The activities of the association are guided by a three-year strategy, which is updated every three years. The purpose of the strategy is to provide clear guidelines for the actions of the association's active members and to support Preemio's long-term development.​

​

Each area of the strategy will be continuously measured using indicators defined for the strategy period. Implementation will be monitored using a performance table, which will be added as an appendix to the strategy. The indicators are presented in more detail with each strategy focus area.

The association's mission is to be the community for business students at the University of Eastern Finland's Kuopio campus, advocating for its members' interests and promoting their well-being in all aspects of student life.

 

The vision of the association is to provide its members with an environment that encourages growth and development, to be a visible and respected player, and a desired partner among all of its stakeholders.

 

From an advocacy perspective, the association strives to ensure that business students in Kuopio have access to high-quality education in business studies, with a variety of flexible teaching methods. The association aims to foster a sense of community and serve as a connector between people, through events and other activities. In order to support the well-being of its members, the association encourages and offers opportunities to create connections both locally and nationally, with other business students, the business world, and across disciplines.

 

Values: Community, encouragement, and empowerment.

The goal of this strategic line is to create a more inclusive organizational culture where members feel actively involved in influencing the development and expansion of activities. The association invests in ensuring that at all levels, from the board and teams to independent clubs, there are clear operating models and incentives for member participation. When representing the association, its officials act in accordance with the association's interests and values.

​

It is important to strengthen the sense of community, especially in light of the new annually renewed membership and the increasing emphasis on remote studies. In promoting a stronger community, inclusivity and member involvement must not be overlooked.

​

The autonomy of teams and clubs is supported by providing them with flexible operational frameworks and the necessary resources, such as orientation and guidance. The activities of clubs are monitored through the annual number of events and participants. These actors’ self-directed development efforts, within the framework of the association’s overall strategy, enable more diverse activities and the engagement of a broader membership base. The board takes on more of a supporting role, enabling independence and innovation among members.

​

Through this strategic line, the association also aims to strengthen communication and interaction across all levels of the organization. Surveys and feedback directed at members, an open environment, and discussions provide valuable insights that are utilized in developing operational plans.

​

Overall, this strategic line aims to foster a more energetic, innovative, and inclusive organizational culture, where every member’s contribution is valued and utilized. This approach strengthens member engagement and satisfaction, thus creating sustainable growth and development for the association’s activities.

The number of new members joining annually, in relation to all incoming students.

 

The number of attendees at clubs and events, broken down by event.

 

The number of applicants for trust positions within the association, in relation to available roles.

The association's activities are contingent upon sound financial management. A key principle for the association's operations is to avoid operating at a loss by planning, forecasting, and regularly analyzing the financial situation, making necessary adjustments to ensure financial success. To support this, the association has a financial policy, which, alongside the strategy, action plan, budget, and other practices, guides sound financial management. A financial working group has been established to assist in planning and implementing the association's financial affairs.

 

Preemio is a non-profit organization, so its financial operations must be aimed at benefiting its members. The association's revenue primarily comes from events and income from cooperation partners, and its efforts to grow wealth should be systematic and long-term. To increase its assets, the association should engage in investment activities, with the returns used to provide higher-quality services and events for members and to invest in larger projects that serve both the association and its members. The principles for the association's investment activities are detailed in a separate investment plan, which is based on the association's rules and financial policy.

 

The largest portion of the association's costs stems from its event operations. Given the significant role of major events, such as the annual celebration, Kuopio Haalaribileet, and VISIO business event, particular attention must be paid to their financial success during the budgeting process.

Revenue growth.

​

Income from collaboration agreements.

​

Revenue from events.

​

Value of investments.

The goal is to strengthen and deepen Preemio’s partnerships both nationally and internationally by building a broad network that supports members’ professional development and sense of community. This includes close and long-term collaboration with the Finnish Business School Graduates, local associations, and other student organizations in business schools, especially through work life-oriented programs such as mentoring and company visits.
 

Alumni activities are maintained in a structured way in cooperation with Preemion Alumnit ry, ensuring that graduates stay closely connected to the association and can support current members, for example through career networking.

​

Internationalization is emphasized strategically by increasing events targeted at exchange and master’s students, supporting cross-cultural networking and smooth integration into the association’s activities and Finnish culture. All communication is translated into English, and the organization actively participates in international student networks that offer new opportunities to members.

​

Among the internal stakeholders of the University of Eastern Finland, the Business School is one of the most important. Effective operations are based on maintaining open and constructive dialogue with the department’s management and staff. It is essential that challenges related to teaching and degrees can be discussed honestly, and that the effects of business student admissions are closely monitored in cooperation with the department. Additionally, diverse and constructive discussions should take place regarding the university’s internal services such as the language center.

​

All Preemio members are also members of the Student Union of the University of Eastern Finland (ISYY), and it is important that they are aware of the services ISYY offers. Preemio encourages its members to follow ISYY’s activities and participate in its decision-making bodies. During the strategy period, a central focus is on actively promoting the influence of the Kylterit representative group to ensure that business students’ voices are heard more strongly in ISYY’s decisions.

​

Mutually beneficial corporate partnerships, especially with main partners, are key stakeholders for the association, as they enable funding for its operations. The association acts as a bridge between partner companies and members, providing access to corporate contacts, career opportunities, and membership benefits such as discounts. The aim is to maintain and develop long-term partnerships with key partners and deepen cooperation with companies involved in Preemiopoli and with one-time sponsors so that these companies experience concrete value from the collaboration. The number of company visits, courses, and leisure events organized in cooperation with companies should be continuously increased, along with the number of main partners.

 

The goal is also to develop Preemio’s stakeholder collaboration to be more flexible and proactive, aligning with the evolving needs of working life and society. Preemio aims to strengthen its role as an active societal actor that promotes students’ career development, professional skills, and opportunities to influence, with a strong focus on long-term partnerships and the development of new collaboration formats through career events and professional pathway programs.

The number of long- and short-term partnership agreements

The number of Preemio members active in university and student union (ISYY) decision-making bodies

The number of international events

The number of event descriptions available bilingually

Preemio is committed to creating and promoting an event culture that is both sustainable and community-driven, taking into account diversity and the needs of different member segments.

​

Within this strategic line, the association focuses especially on planning and organizing events that not only serve current members but also attract new ones and build long-term relationships. The aim is to organize a diverse range of events that offer meaningful experiences without alcohol and encourage a sense of community among students from different backgrounds. This can be achieved through collaboration with local partners, which in turn creates new opportunities and connections between students.

​

Preemio should develop events that offer not only entertainment but also learning opportunities such as workshops, company visits, seminars, and physical activities. This way, members can develop their skills, network, and participate actively in the community. Existing successful event concepts, such as the Haalaribileet and Lentävä Lähtö, must be maintained and further developed, especially as the student event offering in Kuopio grows and competition increases.

​

A sustainable event culture also includes fostering a safe environment. The work of harassment contact persons should be further developed to best serve the members, ensuring that events continue to feel safe for all participants. In addition, the financial monitoring of event concepts must be careful and regular.

​

This strategic line helps Preemio stand out in the field of student organizations, creates positive visibility, and strengthens a community that is committed to sustainable values and the well-being of its members, also from the perspective of event offerings.

Event-specific attendance numbers.

 

Total number of events.

 

Number of events organized with stakeholders.

Itemized revenue from individual events