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Our people

Our people represent the essence of who we are as a company. Nokia people grow continuously and develop in an open, fearless and empowered culture. A culture that is inclusive and diverse, creates trust and respect and that-, enables our people to deliver company business priorities in a responsible way.

We have established our new vision to create an unbeatable people experience supported by five new high-impact focus areas: Growth and Innovation; Great Managers and Leaders; Safety, Well-Being and Belonging; Digitalization; and Deeper Employee Engagement.

The Nokia people strategy is built on four pillars: Growing together, Leading lights, We belong, and Experience is everything. 

Growing together 

We work together to align personal and professional growth with the need to sustain Nokia’s business growth. 

Leading lights 

Our leaders create a working environment in which people can be open, fearless, and empowered, developing themselves and their teams. 

We belong

We have a sense of belonging at Nokia and feel personally connected to our colleagues and our work. 

Experience is everything 

Our daily experiences enable each of us to be ourselves, free to focus, create and innovate. 

Our people strategy further cements our guiding principles for our ways of working which we call our essentials. They were 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 2023 Annual Employee Survey saw a high participation rate of 76% of Nokia employees – a 10% increase in participation year-on-year.
  • We launched our Leader Lab series in 2023 to support leaders and managers with tools and resources to feel equipped to lead through change, delivering 10 sessions to 1,176 participants. 
  • We have expanded our New Professionals Program targeted at new graduate hires for the first year of employment, from the North America region to all regions globally. 
  • As a founding member of the Change The Face Alliance, Nokia supported the launch of a global survey designed to examine workplace accessibility and the barriers faced by those who are neurodivergent. 

Our culture 

At Nokia, we care about our people. We aim to hire and retain the best talent and provide a work environment where each person can thrive. Our culture is guided by our essentials. It is through our people and culture that we create technology that helps the world act together. 

Our culture is key to why our customers and partners choose to work with us. Integrity and trust are fundamental ingredients of how we work and what we provide as trusted partners. We work relentlessly to earn and sustain the long-term relationships we have with our customers and partners.   

Progress and uptake of our essentials 

During 2023, we continued to run a monthly pulsing across Nokia business groups and functions. The core questions focused on the Nokia essentials, asking whether employees felt they could speak openly, challenge the status quo, and feel empowered to overcome any challenge. The aim was to determine how well open, fearless and empowered behaviors were present in Nokia. 

At the end of 2023, 81% of respondents agreed they could speak openly, 77% of respondents perceive that they can challenge the status quo, and 70% felt empowered to overcome challenges.  

Our essentials

I am open in mindset to opportunity, to the future and evolving market needs, to new approaches, and collaboration.

l am fearless and bring my authentic self to work, sharing my ideas and opinions and knowing that mistakes are OK as long as we can learn from them.

l am empowered and supported to make decisions and own my work because I am trusted and I trust my colleagues, who have my back in success or failure.

People development

It remains critical to identify, develop and retain skilled employees in our business. We therefore continually develop our culture and refresh our talent management, performance support and career development activities.  


Our people development focus includes three main pillars

people around a table in office

Talent and performance management, which covers regular dialog, guided discussion, recognition and feedback as well as career aspirations, among other activities.

Talent and performance management 

Nokia people managers are encouraged to hold quarterly discussions with their employees, which we call “1 in 90 Dialogs” and which focus on five key areas: goals, feedback, well-being, development and coaching. In 2023, employees and people managers were encouraged to focus on feedback (giving and receiving), well-being topics (work/life balance, mental health, available support) and resources available to report ethics and compliance concerns fostering a speak-up culture. 

Annual development reviews are available to all employees. We encourage managers to recognize performance, celebrate achievement and discuss career aspirations, as well as plan for the employee’s development in the coming year. 

people chatting in office lobby

Future talent growth, which includes business group talent initiatives (covering specific skills development and special assignments), executive succession and CEO advisory.

Future talent growth 

We provide growth opportunities that allow targeted development at the company level and business group level focusing on critical skills, stretch assignments and exposure. Business groups and functions have unit/function-specific initiatives in place to address their strategic talent needs. On a global level, future talent growth contains two main elements: executive succession planning and contributing to the CEO Advisory Board. 

