Culture Respecting people
We work to create a culture that is inclusive, diverse and empowering.
It is through our people and culture that we create technology that helps the world act together. We believe it is essential that we continuously work on creating a company culture that is inclusive and ensures our people are empowered and enabled to deliver on our company purpose and commitments.
The guiding principles for our ways of working are our essentials. They have been created in collaboration with our people and customers and they reflect what we all want to experience working with and for Nokia: being open, fearless, and empowered.
Our Code of Conduct is the basis for our labor conditions and is underpinned by our Global Human Resources Framework and local employment laws, policies and practices. We adhere to the United Nations Universal Declaration of Human Rights and the United Nations Global Compact. Wherever we operate we meet and often strive to exceed the requirements of labor laws and regulations. We publish information related to policies and guidelines on our intranet. Our Code of Conduct applies to all our employees.
The market for skilled employees in our business is extremely competitive. It is imperative that we continue to focus on motivation, inclusivity, creativity and continuous learning to meet challenges. Continuous learning is one of our set of core principles that drives who we are as a company. We again held our annual Global Days of Learning where all employees can join virtual presentations, round tables and discussions. Topics this year included our sustainability strategic approach and a look into our work with human rights. NokiaEDU is the company’s learning organization that offers learning solutions to our customers, partners and employees
Almost 86 000 participants across all sessions during the global days of learning.
In 2020, we recorded 3.5 million learning hours for our employees
Development, retention and support
We identify, develop, and retain skilled employees in our business. We therefore continually develop not just our culture, but also refresh our talent management activities, performance support, and career development. Our performance and talent management approach Nokia People Focus creates a strategic and integrated framework which covers company goals, individual performance, talent management, career development, reward, and recognition.
Freedom of association and collective bargaining
We respect the right to collective bargaining and freedom of association. Collective bargaining agreements are local, and in most countries where we have collective bargaining agreements employees who have chosen not to be members of a union are also covered. Employees can choose freely to join, not join, or leave unions and associations and select their representatives based on local and international practices. We encourage active, open communication and dialog with employees and/or their representatives.
In countries where local works councils operate, we work with them as needed. We communicate regularly with employees directly as well as in meetings such as the European Works Council (EWC) in Europe.
Employees and management prepare and participate in the annual EWC plenary. We offer free elections for employees to choose union representatives. The majority of production employees were represented by an independent trade union or covered by collective bargaining agreements.
Employee representatives are entitled to participate in trainings that are a necessity in order to take care of employee representative duties and to increase their awareness of trade union rights and obligations. Additionally, employee representatives are provided the opportunity to use company infrastructure during the work day.
- Czech Republic
- Ivory Coast
- South Korea
Nokia diversity data
Inclusion and diversity
Inclusiveness sits at the heart of Nokia’s value creation and is core to the way we do business, innovate and partner with our customers. We love and embrace the uniqueness of our people and want to make sure everyone feels safe and at home.
Why Inclusion & Diversity matter for Nokia
We work hard for increased team inclusiveness, because we know that such teams show higher collective intelligence. Inclusive teams make better decisions, crack problems easier, and are creative and innovative.
In our yearly inclusion survey, we continuously measure our people’s ability to empathize with and appreciate different point of views, grow their emotional and social intelligence, listen, share and reflect. We also expect our people to respect and appreciate diverse identities and use it as a strength.
The survey findings influence Nokia’s next steps in the areas of leadership, team and individual development, trainings, and company culture among others.
All employment decisions at Nokia are made without regard to gender, race, religion, color, nationality, ethnic origin, citizenship, age, disability, sexual orientation, gender identity, characteristics or expression, marital status, membership or non-membership in a trade union, or any other protected class. No one should be treated less favorably on the grounds of such characteristics.
Our current Inclusion & Diversity initiatives
Inclusion and diversity – what we do
Our ambition is to have a workplace where both men and women have equal opportunities to succeed in every function and at every level.
Unexplained pay gap
In 2019, we closed the unexplained pay gap based on pay equity analysis.
Consistent with our support for the United Nations Standards of Conduct for Business (a framework for businesses to prevent discrimination based on sexual orientation and gender identity).
Employee resource groups
Nokia has 14 Employee Resource Groups, biggest networks belong to StrongHer and EQUAL!.
Nokia delivers a series of company tailored training programs. One of them is Navigating Bias with Inclusion.
Bloomberg Gender Equality Index and Workplace Pride Global Benchmark.
