university of oulu year 2010

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U N I V E R S I T Y O F O U L U Y E A R 2 0 1 0

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A multidisciplinary community of researchers and teachers, the University of Oulu aims at promoting new knowledge, culture and wellbeing. Research conducted in the university’s focus and development areas centers around humans, envi-ronment and technology, and their complex interactions.

New scientific discoveries and future knowledge hinges on developing and nurturing collaborative partnerships both within and without the university community. Multidisciplinary research and educational environments enable creative interaction between different disciplines and the international scientific community. Owing to its active engagement with communities and economic life and its network of research institutes, the University of Oulu is in an excellent position to overcome the challenges posed by the knowledge requirements of society and working life. In doing so, the university also provides a competitive edge to those within its sphere of influence.

2010

Faculties Fields of StudyFaculty of Humanities ...................................... HumanitiesFaculty of Education ......................................... EducationFaculty of Science ............................................. ScienceFaculty of Medicine .......................................... Medicine Dentistry Health SciencesFaculty of Economics and Business Administration ................................. Economics and Business Faculty of Technology ...................................... Technology

Total students 15880First year students 1827

Total degrees awarded 2738Bachelor’s degrees 1063Master’s degrees 1452Doctoral degrees 141Other degrees 82

Total staff (person-years) 2868Professors 229

Total university funding (M€) 226,4Core funding 139Supplementary funding 71,6Compensation by home municipality to other service provider 4.9Other general subsidies 11

Total publications 3041Scientific publications 2451

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By signing the Universities Act in July 2009, the President of Finland set in motion a rapid and significant reform process at Finnish universities. While preparing for the implementa-tion of the reform, the University of Oulu and Ministry of Education and Culture came to an agreement over the university’s future role. In short, the University of Oulu will continue to be a multidisciplinary university with a competi-tive edge in the international arena. This clear vision has served as the lodestar by which the University Board has conducted its work.

It was for a reason that the old Universities Act was replaced. Globally speaking, science, education and technology policies are in a dynamic state of change. Furthermore, meaningful scientific exploration is increasingly dependent on interdis-ciplinary cooperation. As research groups grow in size, the necessary infrastructures become more difficult to imple-ment and maintain, resulting in high expenditure. At the same time, societal challenges are escalating.

The academic world is the place where new ideas are born and new knowledge is created. Innovations based on basic research help to solve some of the central problems facing society today, and must therefore be given latitude. The old university structure was not conducive to promoting major changes.

The reform opens exciting possibilities for academic endea-vour. On this, university researchers, teachers and students cannot but agree. On the downside, the Universities Act also brought in its wake a range of administrative changes, some directly linked to the university reform, others independent of it. Although these changes have been particularly harsh on support staff, no one has been immune to their effect.

Effecting the requisite changes constitutes a major cultural upheaval. As of now, strategic planning will be conducted in negotiation with the entire university community, and central policies will be decided by the University Board. Their actual implementation and specific research plans, on the other hand, fall within the purview of academic freedom.

Increased autonomy gives universities an opportunity to draft long-term strategies defining specific focus and devel-

opment areas. True, strategies have been devised before, but the possibilities of carrying them out are much improved now. Thus, the development of strength areas is effectively in the hands of the universities themselves.

Four strategic strength areas were defined for the Univer-sity of Oulu, namely, Biosciences and Health, Information Technology, Cultural Identity and Interaction as well as Environment, Natural Resources and Materials.

Development areas of the university are Steel Research and Mining and Mineral Engineering, Business Administration and Economics as well as Research-Based Teacher Training. These areas are very extensive. And quite rightly so, for once the areas have been staked out, it is up to the research community to determine what specific goals and objectives to pursue.

The focus area approach also benef its teaching. This is particularly true of postgraduate education, but the standard of Bachelor’s and Master’s studies also rises in tandem with research standards. And as the universities specialize in different areas, the entire higher education sector will become stronger and more competitive. Nonetheless, individual universities will no doubt suffer setbacks in some areas.

