Karelia UAS strategy 2013-2017

STRATEGY

KARELIA UNIVERSITY OF APPLIED SCIENCES

20 EXCELLENCE IN 13 BUILDING CAREERS 20 FOR THE REGION 17 AND THE WORLD

STRATEGY

Publications of Karelia University of Applied Sciences B:5

20 13 20 17

Approved by the Board of Karelia University of Applied Sciences Ltd on 27 August 2013.

KARELIA UNIVERSITY OF APPLIED SCIENCES 2013

Publication Series B:5 Chief Editor Kari Tiainen Editors Pekka Auvinen, Eero Elsinen, Anne Ilvonen, Tuula Kukkonen,

Raimo Moilanen, Lasse Neuvonen, Joonas Peltonen (POKA), Mikko Penttinen, Petri Raivo Graphic Design and Layout Salla Anttila Translation Laura Väistö © Authors and Karelia University of Applied Sciences No part of this publication may be reproduced without the prior permission as provided by the Copyright Law in Finland.

ISBN 978-952-275-089-1 (printed) ISBN 978-952-275-090-7 (online publication) ISSN-L 2323-6876 ISSN 2323-6876

Subsctiptions

Karelia University of Applied Sciences

julkaisut@karelia.fi http://www.tahtijulkaisut.net Joensuu 2013

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CHALLENGES AND OPPORTUNITIES OF THE OPERATIONAL ENVIRONMENT

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2

STRATEGIC FOUNDATION AND AREAS OF FOCUS

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3

STRATEGIC CHOICES AND AREAS OF DEVELOPMENT

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IMPLEMENTATION AND EVALUATION OF STRATEGY

31

2.1 2.2

Vision, values and mission 15 Areas of focus 16

3.1 Responsible and profitable operations 24

3.2 Satisfied students and customers 25 3.3 Fluent collaboration 27

3.4 Competent staff 28

STRATEGY

CONTENTS

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1 CHALLENGES AND OPPORTUNITIES OF THE OPERATIONAL ENVIRONMENT

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CHALLENGES AND OPPORTUNITIES OF THE OPERATIONAL ENVIRONMENT

K

arelia University of Applied Sciences (Karelia UAS) is a multidisciplinary university of applied sciences maintained by a limited liability company owned by the City of Joensuu. The activities of Karelia UAS are centralised in four education and research centres located in Joensuu, namely the Centre for Bioeconomy, Centre for Business and Engineering, Centre for Creative Industries, and Centre for Social Services and Health Care. In addition, common support services are organised into the Centre for Development and Services. Karelia UAS has 4,000 students and employs about 400 experts. Karelia UAS has an annual budget of approximately EUR 32 million.

The main areas of operation at Karelia UAS include education, research, development and innovation activities (RDI), service activities, and regional development. Karelia UAS offers both Bachelor’s and Master’s degree education and, in addition, supplementary education, a variety of seminars, and open UAS and Regional University Network (Higher Education Network in North Karelia) studies. The method of blended learning allows

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multi-form students to study from afar and also while being employed. Karelia UAS is actively involved in the development of the North Karelia Region as an executor of various research and development projects and as a service provider.

The activities are carried out in collaboration with local businesses and industries as well as with national and international partners. As a service provider, customer-oriented education and expert services are provided both for working life and for private persons. An international perspective is integrated into all UAS operations.

A central objective of Finnish higher education policy is to develop a better, more international, more effective and more efficient higher education system by the year 2020. To attain this objective, the following development measures are required of higher education institutions: »» Strong higher education units serving as a basis for competence »» Faster transition from high-quality education to the labour market »» Competitiveness, well-being and effectiveness obtained by research and innovation activities »» Internationalisation as a method of ensuring quality »» Development of the higher education community

The main areas of operation at Karelia UAS include education, research, development and innovation activities (RDI), service activities, and regional development.

The strategy and operations of Karelia UAS are guided by the executive programme, “Education and Research in 2011-2016”, drawn up by the Ministry of Education and Culture. The main policies affecting the strategy of Karelia UAS are included in the agreement signed by the Ministry of Education and Culture, Karelia University of Applied Sciences Ltd, and Karelia University of Applied Sciences for 2013-2016.

During this strategy period, a comprehensive UAS reform will be carried out in Finland; the law concerning universities of applied sciences will be reformed and there will be a transition to a results-based funding model. Funding for universities of applied sciences will be tightened, leading to the emphasis being placed

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on results, efficient operations and effectiveness. In addition, the effects of the global, prolonged recession have caused challenges to the operational preconditions of the regional industry and business life as well as the constantly growing public deficit.