We observe and celebrate several international days.
Listening to our employees
We run a yearly inclusion survey that allows us to hear the voice of employees.
Read more below
We believe that a diverse workforce is our platform for greater innovation, superior organizational performance, and delivering excellent service to our customers. Our ambition is to have a workplace where both men and women have equal opportunities to succeed in every function and at every level. We have several initiatives and two strong networks focusing on gender equality related topics: Greenhouse and StrongHer.
While Greenhouse initiated by Nokia is a network of female leaders that spans across many companies, StrongHer is an employee network aiming at a company where women have the same opportunities as men and are well represented in all business domains and functions.
Unexplained pay gap
In 2019, we closed the unexplained pay gap based on pay equity analysis we conducted with Mercer. This analysis found a small but statistically significant unexplained pay gap in the company – a gap that could not be explained by factors that drive pay at Nokia, such as performance, experience, job grade, or location Read blog post here
Consistent with our support for the United Nations Standards of Conduct for Business (a framework for businesses to prevent discrimination based on sexual orientation and gender identity), we launched a new program to our existing OUT Leaders program: we launched an LGBT+ talent development program in November 2020. With participation from employees from five of our seven markets, as well as senior leaders who will be engaging with these emerging talents, we aim to provide further visibility and career development opportunities to the next generation of OUT Leaders.
EQUAL! is our LGBT+ Employee Resource Group which provides education and support for our employees who are lesbian, gay, bisexual, transgender and other related groups (LGBT+) or who have family, friends, or colleagues who are LGBT+. We were proud to receive recognitions for our activities around inclusion and diversity, and more specifically in 2020 with the award of the Workplace Pride ‘Ambassador’ status for our second participation to the Global Benchmark for LGBTI inclusive workplaces as well as scored 100% on the 2021 Corporate Equality Index as the Best Place to Work for LGBT+ in the US.
Employee resource groups
Nokia has 14 employee resource groups of which the biggest networks belong to StrongHer and EQUAL.
StrongHer is an inclusive employee network aiming for a company culture where women have the same opportunities as men and are well represented in all business domains and functions. To achieve real change in the nomination dynamics, and visible increase in gender statistics, StrongHer has defined a common Theme - Engaging managers for an inclusive workplace.
StrongHer builds and deploys emblematic worldwide programs through its global network of 40+ chapters across five continents. Its focus is currently on the deployment of the StrongHer Charter for Managers to enable Nokia line managers to explicitly walk the talk on gender balance, to publicly commit to take gender inclusive actions, and to become certified champions of the StrongHer values.
Each year, StrongHer organizes more than 100 local events around the globe together with other companies and networks. Given the 2020 workplace conditions, StrongHer has extended and scaled up the virtual events allowing safe and global reach to participants.
EQUAL! is our LGBT+ Employee Resource Group which provides education and support for our employees who are lesbian, gay, bisexual, transgender and other related groups (LGBT+) or who have family, friends, or colleagues who are LGBT+.
The OUT Leaders program provides the space for LGBT+ leaders to be safely out, empower employees to feel they can be fully themselves at work and showcase role models for LGBT+ employees to highlight their career potential in Nokia. The OUT Leaders program was first launched in 2019, and we added a new module for LGBT+ talent development in October 2020.
With our efforts on inclusion we are proud to receive recognitions ;
In 2020 received the award of the Workplace Pride ‘Ambassador’ status for our second participation to the Global Benchmark for LGBTI inclusive workplaces.
In 2021 scored 100% on the 2021 Corporate Equality Index as Best Place to Work for LGBT+ in the U.S.
Black Economic Empowerment
In South Africa we are committed to good governance practices, transparency, and compliance with all Broad-Based Black Economic Empowerment (BBBEE) codes of good practice.
We have an obligation to promote Black Economic Empowerment Programs, and also to ensure alignment to our group diversity programs. Hence through our BEE plan, we always commit to achieving specific BEE deliverables and actual target percentages for each deliverable.
Forge Academy and 4IR
Starting in November 2020, powered by Nokia, the Forge Academy in South-Africa has launched a fully inclusive artificial intelligence laboratory, which will prepare students from all walks of life with theoretical, laboratory and on-the-job training for their participation and to become entrepreneurs in the Fourth Industrial Revolution and the global digital economy.