Focusing activities is a practical necessity; there are simply not enough resources to move in too many directions at once. To ensure the creation of first-class study paths, Finnish universities must pull together like never before.

In accordance with its strategy, the University of Oulu will be an attractive and productive northern university in 2020. The northern aspect is guaranteed, but being a force to be reckoned with in research and teaching at the international level requires a collaborative effort from the university com-munity, in which everyone must pitch in.

By achieving the status of a high quality university, we will also strengthen the well-being of our immediate environ-ment. This is what the University of Oulu has done in the past, and this is what it will continue to do in the future – spurred by the rising standards imposed by globalization.

CHAIRMAN’S OVERVIEW

HANS SÖDERLUNDCHAIRMAN OF THE UNIVERSITY BOARD

RECTOR’S PREVIEWA milestone in Finnish higher education, 2010 was the first year of the new Finnish Universities Act. By introducing changes in the financial and legal status of universities, the new act increased their administrative and economic autonomy. Wielding these new powers, the Board of the University of Oulu endorsed a new strategy for the period 2010–2012, implementation of which began immediately by the introduction of a structural reorganization process.

Wide in scope, this process affected large sections of the university. Decisions concerning structural changes within the university included merging the Department of Edu-cational Sciences and Teacher Education in Oulu and the Kajaani Department of Teacher Education into one unit and gathering all activities in one location.

Moreover, a decision was made to divide the Department of Electrical and Information Engineering into three separate departments, while the centers for Micro and Nanotech-nology and Electron Microscopy were combined into the Center for Microscopy and Nanotechnology. Suppor t services, previously scattered across the campus, were reorganized into five service points. A decision was also made to merge the Open University and Language Center into a single organizational entity, while Continuing Educa-tion was turned into a separate unit.

These measures were approved by the Ministry of Educa-tion and Culture as falling in line with national develop-ment priorities and contributing toward achieving the university’s strategic aims.

Yet another decision taken by the University Board con-cerned steps to balance the university’s 8–9 million euro def icit. As a result, the university not only returned to financial equilibrium, but made a profit of about 2 million euro. Great strides were also taken by the fundraising cam-paign, which had gathered 9.2 million euro by the end of the year. A separate challenge campaign directed at private citizens generated 516 000 euro.

The University of Oulu retained its position on the international higher education ranking list known as the Shanghai List. At 305–402, the university tied with the University of Turku as the second best placed Finnish university after Helsinki.

A total of 1452 Master’s degrees were completed in 2010. By awarding 508 degrees, the Department of Technology broke all previous records, courtesy of the degree reform deadline which ended in July. All told, 141 Doctoral degrees were conferred during the reporting year.

These results reflect the effect of measures undertaken to shorten graduation times. Five strategic initiatives are in progress under the direction of the Education Council, seeking to improve the attainment of graduation targets and throughput, reduce the drop-out rate and intensify the use of resources.

Striving to enhance its regional activity model, the university extended cooperation within the Oulu Innovation Alliance and honed its strategic research collaboration profile. A case in point is CEMIS in Kajaani, a contract-based joint research and training centre specializing in Measurement and Information Systems.

Permeating all activities and processes at the university is the international dimension. During the past year, the uni-versity consolidated its role at the University of the Arctic as a coordinator of thematic programmes. In addition, it coordinates three Master’s programmes at the Barents Cross-Border University.

In Baden-Württemberg, Germany, where the University of Oulu has partnerships with several universities, efforts were made to further the establishment of joint Master’s and Doctoral programmes. In addition, the university was very successful in the Finland Distinguished Professor (FiDi-Pro) Programme, offered jointly by the Academy of Finland and Tekes, the Finnish Funding Agency for Technology and Innovation. Two new professorships were granted last year, bringing the total number of researchers employed under the banner of the FiDiPro Programme to seven.

What’s more, the University of Oulu has one of the country’s most active collaboration networks with Japanese universi-ties, particularly in the fields of ICT and the environment. Chinese par tnerships were also boosted by signing new cooperation agreements, most notably with the Beijing Institute of Technology.