These are examples of typical threats and risk factors, the effects of which may be bigger in peripheries such as North Karelia compared to the rest of the country. However, even these risk factors, as seen from the perspective of education, development and project activities, create a strong need and justification for the regional development task of Karelia UAS. The emphases Karelia UAS has chosen as its focal points are based on projected changes and structural development needs in the operational environment, which are consistent in the entire North Karelia Region. Changes in the operational environment present the operations of Karelia UAS some challenges, but at the same time they also offer great opportunities. From the point of view of North Karelia, the most central changes in the regional operating environment are demographic change, an increase in cultural diversity and internationalisation, a reform of public services structures, the centralisation of operations, and continuous change in economic structures. North Karelia’s age structure is changing rapidly. The number of the aged is constantly growing, and the share of younger age groups is decreasing. A major challenge in North Karelia is to pay attention to service needs and to guarantee the services of an ageing population in the extensive loosely populated region.

The ageing of the population causes a variety of new needs and

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business opportunities and, similarly, the decrease in younger age groups requires effective collaboration with secondary-level educational organisations. Karelia UAS has, furthermore, clear interregional and national educational responsibilities, the recruitment area of which covers the entire country. In addition, support for lifelong learning is an important part of the regional impact of Karelia UAS. Regional University Network (Higher Education Network in North Karelia) is responsible for regional adult education. Its activities include supplementary training and education and development projects promoting regional development. An aspect of change to be considered is the closeness to the Russian border, the possible execution of visa-free travel between the countries, and a strong increase in collaboration opportunities.

The Joensuu region, as well as the entire region of North Karelia, is becoming more and more international, and multiculturalism is constantly increasing. Thus, there are new opportunities for immigrant education, language training and other international activities. Internationalisation is also about investing heavily in, for example, the exports of education.

The key area for the operations of Karelia UAS, i.e. North Karelia, is a province facing structural changes, where regional development through education, RDI-activities and service activities are of particular importance. Future opportunities for the Joensuu region and North Karelia are based on the versatile business and labour structure in the region, on the continu-

ous need for reforming expertise, and on the development of competence. Supporting existing businesses and other forms of working life as well as promoting new entrepreneurship are also key elements.

North Karelia is an important educational area where the different regional organisations are engaged in fluent collaboration.

The importance of versatile and comprehensive educational supply and the role of strong educational institutions are essential for the success of the region since they form the basis for the competence that the competitiveness of the region is based on. In addition, they form a significant regional competition factor by increasing the attractiveness of North Karelia. Karelia UAS serves the needs of its operating area by training high-level educated professionals for a wide range of sectors. The regional influence of Karelia UAS can be directly seen in the economic life of the region and in its need for skilled labour. Karelia UAS is also active in executing practical projects and thus creating a strong innovation environment and transferring competence between education and working life.

strategies, and in the strategy of the City of Joensuu. Moreover, guidelines have been formed based on the action plan of ISAT-collaboration (Eastern Finland’s Universities of Applied Sciences) with Savonia University of Applied Sciences for the period 2013-2016. Furthermore, Karelia UAS has an important role in the economic programme of urban Joensuu for 2014-2017.

The strategy of Karelia UAS has also considered the growth strategy “sustainably growing, smartly renewing� of the Joensuu city area, serving as a basis for both the Joensuu Region Growth Agreement and the Innovative Cities Programme (INKA).

Karelia UAS is actively involved in regional strategy work, and its representatives are members of all major development groups impacting the compilation and implementation of the regional development programme. The UAS strategy and annual target agreements observe regional development policies and regional strategic choices, and the selection of the areas of focus at Karelia UAS is based on the most important development needs and strengths in the operating area as well as choices made with key partners.

The following programmes and strategies, for example, have been considered when drawing up the strategy for Karelia UAS: Europe 2020 Strategy, Horizon 2020 Programme, and guidelines for future education policy and structural fund programme for period 2014-2020 by Finland and the European Commission. In addition, some of the main guidelines are also included in the regional development programme of North Karelia and related

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2 STRATEGIC FOUNDATION AND AREAS OF FOCUS

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STRATEGIC FOUNDATION AND AREAS OF FOCUS

Karelia University of Applied Sciences – excellence in building careers for the region and the world

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2.1 Vision, values and mission VISION 2017

MISSION

Karelia University of Applied Sciences is a prestigious and attractive higher education institute educating skilled professionals. We develop the region as a responsible collaboration partner and we are active in both national and international networks.

