We work to create a culture that is inclusive, diverse and empowering
Our people strategy is anchored in and linked to our company purpose. At Nokia, we create technology that helps the world act together and our people are at the heart of how we achieve that and deliver on our commitments.
The new people strategy is built on four pillars: Growing together, Leading Lights, We belong, and Experience is everything.
We work together to align personal and professional growth with the need to sustain Nokia’s business growth.
Our leaders create a working environment in which people can be open, fearless, and empowered, developing themselves and their teams.
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 Code of Conduct
Our Code of Conduct
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.
Our 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).
Our 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.
Two new benefit policies were also announced in 2022 in unison with our new people strategy. These new benefits will extend support that already exists in some countries to all our people worldwide, turning the benefits that some employees already enjoy into a global minimum standard for all our people.
A New Child Leave policy
will provide 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.
A Global Life Insurance policy
will ensure that the loved ones of any Nokia employee who dies will receive financial support of not less than one year’s capped gross base salary.
The market for skilled employees in our business is extremely competitive. To help us adapt to changing labour market dynamics, we are focused on building a human-centric, innovative, flexible organization. It is imperative that we continue to focus on motivation, inclusivity, creativity and continuous learning to build the skills we need for the future. 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.
Training hours we provided to our customers and partners in 2021.
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.
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 workday.
- Czech Republic
- Ivory Coast
- South Korea
Inclusion and diversity
At Nokia, we care about people. We are building a culture of belonging and personal connection. To truly act together we must be inclusive, offering equal opportunities so that everyone feels valued, heard, and able to contribute.
Why Inclusion & Diversity matter for Nokia
We believe that people and teams who feel included and safe demonstrate higher collective intelligence, better decision-making, problem solving, innovations and customer engagements.
A minimum of 26% female hires in global external recruits in 2022
Increase the share of women employees to 25% by 2030
How is Inclusion and Diversity managed
Inclusion & Diversity at Nokia is governed by the company's Inclusion and Diversity Steering Committee. The committee focuses on critical Inclusion and Diversity topics and ambitions that make a difference on Nokia-level.
The committee makes recommendations to the company's leadership team and ensures Nokia Inclusion and Diversity’s business relevance through connecting Inclusion and Diversity targets with company operations, strategy, and business objectives.
The committee creates wider accountability for the company's Inclusion and Diversity results and reports the progress to leaders and organization overall.
Nokia's Inclusion & Diversity Steering Committee consists of the head of Inclusion and Diversity, Head of People Direction, Head of People Value Proposition, Head of Sustainability, Chief Legal Officer, Legal & Compliance DEI Committee, business group representatives, Talent Attraction, and representatives of Nokia's major employee resource groups: ABLE, StrongHer and EQUAL.
What programs do we have
In 2021, we renewed our Inclusion and Diversity ambition, strategy, and targets to continuously improve inclusion of all our employees with a special focus on historically underrepresented groups. We introduced a mandatory training designed to help understand consequences of exclusionary behaviors.
We continue to drive improvements in gender diversity by:
Targeting 26% women in global external hiring, revising our recruitment process, and providing training to recruiters and managers on how to avoid bias. These actions increased the share of women hired in nearly every quarter compared to the previous quarter.
Monitoring pay equity. Assessment of the unexplained pay gap, as well as any mitigations required, are built into our annual salary review to ensure that any pay gaps remain closed.
Increasing our talent attraction activities to make Nokia’s brand stand out for its diversity friendly policies.
Running programs in collaboration with UN Women, our customers and internally to support women’s careers.
Who do we collaborate with or get rated by
We want to role-mode 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.
In 2022, for the third consecutive year we were awarded Ambassador status by the Workplace Pride Global Benchmark alongside nine other companies and institutions.
In 2021, for the second consecutive year we were awarded Ambassador status by the Workplace Pride Global Benchmark alongside six other companies and institutions in 2021.
Human Rights Campaign Foundation (HRC) awarded Nokia a score of 100% percent on the 2022 Corporate Equality Index and with this award HRC designated Nokia as a Best Place to Work for LGBTQ Equality. This Index is a US national benchmarking tool on corporate policies and practices supporting equality for lesbian, gay, bisexual, transgender, and queer employees.
In 2022, Bloomberg GEI we improved our ranking and evaluation compared to the tech industry average. Nokia achieved a 73.67% score compared to the tech industry average of 69.63% providing us a comparison with 418 companies.
Nokia diversity data
Health and 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 and 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. Our framework was audited in numerous locations and certified by third party Bureau Veritas.
Key standards and programs
Our key standards Working at Height, Rigging & Lifting, and Driving and Electrical are implemented with non-negotiables 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.
- 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
Rigging and lifting
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.
We gave all Nokia employees a ‘Recharge Day’ to recognize the challenges our employees have faced during the challenging times of the pandemic. This one-off additional day of annual leave serves as a thank you to our employees for their dedication and hard work, offering a chance to switch off and reset. People are encouraged to take this extra day off during the busiest quarters.