LAURI LAJUNENRECTOR

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EVENTS 2010

l Universities Act becomes effective on 1.1.2010

l New strategy approved for 2010–2012 in Marchl University of Oulu passes international audit in March

l 3000th Master’s degree awarded by the Depar tment of Electrical and Information Engineering in April

l Professorship in Physical Activity and Health established at the University of Oulu in Junel University of Oulu and VTT Technical Research Centre of Finland sign a strategic par tnership agreement in June

l Intel and Nokia agree to establish a joint research laboratory at the University of Oulu in August

l CEMIS OULU, the Centre for Measurement and Information Systems, launches its activities in Kajaani in Septemberl University of Oulu receives Diploma Supplement Label in Septemberl Finland’s second professorship in Automotive Engineering established at the University of Oulu in September

l Setting up of the University of Oulu Graduate School (UniOGS) System officially endorsed in October l Joint Professorship with Specialization in the Economy of Multiple Forest Use established in October l Nokia Corporation donates 1.8 million euro to the University of Oulu in Octoberl Two new FiDiPro Professors arrive in October

l The American Association of Neurological Surgeons ranks Professor John Koivukangas among leading researchers in the field in November l Annual Open Day for School Leavers attracts over 4000 upper secondary students in November l Nordic Mining School degree programme launched in collaboration with the Lulea Technical University in November

l Professorship in Rural Studies established at the University of Oulu in December l Mr. Peter Hästö, Professor in Mathematics, is awarded the Väisälä Prize by the Finnish Association of Science and Letters in Decemberl Fundraising campaign exceeds the 9 million euro mark in December

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GRADUATE SCHOOL RAISES QUALITY OF RESEARCH

As its overarching goal, the University of Oulu strives to promote creative basic research of a high international standard, capable of forming a platform for new ideas and innovations. The four main cornerstones in this effort are the definition of research focus and development areas, renewal of postgraduate programmes, launching of a programme to recruit international researchers and strengthening innova-tive research environments and infrastructures.

During the repor ting year, a new research strategy was adopted. At its core are the university’s multidisciplinary focus areas. As development areas, the university designated Business Administration and Economics, Research-Based Teacher Training as well as Steel Research and Mining and Mineral Engineering. For the first time, sharply defined research objectives were assigned to each area.

A systematic effor t continued to develop postgraduate education and also to provide support and training to thesis supervisors. In line with the recommendation of the working group charged with the development of doctoral education in Finland, a common graduate school was established at the university to administrate and coordinate its postgraduate research programmes.

Known as the University of Oulu Graduate School (UniOGS), this new institution is set to start its activities in August 2011. Designed to harmonize rules and procedures for doctoral studies, this reform serves to improve the quality of post-graduate research and supervision.

Another measure to further research involves employing 16 highly-merited researchers on fixed five-year term contracts as professors, university researchers and research fellows. The first of these positions will be filled in the first half of 2011.

Looking ahead, the university is committed to investing four million euros per annum on developing its research infrastructures during 2010–2012, specif ically research equipment and collections. At the first stage, funding was allocated to research focus and development areas.

Financing from the European Regional Development Fund was channelled to extensive infrastructure development initiatives serving research, education and regional innova-tion activities. In addition, the university used to its advantage the FiRi infrastructure programme of the Academy of Finland.

SPECIAL FUNDING FOR BIOSCIENCES

Work is currently under way to design and build creative research environments, offering a gateway to f irst-rate research and collaboration.

Multidisciplinary research centres of the University of Oulu are Biocenter Oulu, Infotech Oulu and Thule Institute. Moreover, the Sodankylä Geophysical Observatory is being developed as a top-ranking national research unit with a specific mission. Also the Giellagas Institute has a nationwide responsibility to arrange and coordinate research and teaching around the Sami language and Sami culture. Other high profile research units with a clearly defined focus are the Center for Wireless Communications (CWC), Center for Advanced Steel Research and Center for Cell-Matrix Research.