Our results are among the best of universities of applied sciences in Finland.

We offer practical education in our own areas of responsibility.

We promote the competence, interaction and internationalisation of individuals, businesses and cultural life in our own area of operations and in Eastern Finland in general. Customer- and regionally-oriented adult education, Regional University Network and RDI-activities linked to teaching and areas of focus play an important role in the activities of the UAS. In our areas of strength, we also meet the challenges of internationalisation.

We develop the well-being of Eastern Finland as well as social cohesion and competence-based competitiveness in collaboration with regional urban and innovation clusters. We are also engaged in strategic collaboration in the region with Savonia University of Applied Sciences, University of Eastern Finland and North Karelia Educational Federation of Municipalities.

VALUES Responsibility We operate in a responsible manner, promoting sustainable development. We constantly evaluate and develop the operations of our university of applied sciences.

Global visionary We are a skilled and an innovative higher education institution. Our operational and learning environments support goaloriented learning and development of expertise.

Closeness to careers Our operations are based on the development of regional working and economic life and on promoting entrepreneurship. Our operations emphasise customer-orientation, interaction and partnership.

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2.2 Areas of focus

The areas of focus at Karelia UAS include renewable energy, competence in ageing, expertise pertaining to Russia, precision engineering, multimedia services and wood construction.

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Areas of focus are strong areas selected by Karelia UAS with the goal of obtaining nationally and internationally recognised expertise and competence. These areas have been selected on the basis of the key development needs and strengths in the operating range of the UAS, as well as choices made with the key partners. The common areas of focus for Karelia UAS and Savonia University of Applied Sciences (ISAT) include renewable energy, competence in ageing in sparsely populated areas, and expertise pertaining to Russia, which are strongly connected with the corresponding emphasises of the University of Eastern Finland. In addition, the areas of focus at Karelia UAS are closely linked with the education, RDI- and service activities, and regional development at universities of applied sciences. The national and international partnerships and networks of Karelia UAS have an important role in implementing these priorities.

The areas of focus at Karelia UAS include renewable energy, competence in ageing, expertise pertaining to Russia, precision engineering, multimedia services and wood construction.

Renewable energy

Competence in ageing

This area of focus aims at developing competence in renewable energy and promoting sustainable business in order to strengthen profitable economic activity in Eastern Finland.

The top expertise of Karelia UAS includes increasing the added value of regional bio-based raw materials, biofuel production processes, planning expertise in energy supply, energy business, sustainable management, and business administration.

Renewable energy is part of the bioeconomy, the main objective of which is the sustainable use of renewable natural resources and development into products and services.

This area of focus strengthens the education in the field of welfare as well as RDI-activities with emphasis on competence in ageing in loosely populated areas. Both education and RDIactivities support the availability of welfare services in sparsely populated areas. In particular, service structures and models are developed together with equipment increasing well-being and security.

Key areas of development »» Integration of the degree programmes in the Centre for Bioeconomy into the focus area for renewable energy »» Promotion of regional development and entrepreneurship based on the sustainable use of natural resources with RDI- and service activities within local, national and international working life and partner networks »» Profiling ourselves in international development activities, especially in central and northern regions of Europe where Karelia UAS has strong partnerships supporting activities and shared understanding of development instruments

Focusing on competence in ageing also includes enhancing developmental competence in welfare services in loosely populated areas, developing joint teaching, and building partnerships and networks. The aim is to support the coming restructuring of services in the region by providing competence and new expertise in regional social and health services, and creating new, competitive service models and products that support well-being in collaboration with other regional actors.

Key areas of development »» Multi-form, degree-awarding education modules implemented in collaboration »» Supporting the service restructuring process by developing competence in aging and both electronic and mobile services »» International visibility as an expert in ageing

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Expertise pertaining to Russia

Precision engineering

This area of focus develops Russia-competence in tourism with the help of collaboration with educational institutions and businesses, by developing tourism education, with educational services, by productising tourism, and with service competence and tourism business expertise. Russia-competence is extended in other fields also by taking advantage of business experiences with Russia and the results achieved.

The term precision engineering refers to the in-depth understanding of manufacturing and material technologies and measurements, and to creating additional value for products.

The aim is to find new areas of application for technologies, to promote precision engineering -based business, and to support high-growth entrepreneurship with education and active project work. The aim is to expand the areas of application in precision engineering to new fields and to strengthen the link between precision engineering and teaching.