In 2023 our Technical Career Path program introduced extensive mentor and coach directories for our talents to leverage in their career planning and progression. We also launched two new, future-critical roles (Security Specialist and IPR Portfolio Manager (Patent Attorney), and elevated AI-driven, personalized employee growth features and capabilities.

people in office

Competence development, which includes leadership development and assessment, and business critical and technical competence development and related learning offerings.

Competence development

Our competence development activities focus on leadership, business-critical and technical skills for current and future needs. We offer learning solutions to our customers, partners and employees. In 2024 we recorded a total of 4 million learning hours for our employees consisting of 2.1 million training hours and 1.9 million sharing hours. The average number of all training hours was 45 hours per employee, an increase of 12% compared to 2023. 

Our customers and employees require new and diverse skills and competencies to thrive in today’s environment. To address these needs, we offer a full spectrum of technical training both internally and externally via multiple delivery methods including web-based, instructor-led, virtual instructor-led and blended learning. Our industry-recognized certification programs, including the Nokia Bell Labs 5G Certification, are targeted at building technical expertise and improving professional standing.

As part of our ESG enablement we have launched an ESG Community of Interest that provides regular training sessions, best practice sharing and awareness building to key regional and business group representatives.

Fair workplace and our policies

We uphold high standards of ethics and human rights in our own activities and aim to treat all our employees and other stakeholders in accordance with internationally recognized ethical and responsible business practices and relevant legislation.

We follow and, where possible, strive to exceed the standards set out by local labor laws and regulations. We publish our employment policies and guidelines on our intranet. 

Our Code of Conduct, Global People Framework, Human Rights Policy and local employment laws, policies and practices are the basis for our labor conditions. We are committed to the principles laid out in the United Nations Universal Declaration of Human Rights, the United Nations Global Compact and the International Labor Organization's Declaration of Fundamental Principles and Rights at Work. We follow and, where possible, strive to exceed the standards set out by local labor laws and regulations.  

Our policies, Standard Operating Procedures (SOPs), and Code of Conduct apply to our employees and suppliers. Our policies cover zero tolerance for child and forced labor, freedom of association and collective bargaining, non-discrimination, humane treatment, working time, disciplinary practices, compensation and occupational health and safety.

Third-party code of conduct

Nokia has a dedicated commercial third-party code of conduct to address the unique needs of the relationship with commercial third parties. It is available in eight languages (Arabic, Chinese, English, French, German, Japanese, Korean and Spanish).

Code of ethics

Nokia also has a separate Code of Ethics highlighting additional responsibilities and is applicable to the President and CEO, Chief Financial Officer, Deputy Chief Financial Officer, and Corporate Controller.

Ready for the future of work

In June 2021 Nokia announced increased choice and flexibility for employees following COVID-19. Around 26,000 employees responded to a company-wide survey about their remote working experience during, the COVID-19 pandemic, and their opinions were also sought on their preferences for working after the pandemic. As a result, new guidelines came into effect from 1 January 2022, that provide flexibility for employees to work up to three days a week remotely, as well as increased support for flexible working hours and fully virtual working. 

Ready for the future of work

Read more details on our flexible working practices: Nokia increases choice and flexibility for employees following COVID-19.

Our Child Leave policy

This policy provides any Nokia employee who becomes a parent, regardless of gender, with at least 90 calendar days of paid leave and the right to return to work up to one year following the date of birth or adoption. 

Our Global Life Insurance policy

This policy ensures that the loved ones of any Nokia employee who dies - even if they are on a leave of absence at the time - will receive financial support of not less than one year’s capped gross base salary. 

Development, retention and support 

We identify, develop, and retain skilled employees in our business. We therefore continually develop our culture, and refresh our talent management activities, performance support, and career development. Our performance and talent management approach creates a strategic and integrated framework which covers company goals, individual performance, talent management, career development, reward, and recognition. 
Learn more about career opportunities and life at Nokia 

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. 

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 workday. Read more details in our annual sustainability report, People & Planet, page 51.

Inclusion and diversity

Inclusion and diversity (I&D) are a source of value creation and sit at the core of the way we do business. Diversity encompasses the full range of differences and similarities represented by Nokia people. Inclusion unlocks the power of diversity. As a company we take both a structural and a behavioral approach to I&D.  