2010 witnessed the launching of a structural development programme for biosciences. As part of the Biocenter Finland network, Biocenter Oulu possesses extensive expertise in transgenic mice, electron and light microscopy, structural biology, proteomics, viral gene transfer and bioinformatics. These activities will be boosted through the injection of 5 million euro of specially targeted funding in 2010–2012.

Humanities strengthened the focus areas of Cultural Interaction and Language, Education and Interaction by establishing post-doctoral researcher positions. Further, planning of novel research programmes was initiated within the focus area of Environment, Natural Resources and Materials. In addition, plans were made to introduce a doctoral programme and an innovation center for energy.

A sharper profile was honed for strategic research collabo-ration within the Oulu Innovation Alliance, whose manage-ment structure was also recast. Other major initiatives included Intel and Nokia setting up their first joint research laboratory at the university. In Kajaani, the Centre for Measurement and Information Systems (CEMIS), a contractbased joint research and training centre, took its f irst steps toward providing expert services to clients.

The University of Oulu and VTT (Technical Research Centre of Finland) renewed their agreement on cooperation in the fields of information technology, printable technologies and biotechnology.

As for funding, the amount of complementary f inancing increased in 2010, amounting to 30.7 % of the total. The university also per formed strongly in acquiring national competitive funding: financing provided by the Academy of Finland and Finnish Funding Agency for Technology and Inno-vation (Tekes) increased by 20 % relative to the previous year. Funding received from the European Framework Programme remained constant.

TAINA PIHLAJANIEMIVICE RECTOR – PROVOST FOR SCIENCE AND RESEARCH

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PUBLICATIONS OF THE UNIVERSITY OF OULU IN 2010

Field Scientific publications Other publications Total

Humanities 256 173 429

Education 106 88 194

Economics 76 17 93

Science 559 63 622

Medicine 633 58 691

Dentistry 74 18 92

Health sciences 40 10 50

Technology 548 89 637

Separate departments 159 74 233

Total 2451 590 3041

Not included are printed abstracts.

DOCTORAL DEGREES 2006–2010

2006

143 130 123 154 141

20072008

2009 2010

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The University of Oulu seeks to sharpen its profile as a high-quality science-based university with a reputation for world-class education and for excellence in research. Achieving this aim requires international recognition of its learning and teaching standards. One objective measure of the quality and transparency of the university’s success in this area is the Diploma Supplement Label awarded by the European Commission in 2010.

Educational administration at the University of Oulu was revised at the start of 2010 to better support the achieve-ment of strategic aims. Thus, an Education Council was established under the leadership of the Vice-Rector for Education to set the goals and coordinate development activities.

Success in education and research and active development hinge on economic stability. As a result, the university must keep abreast of other Finnish universities to ensure the necessary funding. In addition to quality, practical measures adopted by the University of Oulu are geared toward reaching a good result in terms of throughput and study success rate as well as increasing the proportion of international students.

To attain these goals, the Education Council set up f ive strategic initiatives and five working groups, charged with the task of drawing up a detailed master plan. Serving as members and chairing the working groups are specialists and representatives of the student union.

Throughput will be improved by enhancing study counselling at the freshman stage. Teacher tutoring was introduced to cut down the drop-out rate by elucidating the responsibilities and duties of both organizers of education and students. This new initiative was commenced at the start of the autumn term in all degree programmes and subjects.

By closely analyzing educational processes, the university strove to find the best practices that enable students to earn about 60 credits a year, the set academic standard. One example is the introduction of better planning tools, including electronic personal study plans and personal schedules.

In step with these measures, the Universitas initiative, co-ordinated by the student union, has sought to find student-centered means of promoting studies. This represents an exceptionally intimate form of collaboration between a university and its student union in Finland.