Key areas of development »» Development of the multidisciplinary learning process in the field of Russia-competence in collaboration with Savonia UAS and the University of Eastern Finland »» Developing Russia-service products for various areas of focus »» Making use of Russia-expertise in teaching and in project work

Key areas of development »» Deepening the competence in order to reach the international level in manufacturing technologies such as Metal Injection Moulding-technology (MIM) and 3D printing in collaboration with local companies »» Introducing English-taught education in precision engineering »» Participation in major international science projects, such as the activities of the European Organization for Nuclear Research (CERN)

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Multimedia services

Wood construction

Multimedia services combine traditional and new media into the experiencing of culture, communication and experiential tourism. The aim is to produce multidisciplinary services with the help of new activities and interactive technologies. The emphasis in the development of this area of focus is on diversifying education and service supply and generating new business models and services.

The wood construction area of focus concentrates on wood and wood-based fibre materials and their use in construction.

Applied research and education in this field promotes industrial wood construction and new business opportunities in the domestic market and, in particular, in Russia and in Asia. The core competence in wood construction is applying construction engineering and construction physics into materials used in wood construction. Wood construction is closely related to bioeconomy, which aims at an efficient use of renewable natural resources, improving energy efficiency and reducing the carbon footprint.

Key areas of development »» Utilising multimedia services in the teaching of various fields at Karelia UAS and in, for example, the development of welfare and tourism services in loosely populated areas »» Development of service products combining expertise in different fields »» Renewing the models of multimedia service business

Key areas of development »» Development of wood construction as the leading field in Degree Programme in Construction Engineering and the development of English-taught education »» Enhancing industrial wood construction in the region in collaboration with local actors »» Deepening the activities of the international partner network and active participation in the development projects related to new wood construction-related products

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3 STRATEGIC CHOICES AND AREAS OF DEVELOPMENT

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STRATEGIC CHOICES AND AREAS OF DEVELOPMENT The strategic choices of Karelia UAS can be summarised in the following strategic guidelines: »» Responsible and profitable operations »» Satisfied students and customers »» Fluent collaboration »» Competent staff These guidelines are divided into three main strategic guidelines and in resulting development measures. The most important strategic policies are described in the following figure Vision 2017.

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Karelia University of Applied Sciences - excellence in building careers for the region and the world Vision 2017

Karelia University of Applied Sciences is a prestigious and attractive higher education institute educating skilled professionals. We develop the region as a responsible collaboration partner and we are active in both national and international networks. Our results are among the best of universities of applied sciences in Finland.

AREAS OF FOCUS

RESPONSIBLE AND PROFITABLE OPERATIONS Attractive and effective education

SATISFIED STUDENTS AND CUSTOMERS Skilled and content students

Proactive and demand-driven RDI- and service products

Effective networks and partnerships

Profitable and efficient operations

Working life -oriented practices

FLUENT COLLABORATION

COMPETENT STAFF

MULTIMEDIA SERVICES

Natural, multidisciplinary collaboration

Competent and content staff

WOOD CONSTRUCTION

Quality management system supporting UAS operations

Strategic human resources planning

RENEWABLE ENERGY COMPETENCE IN AGEING EXPERTISE PERTAINING TO RUSSIA PRECISION ENGINEERING

Open communications culture

Values

RESPONSIBILITY

GLOBAL VISIONARY

Instructive management and servant leadership

CLOSENESS TO CAREERS

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3.1 Responsible and profitable operations Attractive and effective education A key objective in this strategy period is to enhance the connection with working life and education serving the needs of the region. The effectiveness of education is based on the good reputation and attractiveness of Karelia UAS, competence of the staff, competitive results, and educational products that project and meet the needs of working life. RDI-activities are actively utilised in teaching and students are provided with an opportunity to participate in the implementation of workinglife based commissions during their studies.

Key areas of development »» Evaluation and renewal of curricula in degree-awarding education which take the projected needs of working life into account as well as the transition from degree programmes to areas of responsibility »» Development of a fluent pathway from secondary-level vocational education and secondary high schools to universities of applied sciences

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Proactive and demand-driven RDI- and service products The RDI-activities of Karelia UAS are carried out as part of teaching and service activities in collaboration with partners and within development networks. These activities make use of external, additional financing, particularly in the focus areas.