Our I&D strategy 

All Nokia business groups and functions have their own I&D agendas, ensuring Nokia is advancing I&D. We have set our ambitions for the next three years focusing on three specific areas: 

  • Diversifying Nokia’s talent pool. We re-established our female hiring target in March 2023, aspiring to a minimum of 27% female hires in global external recruits by the end of 2023. We achieved 28% of women in external hiring including the conversion of female trainees into permanent employees.  
  • Creating a culture of high inclusion. We achieve this by logging year-on-year improvements in employee inclusion experiences in business groups and functions, based on the annual employee survey results. 
  • Being the preferred choice for customers and investors by role modeling best I&D practices. The aim here is to score above the industry average in external benchmarks that are visible and accessible for our customers and investors, and to continuously improve on their feedback.  

In line with our essentials and in the spirit of openness, we publish and update the Nokia I&D Dashboard on a quarterly basis, which provides transparent insights into key demographics such as age groups, years of service, job grade, work location and gender. 

25% target

Increase the share of women employees to 25% by 2030

Inclusive workplace design 

At Nokia, we create workplaces that are a pleasure to work in and speak to who we are and what we value. There is an enhanced emphasis on the importance of creating an inclusive work environment. The starting point has been on creating a workplace that brings together people with diverse backgrounds where everyone feels safe and valued. 

To get everyone aligned, Nokia people organization launched an inclusive workplace scorecard that focuses on accessibility and the well-being of all employees. The scorecard sets out our ambitious standards for our physical places from general access areas to restrooms or cafes and canteens.  

We want to show that we value people’s working preferences by:  

  • Giving our employees options to select where they work 
  • Designing spaces that allow people to move freely 
  • Enabling access to natural colors, elements, views and daylight 
  • Providing access to quiet spaces and places 
  • Providing options and enabling some control over lighting and acoustics 
  • Providing adjustable, ergonomic furniture 
Team in discussion

We want to show that we value people's working preferences.

Gender and age diversity 

In 2023, women accounted for 23% of our workforce and 17% of our leadership positions were held by women. On our Board of Directors, 50% of the members were women.  

The diversity of our Board is considered from a variety of angles, including but not limited to skills and experience, tenure, age, nationality, ethnicity, cultural and educational backgrounds, gender identity, sexual orientation, and other individual qualities. We aim to have at least 40% of Director positions held by members of the underrepresented genders on each Nokia Board composition. 

Since 2021 Nokia has been collaborating with UN Women. Through our collaboration, we’ve harnessed the power of technology to improve lives and increase gender equality. Now, we’re renewing our partnership and scaling up our ambitions so we can act together in more countries across five different regions to benefit more people. More than 100 Nokia volunteers have already taken part in community projects, in the Middle East and Africa, giving their time to mentor, coach and teach women and girls. 

The partnership’s focus is on leveraging digital solutions and private sector networks to (a) strengthen the capacities of vulnerable women to enhance their employability, entrepreneurship and agency in the online sphere; and (b) foster women’s participation and leadership in the tech sector. While Phase one of the partnership was focused on pilots in the Middle East and Africa, Phase two of this global partnership (2024), spans eight countries: Jordan, Tunisia, Saudi Arabia, Türkiye, Argentina, South Africa, India and the Philippines. One of its core focus areas is the work under the Action for employment and entrepreneurship stream, which has been tailored to country contexts and development priorities. For example, in Saudi Arabia, UN Women supports Nokia’s internship program to recruit women tech graduates. Under the Action for Leadership stream, UN Women provides technical assistance to Nokia’s talent initiatives with some of our customers to foster women’s leadership in those companies and develop business solutions to advance the Sustainable Development Goals (SDGs) including SDG 5 focusing on gender equality.


Nokia has worked with UN Women over the past two years to empower women and girls across the world

Broad-Based Black Economic Empowerment (BBBEE) 

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 promote Black Economic Empowerment (BEE) programs and ensure alignment with our group diversity programs. Through our BEE plan we always commit to achieving specific BEE deliverables and actual target percentages for each deliverable. 

Being the preferred choice for customers and investors by role modelling best I&D practices 

We want to score above the industry average in external benchmarks such as Bloomberg Gender Equality Index and Workplace Pride measuring LGBT+ inclusion the results of which we make visible for our customers and investors, these benchmarks provide us feedback for our continuous improvement. 