INCREASED EFFICIENCY THROUGH STRUCTURAL CHANGES

An internal degree reform was kicked off by forging flexible study paths to connect different fields of study. They allow students with a Bachelor’s degree in one field to cross over to

another field to pursue a Master’s degree. As a consequence, students may have a Bachelor’s degree consisting of minor subjects and a Master’s degree focusing on major subjects.

To increase the international flavour of the education offered, existing programmes were enhanced and new Master’s degree programmes were introduced. They currently constitute almost 20 % of all graduate programmes in the offing.

Another significant step in 2010 was the development of teaching and research services for international personnel. By facilitating their participation in administrative tasks, the reform aims at a more efficient use of resources.

A means of rapidly improving the university’s throughput rate involved providing suppor t to students nearing the completion of their studies. Thesis groups offered an approach to early detection and intervention of problems, while so-called arrears courses were arranged to help students collect missing credits to complete their degree requirements. Methods that prove worth their salt will be employed on a permanent basis to keep the drop-out rate at a minimum.

Several organizational changes were made to further promote the quality of the education programmes offered. For one thing, courses and workshops in university pedagogy were handed over to the Faculty of Education to develop their content and to further integrate teaching and research.

Another move involved dividing the Department of Electrical and Information Engineering into three different departments, the idea being that this restructuring will enhance their appeal both domestically and internationally.

Collaborative efforts were initiated to merge the Open University and Language Centre, while Continuing Education was detached from the Open University. Underlying this reorganization was the desire to make the funding principles of the Ministry of Education and Culture more transparent. At the same time as the reorganization is taking place, the university seeks to extend its educational offerings to a wider extramural audience.

Moreover, the board took the decision to concentrate all student services on the Linnanmaa Campus in one place. This customer-centered, internationally widely-adopted Stu-dent Center model serves to improve the overall accessibil-ity of student services. Simultaneously, as the older premises are vacated, the university is in a position to offer them for the use of its cooperation partners.

As the strategy is being implemented, the university’s opera-tional culture will be shaped to better take account of best practices in research and education. Being substance-based, this development work serves to engage both students and staff.

EFFICIENT MEASURES TO SUPPORT STUDIES OLLI SILVÉNVICE RECTOR – PROVOST FOR EDUCATION

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TOTAL NUMBER OF STUDENTS 2006–2010

2006

15775 158801566116486

20072008

20092010

16729

COMPLETED MASTER’S DEGREES 2006–2010

20062007

20082009

2010

1932

1452

1108

1342

1287

OutgoingGermany 46Spain 36United States 31Sweden 23Austria 18France 17United Kingdom 16Italy 12Hungary 10Belgium 10Other 124

Total 343

OUTGOING AND INCOMING EXCHANGE STUDENTS 2010

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IncomingFrance 62Germany 52Spain 49Italy 34Poland 25Czech Republic 16Belgium 15Russian Federation 14Austria 14Singapore 12Other 119

Total 412

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STRUCTURE OF EXPENDITURE 2010

Personnel expenditure 63,6 %Premises costs 15,5 %Other expenditure 20,9 %

63,6 %

15,5 %

20,9 %

16 %

3 %

8 %

16 %

22 %

person-years %professors 229 8researchers 947 34teachers 441 16library personnel 80 3administrative personnel 452 16other personnel 609 22

PERSON-YEARS OF EMPLOYMENT IN 2010

34 %

Figures for teacher training schools are not included in the charts. Oulu Kajaaniteachers 73 20other personnel 13 4

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Human resource management is guided by the university’s strategy and human resources policy plan, which are geared toward ensuring that the university will be successful in achieving its strategic aims while forming an excellent working environ-ment for its students and employees.

Articulating common goals and principles for university personnel and human resources management, the human resources policy plan highlights the importance of good personnel management and assists unit heads in managing their staff resources and carrying through changes. The goals and recommendations for action contained within the policy plan created the foundation for all measures taken in 2010.

