Annual Report 2025

President and CEO's review

At the beginning of 2025, Metropolia entered a new strategic period. We are investing in five strategic themes that support renewal: Reforming lifelong learning, Driving Phenomenon-based solutions, Building sustainable development and growth, Forerunning digital transformation and Open and inclusive Metropolia community. In the coming years, Metropolia’s development will be guided not only by the strategy but also by growth targets extending to 2030. These targets cover learning activities, research, development and innovation (RDI), as well as business operations.

The U!REKA European University Alliance, coordinated by Metropolia, has gained strong momentum in its second year of operation. The first concrete outcomes include joint course offerings and new EU-funded collaborative projects with partner universities. Metropolia has also continued its active EU-level advocacy work.

Metropolia’s internationalisation is evident not only in European higher education cooperation but also through new degree programmes in China and Vietnam, as well as a steadily growing international Metropolia community. The number of international students has increased consistently in recent years. As a result, Metropolia is placing greater emphasis on supporting international degree students in settling in, succeeding in their studies and finding employment in Finland in roles that match their expertise and qualifications.

My sincere thanks to our staff, students, partners and stakeholders for their excellent cooperation throughout 2025.

Riitta Konkola
President and CEO

Review of the Chairman of the Board of Directors

Changes in the operating environment are guiding Metropolia’s strategic choices. In 2025, we have progressed with initiatives that strengthen our role as a producer and renewer of work‑life‑relevant competence both in Finland and internationally. We have sharpened our focus and directed our efforts towards areas where our contribution has the greatest impact: we build competence for sectors in which the availability of skilled labour, productivity and renewal determine Finland’s future. Our impact is created through the close integration of education, RDI activities and working life.

Financially, the year remained stable despite the challenging circumstances. Turnover amounted to EUR 127.7 million, which is EUR 6.9 million less than the previous year. The result for the financial year showed a profit of EUR 0.5 million, and the adjusted result was EUR 2.0 million. The adjusted result takes into account the Ministry of Education and Culture’s front‑loaded funding, as well as the allocation of the continuation funding for the Digivision project.

I warmly thank the entire Metropolia community: our staff, students, owners, and partners. Your work is reflected in skilled graduates, impactful projects and strong partnerships.

We will continue to build Metropolia into an even more influential higher education institution that brings together competence, people and solutions to renew working life and strengthen Finland’s competitiveness.

Ilona Lundström
Chair of the Board of Directors

Review of the Chair of the Board of Student Union METKA

The year 2025 has been challenging for students across Finland in many ways. Students’ financial situation has tightened at the same time as living costs continue to rise and changes have been made to the student support system. For many students, balancing studies, work and everyday life has become increasingly demanding. In these circumstances, the role of the higher education community becomes ever more important. Students now require more support and a stronger sense of community to help their studies progress smoothly during difficult times.

At the same time, Metropolia’s student community has become increasingly international. The growing number of international students brings new perspectives and expertise to the community, but also requires efforts to ensure that everyone feels included. Tutoring coordinated by METKA plays a key role in this, as tutors help new students find their place within the student community.

In 2025, METKA also undertook significant work to renew Metropolia’s own sports services in collaboration with Metropolia. The renewed services were launched at the beginning of 2026, with the aim of supporting the wellbeing of all people at Metropolia.

Justus Kalliokoski
Chair of the Board of the Student Union METKA (2025)

Personnel

At the end of 2025, Metropolia had a total of 1 170 employees. The overall educational level of staff is high: 69.6% hold at least a higher university degree, and 11.59% of teaching staff have completed doctoral training.

Of all employees, 64% were women and 36% men. Metropolia’s HR system also allows ‘other’ to be selected as gender, but the proportion is currently very small and therefore not visible in the statistics. Among supervisors, 63% were women, and women accounted for 69% of those in management positions.

The average age of staff has slightly decreased in recent years, and at the end of 2025 the average age across the organisation was 48 years.

Metropolia conducts the Eezy Flow PeoplePower personnel survey annually to gather employees’ views on wellbeing at work, the functionality and atmosphere of teams and units, supervisory work, opportunities to participate and influence, as well as leadership and organisational culture. The survey helps to identify Metropolia’s strengths and areas for development.

The PeoplePower Index reflects the overall result of the survey and enables Metropolia to compare its results internally and externally with other organisations participating in the PeoplePower survey. In 2025, Metropolia’s PeoplePower Index was 65.7/100.