One of the most significant objectives of the strategy period is that Karelia UAS maintains its strong position regarding RDIactivities in the selected areas of focus. The activities of Karelia UAS develop regional working life and business life in a versatile manner through multidisciplinary education, RDI-activities and service activities, and encourage the internationalisation and attractiveness of the region. Activities are based on projections, demand- and user-orientation and open, networked development activities generating new entrepreneurship and new innovations.

Key areas of development »» Activities and projections based on the needs of customers »» Curriculum structure allowing the integration of RDI, teaching and service activities

3.2 Satisfied students and customers Profitable and efficient operations

Skilled and content students

Universities of applied sciences will start using the resultbased funding model in 2014. Institutional funding is mainly determined by the number of degrees taken and the quality and efficiency of study processes, employment of students, and research and development results. The result-based funding model controls the decision-making and activities of the UAS. A central aim during this strategy period is efficient use of resources and directing the resources towards processes essential for long-term success. Profitable and successful operations require efficient and fluent working methods and effective partnerships. In addition, obtaining external funding and profitable service activities are of extreme importance regarding profitability.

Educational activities emphasise working life -orientation and close collaboration with partners. A central objective during the strategy period is to enhance students’ ability to learn and study, to ensure fluent and smooth running of the studies, and to reduce the number of drop-outs. Student-driven solutions for learning and student counselling support the formation of student communities.

Key areas of development »» Enhancing chargeable service activities »» Development of monitoring processes and projections of economy and operations

Key areas of development »» Enhancing the caring atmosphere and strengthening students’ overall ability to study in collaboration with different actors »» Ensuring smooth running of studies and the reduction of drop-outs using the VARTU-model for support to early learning »» Strengthening development partnership with the student union, POKA

»» More efficient use of premises

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3.2 Satisfied students and customers Effective networks and partnerships

Working life -oriented practices

Karelia UAS has a strategic partnership with the University of Eastern Finland, Student Union POKA of Karelia UAS, North Karelia Educational Federation of Municipalities, and Savonia University of Applied Sciences. In addition, Karelia UAS has key partners, operational partners, and alumni. The aim is to ensure competence and competitiveness within strong regional, national and international partner networks. The main objective is fluent and goal-oriented partnership and alumni activities and both establishing and enhancing partnership activities to more normal, everyday activities, and launching education exports.

A central objective during the strategy period is to develop the education and research centres of Karelia UAS into working life-oriented, international work, learning and service environments. The aim is that Karelia UAS supports internationalisation and becomes an internationally recognised learning environment serving international students. Karelia UAS is a pioneer in the making of user-driven digital environments, and its activities emphasise internationality, customer-orientation and interaction.

Keskeiset kehittämiskohteet »» Ensuring goal-oriented partnership collaboration and active everyday communication with partners, comprehensive use of the customer relationship management system »» Systematising network collaboration in the areas of focus »» Enhancing international partnerships and networks »» Promoting education export

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Key areas of development »» Creation and development of multidisciplinary, international learning and service environments »» Curricula enabling integration of various functions

3.3 Fluent collaboration Natural, multidisciplinary collaboration Karelia UAS uses its multidisciplinary expertise in education, research and development activities, and in the implementation of new innovations and service activities, and in regional development. Both a resource and a prerequisite for the activities is collaboration respecting the expertise of others.

Key areas of development »» Multidisciplinary projects and service products »» Multidisciplinary study modules included in curricula »» Strengthening the role of development teams and increasing collaboration as part of UAS management

Open communications culture The communications culture at Karelia UAS is open and equal.

Both the staff and students are informed about the most central issues affecting the activities of the entire UAS. Important information is easily available for employees, students, partners and interest groups. Open internal communication is the basis for effective external communication.

Quality management system supporting UAS activities Karelia UAS has a quality management system providing systematic and reliable information on everyday activities as a support for management and decision-making. An effective quality system is used to ensure employees’ fluent work and students’ smooth learning.

Key areas of development »» Development and simplification of operational processes »» Consolidating annual internal auditing procedures »» Preparing for the international audit

Key areas of development »» Encouraging interaction between the management, staff and students »» Development of internal communication and communication with partners »» Recognising the most important information needs of the staff, students, partners and interest groups and ensuring easy accessibility of information STRATEGY 2013-2017

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3.4 Competent staff Competent and content staff

Strategic human resources planning

The competence and work well-being of employees is key to the success of Karelia UAS. Shared, multidisciplinary expertise is managed and developed systematically in a goal-oriented manner. The expertise of the staff is directed towards future requirements on the basis of the selected areas of focus. Managers are paying more attention to strengthening work well-being, and welfare is also supported by career counselling and activities supporting working communities and the ability to work.