In effect as of 1st Jan. 2010, the new Universities Act transformed all employment relationships at the university. As employment became contract-based, over 3000 contracts had to be signed in one go. A major overhaul, carrying out these profound changes required providing guidelines and training personnel. At the same time, the opportunity was grasped to replace temporary employment relationships with permanent ones.

Administrative support services were reorganized and developed, resulting in the transfer of payroll services to Certia (the newly hatched financial and administrative services centre of Finnish universities), remodelling of service points and introduction of new information systems. Diverse support services were collected in administrative service units and service points.

Another initiative of 2010 was the launching of a working group on research careers, which set about honing level criteria and piloting the new career system.

MORE PERSONNEL FOR CORE TASKS

To balance the economy, it became necessary to evaluate the university’s personnel structure and make appropriate adjust-ments. Consequently, cooperation negotiations were conduct-ed in February–March on intended action. Involved in these negotiations were all support service personnel, regardless of unit, as well as the entire staff of the Kajaani University Consortium, Faculty of Education, Department of Information Processing Science and Language Centre.

It was deemed necessary to reduce personnel by 180 person years by means of pension schemes, lay-offs and termination of temporary employment relationships. An estimate of the cost effect of these measures was 6.1 million euro.

Targeting mainly on administrative and laboratory personnel, the impact of the undertaken action on human resources was most acutely felt in administrative services and the faculties of Education, Science and Medicine.

Most of the measures were carried out during the reporting year, and to soften their effect, a range of support structures were made available to the affected units.

As a result of the measures, the number of personnel decreased by 178 persons. However, teaching and research staff increased in number, and the proportion of employees on fixed-term contracts grew slightly from the previous year (from 57.6 % to 59.8 %).

NEW INITIATIVES TO PROMOTE WELL-BEING AT WORK

Completed in 2010, the university’s new well-being plan emphasizes management and the well-being of work community. Practical initiatives included allocating financing to well-being oriented management training and to training and consultationgeared toward promoting processes leading to improved well-being. These initiatives were supported by the Varma Mutual Pension Insurance Company.

In partnership with occupational health services, the university star ted the construction of an early caring model. To be introduced in the first half of 2011, the model is expected to provide supervisors with tools for addressing problem situa-tions in the workplace at an early stage.

To raise management and supervision standards at the university, courses and workshops were arranged on such topics as human resources management, financial manage-ment, management information system reporting and every-day problem solving at the unit level. In addition, coaching was offered to unit heads on conducting and evaluating development discussions. Consultation was also provided to foster academic leadership and improve human resources management.

In an effort to advance the professional competence of university staff, best practices were evaluated and distributed.This effort was further promoted through cross-remit personnel training and use of an education portal, revising guidelines for personnel training and updating development discussion materials. One major aim of this drive was to enable unit heads to better identify training needs.

Development of the university’s management system proceeded along the lines laid out by the University Board. As part of the process, the board approved definitions of personnel roles and the corresponding responsibilities. In addition, the university’s web site was enhanced to include a management skills page for unit heads.

PERSONNEL STRUCTURE IN TURMOIL

LIISA ROSSIHUMAN RESOURCES DIRECTOR

Personnel expenditure 63,6 %Premises costs 15,5 %Other expenditure 20,9 %

UNIVERSITY BOARD 31.12.2010

Hans Söderlund, Vice President, ChairmanPekka Erkkilä, Executive Vice PresidentLea Kauppi, Director GeneralLeena Mörttinen, Head of Group European AffairsErkki Ormala, Vice PresidentSanna Järvelä, ProfessorMarkku Mäkivuoti, Lecturer Markku Savolainen, ProfessorMilja Seppälä, Undergraduate StudentRaija Ukkola, Head Attendant, In-House Services

RECTORS

Lauri Lajunen, RectorOlli Silvén, Vice Rector, EducationTaina Pihlajaniemi, Vice Rector, Research

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Board of the University of Oulu. On the back row, from the left, Markku Savolainen, Pekka Erkkilä, Lea Kauppi, Markku Mäkivuoti, Milja Seppälä and Sanna Järvelä. Front row, Leena Mörttinen, Hans Söderlund and Raija Ukkola.

