to documentation and warranties.
Demand is emerging – but the business case needs careful design
The review sessions also revealed encouraging signs on the demand side. Stakeholders across the value chain are increasingly interested in purchasing reused or refurbished technical equipment, and there is willingness to pay when the offering is clear and quality-assured.
However, the pilots also showed that the business case can be fragile without careful design. Unexpected costs – for example, from extra logistics steps, damaged components, or longer lead times – can quickly weaken the financial viability of a circular solution.
Key takeaways included:
Being realistic about the total cost of circular solutions, not just comparing unit prices.
Ensuring that responsibilities and cost-sharing arrangements across stakeholders are agreed upfront.
Recognizing that pilots often incur additional one-off efforts, and that follow-on projects may realize better economics as processes mature.
Quality, documentation and trust are central enablers
To move from pilots to broader adoption, quality and trust emerged as central enablers. Several teams showed that suppliers can effectively clean, inspect, upgrade and quality-assure reused products and components, bringing them closer to the performance and reliability expectations of new products.
At the same time, the sessions emphasized the need for:
Systematic documentation of product and material information.
Clear, preferably image-based, instructions for dismantling and installation, which significantly improve outcomes on site.
Early checks for hazardous materials and other constraints, to avoid investing time in solutions that later turn out to be infeasible.
Robust processes on these fronts not only reduce project risk, they also build the confidence needed for stakeholders to commit to circular approaches in the long term.
Circularity calls for a solution‑oriented mindset
Finally, the review sessions highlighted that beyond technology and processes, mindset plays a decisive role. Circularity often appears as an “added question” in projects – one more thing to consider in already complex environments.
The pilots showed that progress happens when teams:
Focus on solutions rather than only analyzing problems, accepting that not every barrier can be fully eliminated before starting.
Treat pilots as learning journeys, where not everything has to work perfectly the first time.
Are willing to adapt existing practices and step outside traditional role boundaries to enable new circular flows.
This mindset shift is essential to move from “why circularity is hard” to “how we can make it work in practice”.
Looking ahead: from pilots to scaling
As the Nordic Circularity Piloting Program heads towards its final event, the joint message from the pilots is clear: circularity in technical building equipment is possible today – and the industry has concrete experiences to build on, refine and scale. The review sessions showed that:
Circularity in technical building solutions is already happening across the Nordics.
The key barriers are increasingly about coordination, processes and risk-sharing, not about the lack of technical solutions.
Strong partnerships, early alignment, and pragmatic experimentation are the fastest route to scale.
Building on these insights, the Final Event in April will bring together learnings from across the entire program: we will discuss what the results mean for the future of circularity in technical installations, which next steps are needed to enable broader adoption, and what policy recommendations can help accelerate the transition.
Sign up for the Final Event here
If you have any questions or would like further information, please don’t hesitate to contact melissa.kanerva@combient.com