External recognitions & benchmarks 

We want to exemplify the best inclusion and diversity practices and consistently benchmark ourselves against other players in the tech industry. Our target is to consistently improve our position in global benchmarks such as Bloomberg Gender Equality Index and Workplace Pride which measure LGBT+ inclusion.

Workplace Pride 2023 Ambassador logo

In 2023, for the fourth consecutive year we were awarded Ambassador status by the Workplace Pride Global Benchmark alongside nine other companies and institutions.

Nordic Business Diversity Index 2024 badge

For the fourth time Nokia assessed for its GLT and Board of Directors diversity across gender, age, nationality and educational background. Nokia ranked second in the Helsinki Large Cap category.

Bloomberg Gender-Equality Index 2023 badge

For the sixth time, Nokia is ranked on Bloomberg's GEI. With 83.3% our score is considerably higher than the tech industry's average score of 72.36%.

Finnish Foundation for Share promotion logo

Awarded Nokia in the "Promotion of Diversity" category per concrete I&D strategy, target setting and commitment by top leadership.

Nokia diversity data

Read more about Inclusion & Diversity at Nokia

Strengthening our health and safety performance 

Health and safety remains a key priority for Nokia. Group leadership representatives set the strategic direction and policies for health and safety at Nokia. They demonstrate their strong commitment to excellence in health and safety by participating in and leading various risk and opportunity reviews held throughout our global markets. 

Nokia has a broad range of programs targeting continuous improvement to address job-related health and safety risks when installing and maintaining equipment and providing services and solutions to our customers. We deliver training, conduct analyses and assessments, and implement consequence management. Our Health, Safety and Labor Conditions Policy can be found here.

Health and safety management systems

Our health and safety management system is globally certified and based on the internationally recognized ISO 45001 standard. Coverage within the scope is comprehensive across all business groups, network services and installations, and customer operations and supporting corporate functions. Our framework was audited in numerous locations and certified by a third party – Bureau Veritas. With our global health and safety management system, audits and certifications, and having demonstrated continuous improvement year-over-year, we are positioned as an effective leader in global health and safety management systems and programs worldwide. 

Key standards and programs 

Our key standards Working at Height, Rigging & Lifting, and Driving and Electrical are implemented with Non-Negotiable Requirements for effective controls to manage risk on a global scale in all markets. Incident management and reporting and investigation programs encourage all employees and contractors working on our behalf to report all incidents including near misses and high potential incidents.

Our assurance and governance programs have built-in checkpoints to measure effectiveness. We have agreed metrics and KPIs designed into all levels of our programs and business processes to assure and manage risk in critical areas such as supplier qualification and project management where high-risk activities are delivered. Country operational reviews and internal and external audits provide the visibility and accountability needed to improve performance and reduce risk. In addition, regular reporting, communication of recovery plans and action management are in place to ensure effective program management. 

We see the highest risk in the health and safety of our contractors who, for example, work at height, drive, or work with electricity. Therefore, we have set stringent KPIs related specifically to supplier health and safety Maturity Assessment and High-Risk Project Assessment qualification to ensure contractors are capable of delivering work safety on our behalf and projects have risk procedures and controls in place.

Civi engineer


A key aspect of the ‘Experience is everything’ pillar of our people strategy is health and wellbeing. At Nokia, we empower employees to manage their personal wellbeing, feel safe talking about their mental health at work, and provide access to the support they need, when they need it most. 

Nokia’s Personal Support Service provides confidential, professional support and advice on a range of emotional, practical and work-life issues, and is available to all Nokia employees and their family members.  

Our global mental health and wellbeing training series educates on a wide range of topics, from ergonomics and movement to sleep and burnout. Regional trainings are also available in local languages and across all time zones. 

At Nokia we want to break the silence around the topic of mental health and for people to feel safe and heard, because we know that when people feel safe to talk it makes a positive difference. With a supportive culture around mental health, people are truly able to be more open, to know where to go for help and much more likely to enjoy their experience at work. 

The ShareToCare Employee Resource Group supports this goal - an employee-led group with the purpose to connect people with common experiences on the topic of mental health and wellbeing – this is a forum where people can feel safe sharing personal experiences and offering emotional support, whether that’s personally based on lived experiences, as a caregiver, through a family member, or as an ally. This group facilitates open dialogue and storytelling to reduce feelings of isolation and stigma, to create belonging and community, and to encourage more people to access the right support earlier. 

Cycling People