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During spring 2024, the key objectives have been prepared in the strategy’s development groups.

Strong research university

The key strengths and appeal of the Ģ��ֱ�� are based on its internationally high-level, responsible research and education as well as on its identity as a progressive research university.

Key strategic objectives

• A unique research profile that reshapes society
• A community of thriving and innovative scientists, teachers, and experts
• A competitively strong and vibrant university.

University with societal impact

The Ģ��ֱ�� is an influential, independent, and responsible university whose education and research are widely recognised and visible in society. Our operations are closely linked to regional, national, and international research, development, and innovation activities.

Key strategic objectives

• An educator of daring, responsible, and influential academic experts while reshaping competence in society
• Research, development and innovation activities closely connected to society and working life
• A sustainable and responsible university.

Internationally attractive university

The Ģ��ֱ�� is an internationally attractive and competitive place to work and study, as well as a trusted partner. We will continue to strengthen our position in the higher education sector in Finland. In addition, we offer a successful student experience and working environment and promote the well-being of the entire university community.

Key strategic objectives

• An internationally renowned, high-quality degree education portfolio
• A first-class student experience for everyone
• The best employer among universities in Finland: an inspiring university for creativity and growth with a strong community spirit.

The University’s strategy work started autumn 2022, and in February 2024, the Board approved the University’s renewed vision, the structure of the three thematic development programmes, as well as the cross-cutting enablers of these programmes: Sustainable economy, Capable and healthy university community, Enabling digitalization, and Campus, facilities and infrastructures.

On 14 June 2024, the Board also approved the principles of strategy management, which have been prepared under the direction of the University management team. In accordance with the new principles, the structure of the University’s strategy will guide the strategic development of faculties, independent institutes, and University Services. The University’s strategy as well as the strategic action plans of the faculties, independent institutes, and University Services form an entity guiding everyone towards the University’s vision. The Board will confirm the monitoring indicators for the period 2025–2028 after the contract negotiations of the Ģ��ֱ�� and the Ministry of Education and Culture on 17 September 2024.

Student intake in 2025 will be 3,798 students

In accordance with the proposal made by the faculties, the Board decided that student intake for bachelor’s and master’s studies in student admission 2025 will be a total of 3,798 students. The Board also decided to prepare for possible measures related to raising the level of education and skills and for other possible additions with a total of up to 300 study places, provided that separate funding will be allocated to these, and the relevant faculty councils support the increase. The number of students admitted to the University would, in this case, be a total of 4,098 students in 2025. The Rector will make a separate decision on the introduction of possible additional study places and their allocation.

Financial performance of operations in January–April slightly better than anticipated

The Board received the financial report for January–April, the realization of which is within the budgeted total level and the financial result of operations is slightly better than anticipated. The person-years have decreased slightly from the previous year (-1.4%), although turnover and especially supplementary project funding have increased. The increase in personnel costs is explained by the salary increases in accordance with the collective agreement. The realization of personnel costs, however, is slightly below the budgeted total level. The total cost level is slightly higher than the budgeted total level over the period of four months. The increase in other operating costs is explained by the increase in the rental costs of facilities. The operating costs have generally otherwise decreased. The operating deficit is 1.1 million euros, which is half of the budgeted level of the four-month period (-2.2 million euros). The operating deficit has decreased from the previous year’s corresponding period because of the managed financial plans. The turnover will increase more than the increase in costs. The operating deficit has been covered by both realized returns on investment assets and donations. After taking these items into account, there is a slight surplus.

The Board discussed the financial scenarios for the years 2025–2028, and it stressed the importance of reviewing the University’s finances in the short, medium, and long term. The measures related to the facilities strategy and the implementation of the financial plans confirmed by the Board enable the University’s finances to be balanced in a controlled manner. A realistic scenario also allows for investments in implementing the University's strategy and strengthening its competitiveness. The Board also highlighted the importance of the target durations of degrees in obtaining education funding.

The Board also received the investment overview. The Board decides to remove the exclusive requirement for UCITS funds (Undertakings for Collective Investment in Transferable Securities) from the principles of the long-term investment activities, in accordance with the discretion of the University’s Asset Management Committee.

The Board also gave instructions for the next preparation stages of the internal resourcing model. It will decide on the matter at the beginning of the autumn term.