This 3-year journey is broken into three phases:
- As a first step Nokia is supporting Forge Academy to become the blue ribbon 4IR Academy in South Africa and Africa. By releasing Nokia industry standard training on technology to complement current courses all programs are being SAQA and MICT accredited. Furthermore, we have also partnered with Edu Excellence the Finnish advisory on best teaching practices and content development in the South African context.
- The next step will be to completely enable the Academy with a E2E Future X Network to support hands on testing and application development.
- The last step will be focusing on incubation and start-up support
Nokia delivers series of company tailored training programs
One of them is Navigating Bias with Inclusion that has been ignited by Inclusion Survey 2019 to address unconscious and conscious bias which can affect managers' actions especially when they make people related decisions, mitigation and avoidance of stereotyping, biased mindsets, inclusive leadership as well as consequences of exclusion.
With training, the internal trainer pool of 84 HR Ombuds people and various business units, 85% (~6k) of our company leaders completed Navigating Bias with Inclusion workshops.
To strengthen the developmental efforts, we piloted a new, virtual, group-level women leadership development program – Accelerate Women Leaders – with strong focus on manager education and sponsorship. On top of this, each business group and region have launched their own women development programs, many of them in close collaboration with StrongHer, our inclusive employee network for gender balance.
EQUAL! launched the first OUT Leader development program with 14 participants across locations and varying business roles. The program consists of three engagement elements: OUT Forum virtual events bring senior guest speakers onto the virtual stage, mentorship by our company leaders, and group projects aiming at advancing inclusion and diversity in the workplace.
In 2019, we launched the mandatory eLearning, Moving Beyond Bias, for all employees to foster a common understanding about what inclusion and diversity means in Nokia and to counteract bias, and help shift from a fixed mindset . We will continue with bias training for all employees in 2021.
- Best places to work for LGBT+
- Nordic Diversity Index
Health & Safety
Employees and contractors face inherent risks when installing and maintaining equipment and constructing base stations on behalf of our customers. We focus on ensuring that all our employees and contractors are aware of the risks related to their jobs and receive the necessary training and equipment to work safely, whether in the office or on site. We address job-related health and safety risks through training, analysis, assessments and consequence management.
Our approach to Health & Safety
Our strategic direction and policy for Health and Safety is set by representatives of the Group Leadership. Our senior leaders actively participate in risk and opportunity reviews globally. We expect our own employees, our suppliers, contractors, and other business partners to meet the same standards and place equally high priority on health, safety, and labor conditions in their operations.
Our H&S management system is globally certified and based on the internationally recognized ISO 45001 standard. Coverage within the scope is comprehensive across the business and includes networks business groups, network services and installation, customer operations and supporting corporate functions which successfully transitioned from OHSAS 18001 to ISO 45001 in 2020.
By the end of 2020, 97 percent of suppliers delivering high-risk activity had been assessed using our H&S Maturity Assessment Process and 99 percent of the assessed suppliers met H&S compliant supplier status.
Life Saving Rules
Health and safety is part of our annual Ethical Business Training. Our Life Saving Rules are easy to understand in any language, in any culture. They are non-negotiable and not open to interpretation. They are fair and consistent, and everyone understands the benefits and the consequences. These are the six ground rules of safety and everyone – our employees and external contractors and suppliers are expected to follow them at all times, without exceptions.
Only with discipline in following these safety rules can we prevent accidents from happening. The rules relate to our top risk areas: driving, working at height, and electrical activities.
- Always wear a seat belt in any vehicle
- Do not drive distracted or tired
- Always drive at a safe speed for road, traffic and weather conditions
Work at Height
- Always attach yourself and your equipment when working at height
- Always make sure that no-one enters the space below when you are working at height
- Do not work live. Do not work on any electrical system unless you are trained
Our wellbeing focus adjusted in 2020 to fit to the new circumstances where a temporary work from home policy was applied to the majority of employees globally. As everyone’s circumstances were very different, our wellbeing programs supported employees to cope with the situation both mentally and physically.
Good Day at Work
Supporting line managers and teams as they adapted to working remotely. A combination of e-learnings and virtual workshops enabled teams to have conversations about wellbeing and work-life balance in a structured, actionable way.
Wellbeing at work. Find your balance
Helping employees discover what good looks like for them in relation to their working environment, mental wellbeing and team engagement, and guiding them to the relevant support.
Personal Support Service
Our Employee Assistance Program (EAP) continues to provide employees and their family members with confidential, professional support and guidance on a range of emotional, practical and work-life issues, including the opportunity to attend virtual learning events on a broad range of health and wellbeing related topics.