Title of publication

Audit of Tampere University


Markus Granlund, Sampo Mielityinen, Helena Mustikainen, Aino Karvonen, Hanna Väätäinen & Sanna Vahtivuori-Hänninen. Self-assessment of Tampere University (eds.) Leena Ahrio, Taru Koskinen & Terhi Yliniemi

The Higher Education Evaluation Committee’s decision

Tampere University passed the audit on 25 August 2023.

The Quality Label is valid until 25 August 2029.

The audit team’s evaluation of the evaluation areas I-III

I: HEI creates competence: good level

II: HEI promotes impact and renewal: good level

III: HEI enhances quality and well-being: good level

HEI as a learning organisation – evaluation area chosen by Tampere University

Study plan and guidance for it

Theme and partner for benchlearning

Theme: Opportunities provided by digital learning

Partner: Dublin City University

Key strengths and recommendations


  • The diverse stakeholder cooperation of Tampere University supports the working life relevance of the degree programmes and the integration of students into working life well.
  • The research conducted at Tampere University has many types of impact. The staff understand the importance of societal impact as part of the University’s basic tasks.
  • Tampere University has a strong quality culture that guides its operation. The quality culture is concretely visible in the functioning quality management processes, which the University uses to identify its strengths and development areas.
  • Tampere University has successfully and widely identified the challenges related to the guidance of the study plan and started experimental development.


  • At Tampere University, open discussion about the background of the change in the teacher’s role, the goals and the method of implementing the change is required and utilisation of pedagogical expertise in carrying out the change should be ensured.
  • Tampere University should develop a comprehensive impact model. A clear framework, shared goals and systematic processes and indicators would ensure the realisation of societal effects and impact of the University’s operation. The indicators of the impact should be linked with the strategy and defined in cooperation with the faculties.
  • The University should clarify its operating processes to be able to better identify how and when it is appropriate to take measures based on the collected feedback.
  • Tampere University must ensure equal and timely access to guidance services and clarify the roles of the different parties providing guidance, the division of work and communication about the services to students.