An annually updated HR-plan creates a foundation for strategy-focused personnel development and recruitment. The number of employees and the structure of personnel are adapted to the current situation and to the changing needs of the UAS. Employees are supported during changes both on the individual level and in regards to the future perspectives of the work community.

Key areas of development »» Development of shared competence among employees »» Drawing up and implementing a work well-being model »» Creating career counselling methods supporting changes

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Key areas of development »» Enhancing strategy-focused human resource planning »» Creating efficient and equal recruitment procedures »» Launching a goal-oriented work time planning system and classification of competences

Instructive management and servant leadership Human resource management at Karelia UAS is based on an open, equal, and instructive management culture. Managers’ skills are evaluated and developed on a regular basis, and new managers are always thoroughly introduced in their duties beforehand. All managers are actively involved in the strategic management and development of the UAS.

Key areas of development »» Applying the equality and diversity plan »» Manager training as a support for instructive management

Human resource management at Karelia UAS is based on an open, equal, and instructive management culture.

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4 IMPLEMENTATION AND EVALUATION OF STRATEGY

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IMPLEMENTATION AND EVALUATION OF STRATEGY

T

his strategy gives guidelines to the choices and decision-making of the entire staff of Karelia UAS. The strategy is implemented in practice by using the target agreement process by the Ministry of Education and Culture (OKM/TASO) and the internal target agreement procedure of Karelia UAS (KARELIA/TASO).

The Board of the limited liability company of Karelia UAS will approve the strategy. The president of Karelia UAS has the overall responsibility for the results, quality and development of activities, and for the implementation of the strategy. The administrator and the UAS Board are regularly given reports about the implementation of the strategic objectives.

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The management team of Karelia UAS plans and the quality team coordinates the evaluation and development of the strategy work. The strategy is monitored and evaluated annually as the KARELIA/TASO Agreement is being drawn up and during management reviews, and in addition, at UAS Board meetings, at Karelia Ltd Board meetings, and at management team meetings as well as during interim reporting.

Mid-term evaluation of the strategy period is carried out by Karelia University of Applied Sciences Ltd Board at the turn of 2014-2015 in the form of a self-evaluation of the strategy, which is based on an employee survey, achievement of the strategic goals and other feedback information.

Based on this evaluation, priorities for the rest of the strategy period will be selected, guiding the annual implementation of the strategy.

Based on this evaluation, priorities for the rest of the strategy period will be selected, guiding the annual implementation of the strategy. The Ltd Board, UAS Board and UAS management team will, if necessary, make changes in the priorities.

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VISION AND STRATEGIC CHOICES

STRATEGIC INDICATORS

GOAL 2017

- Attractive and effective education

Employment

90 %

- Anticipatory and demand-driven RDI- and service products

Attraction, applicant/intake

3

Business revenue

1.5 M€

External RDI-funding

6.0 M€

Profit for the period

1.4 M€

Student satisfaction (Karelia UAS/OPALA)

80

OPALA student feedback (Ministry of Education and Culture)

Response rate 90 % Satisfaction 80 %

Effective networks and partnerships

International student and trainee exchange

220

Working life -oriented working methods

Working life feedback

85 %

Responsible and profitable operations

- Profitable and successful operations

Satisfied students and customers Skilled and content students

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VISION AND STRATEGIC CHOICES

STRATEGIC INDICATORS

GOAL 2017

Natural multidisciplinary collaboration

Number of degrees: - Bachelor’s Degrees

630

Quality management system supporting the activities

- Master’s Degrees

60

Degrees taken by exchange students

25

Credits > 55 crs / yr

1500

Credits for Open UAS studies, separate studies and education of immigrants

5000

Employee satisfaction

75

Working life feedback

85

Student satisfaction (Karelia UAS/OPALA)

80

Competent and content employees

Employee satisfaction

75

Strategic human resources planning

Publications

250

Instructive management and servant leadership

International staff exchange, min. 5 days

250

Absences due to illness, day/person

6

Fluent collaboration

Open communications culture

Competent staff

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PUBLICATIONS OF KARELIA UNIVERSITY OF APPLIED SCIENCES B:5 ISBN 978-952-275-089-1 (printed) ISBN 978-952-275-090-7 (online publication) ISSN-L 2323-6876 | ISSN 2323-6876