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University Collegium. On the back row, from the left, Miikka Saukko, Juha Kostamovaara, Jouni Pursiainen, Anssi Tuohino, Matti Isohookana, Juhani Niskanen, Marko Huttula (deputy); in the middle Paula Rossi, Pentti Hakkarainen (deputy). Front row, Henrik Hedberg, Juha Jaako, Raija Lähdesmäki (deputy).

UNIVERSITY COLLEGIUM 31.12.2010

Kimmo Alajoutsijärvi, ProfessorKalervo Hiltunen, ProfessorJuha Kostamovaara, ProfessorJuhani Niskanen, ProfessorJouni Pursiainen, ProfessorKyösti Oikarinen, ProfessorPaula Rossi, ProfessorHannu Soini, Professor

Henrik Hedberg, Senior AssistantMatti Isohookana, Project ManagerJuha Jaako, Senior Assistant, ChairmanEila Keränen, Library Secretary Gordon Roberts, LecturerVesa Virtanen, Research Manager

Elina Honkala, Undergraduate StudentPetra Junno, Undergraduate StudentMatti Kemi, Undergraduate StudentMiikka Saukko, Undergraduate Student, Vice Chairman Aino-Maija Toppi, Undergraduate StudentAnssi Tuohino, Undergraduate Student

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SubjectsInformation Studies

Logopedics

Finnish Language

Sámi Language

Sámi Culture

English Philology

German Philology

Scandinavian Philology

Literature

General History

Finnish and Scandinavian History

History of Ideas and Science

Cultural Anthropology

General Archaeology

Undergraduate students 2013First year students 252

Postgraduate students 274

Degrees awarded 416Bachelor’s degrees 223

Master’s degrees 183

Doctoral degrees 8

Personnel 139Teaching and research personnel 121

Other personnel 18

Publications 429Scientific publications 256

Other publications 173

FACULTY OF HUMANITIES FACULTY OF SCIENCE

SubjectsBiochemistry

Animal Ecology, Animal Physiology, Plant

Ecology, Plant Physiology, Genetics

Biophysics, Physics, Geophysics, Theoretical

Physics, Astronomy

Geology and Mineralogy, Surficial Geology,

Geochemistry

Inorganic Chemistry, Organic Chemistry,

Physical Chemistry, Structural Chemistry

Geography, Regional Development and

Regional Politics

Mathematics, Statistics, Applied Mathematics

Information Processing Science



Degrees awarded 498 Bachelor’s degrees 232


Doctoral degrees 40


Other personnel 141



SubjectsEducation

Music Education

Early-Childhood Education

Primary Teacher Education

Master of Education, International Programme

Technology Oriented Primary Teacher

Education

Arts and Craft Oriented Primary Teacher

Education

Pedagogical Studies for Teaching Certificate





Doctoral degrees 9


Other personnel 32



FACULTY OF EDUCATION

FACULTIES

15

SubjectsDental Specialist

Medical Specialist

Dentistry

Nursing Science

Welfare Technology

Clinical Laboratory Science

Medicine

Radiography

Health Care Administration

Health Science Teacher



Professional postgraduate students 550



Doctoral degrees 49

Professional postgraduate degrees 69


Other personnel 145

Publications 833

Scientific publications 747


FACULTY OF MEDICINE

SubjectsManagement and Organization

Economics

Accounting

Marketing

Finance

International Business





Doctoral degrees 9


Other personnel 15



FACULTY OF ECONOMICS AND BUSINESS

ADMINISTRATION FACULTY OF TECHNOLOGY

SubjectsArchitecture

Mechanical Engineering

Process Engineering

Electronics

Information Engineering

Information Networks

Industrial Engineering and Management

Environmental Engineering





Doctoral degrees 26


Other personnel 194



university of oulu year 2010

Documents

university of oulu year

multidisciplinary university

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university board

total university funding

total degrees

new knowledge

multidisciplinary research