Human resources

The following excerpt is from Nokia Supplier Requirements, defining our expectations for Human Resources.

Workforce planning and recruiting

Supplier shall have a system to ensure the availability of workforce for current and future business needs, in a sustainable and ethical manner, at both organizational and unit level.

Resource planning

Resources need to be available to meet both current and future business needs according to company strategy. Resource planning shall be conducted at both organizational / global and unit / local levels. In particular, underage workers or false apprenticeship schemes must not be used.

Recruiting and exit procedures

Supplier shall ensure that competent and eligible individuals are recruited and appointed to open positions, according to competence, with equal opportunity and on a voluntary basis. Supplier shall check the eligibility of candidates and that they exceed the minimum legal age of employment.

Upon employment, individuals shall be provided with a work contract /agreement /offer letter, basic induction training and not be required to give financial deposits or original identity documents. Forced labor must not be used. Employees shall be free to leave the company after giving reasonable notice. Supplier shall ensure that exit procedures are compliant with local legislation, international labor standards and applicable collective agreements.

Non-disclosure and confidentiality agreements

Supplier shall ensure that employees working with Nokia products or projects or having access to Nokia specific knowledge, information or data, or to Nokia facilities, have signed a Non-Disclosure Agreement (NDA). Supplier shall ensure that the employees fully understand its practical implications.

Occupational health and safety protection

Supplier shall ensure that physical and mental working conditions allow employees to perform their tasks safely and efficiently. Supplier shall have procedures for identifying, minimizing and preventing hazards. They shall be implemented as, for example, safety instructions, work procedures, preventive maintenance, employee training, identification of potential hazards and appropriate safety devices, personal protective equipment and clothing, hearing protectors, chemical control or machine safeguarding.

Supplier shall nominate and train persons responsible for the occupational health of employees. Supplier shall have specific procedures in place for employees under the age of 18 (young workers).

Supplier shall assume responsibility for the occupational health of employees working off-site (e.g., at customer premises).

Occupational health and safety response

Supplier shall have occupational health and safety procedures to prepare for and respond to emergency situations involving occupational health and safety risks. Supplier shall record and investigate emergency situations. Management shall encourage employees to report accidents and take action upon these records and reports.

Employee amenities

Supplier shall ensure that employees are provided with access to potable water and clean toilet facilities. Canteen facilities and food preparation areas shall be clean and safe, and food shall be provided at reasonable cost. Employee dormitories shall be clean, safe (equipped with, e.g., fire extinguishers and exits), adequately ventilated and/or heated, shall provide reasonable personal space and shall be provided at reasonable cost.

Competence analysis

Supplier should periodically conduct competence analyses to identify the knowledge and skills/competences required to perform the organization’s business activities according to short- and long-term strategic goals.

Competence development

Supplier shall ensure that employees, at all levels and with equal opportunity, have the education, training and competence they need for their positions and tasks. Supplier shall develop training plans based on competence analyses and implement them to enhance and develop workforce capabilities. Supplier shall maintain a training register, detailing the training employees have received.

Nokia specific training and certification

Supplier shall ensure, on request, that personnel allocated to Nokia work have the necessary training on Nokia policies, products, processes and guidelines and, if needed, have necessary licenses and certificates. Supplier shall ensure such licenses and certificates are valid in terms of time and scope. Supplier, providing services at Nokia facilities, including (Nokia's) customer sites, shall ensure that its personnel act in accordance with Nokia values and Code of Conduct.

Learn more about the Nokia Code of Conduct.

Working time and time off

Supplier shall ensure that employees can perform assigned tasks efficiently without exceeding the maximum working hours as defined by local labor laws or applicable collective agreements. Supplier shall ensure that employees have at least one day off per seven-day week, and that overtime work is voluntary. Holidays (e.g., public holidays) and leaves of absence (e.g., medical or parental) shall comply with local labor laws or applicable collective agreements.

Compensation and benefits

Supplier shall provide all employees (permanent, temporary, apprentices and contract workers) with fair compensation (wages /salaries) meeting or exceeding local legal and industry minimum standards, for regular as well as overtime work. Supplier shall also provide employees with benefits to reward contributions, skills and behavior considered vital to success. Compensation and benefits shall be aligned with relevant company policies.

Fair treatment

Supplier shall ensure that employees at its facilities are treated with respect and dignity, equal opportunity and are safe from abuse, harassment or bullying of any kind (e.g., physical, verbal, mental, sexual, racial, cultural, age or disability related). Supplier shall ensure company rules / guidelines are communicated to employees. Supplier shall ensure that disciplinary procedures prohibit physical punishment and do not support financial deductions, or the threat thereof.

Performance management

Supplier should have a system to manage employee performance. Supplier should ensure individual objectives are derived from company strategy and policies. Supplier should ensure performance is evaluated fairly and objectively, against defined criteria and on a periodic basis, to identify ways to improve performance.

Communication and coordination

Supplier shall ensure that information relevant to employees (about, e.g., business activities, changes and results) is communicated across the organization. Supplier shall ensure employees can share such information fast enough to be able to align their activities efficiently. Supplier shall respect the right of all employees to form and join trade unions of their choice and to bargain collectively, and in cases this is restricted by law, facilitate parallel means to ensure that individuals or groups are able to raise concerns to the attention of the management.

Employee satisfaction

Supplier should have the means to evaluate and improve employee satisfaction. A company of substantial size (i.e. headcount exceeding 100) should have an employee satisfaction program based on employee opinion surveys and should take action based on the results of the program.

Feedback and complaint channels

Supplier shall have a system through which employees can give feedback or complain about unethical conduct, unfair treatment or practices, violation of company values, policies and procedures, or improvement ideas and suggestions. Management shall, when appropriate, act upon this feedback and handle it confidentially and anonymously. Management shall ensure that there are no adverse consequences as a result of giving feedback

Hr policy

In any technology-focused company, having the right human capital is a necessity. Not only did Nokia need clever people with experience and creativity, but the company also looked for people who fit within Nokia’s culture. Because the knowledge and capabilities they needed were not available at home, in a country of only 5 million people, Nokia had to attract and develop skills from abroad.

Nokia’s human resource policies and processes played a vital role in attracting the best and the brightest. The company’s human resource management included a rigorous and extensive interview process and team-based compensation methods. The company’s culture, including the organization’s structure, learning environment, team focus and job flexibility also contributed to Nokia’s human resource acquisition and retention.

The result, according to Dan Steinbock, whose book chronicles the Nokia revolution, was that Nokia acquired ‘the most technologically savvy individuals in all of Scandinavia’. Put simply, Nokia was a great place to work. Nokia’s human resources policies and culture worked with its structure and organizational processes to keep new ideas alive.

Nokia also prided itself on being a learning organization. Employees were encouraged to be inventive and to share ideas. ‘If you have a good idea at Nokia, it will be hard to find someone who will stop you’, said Marcus Kajanto, corporate manager of strategy development. Such an environment was attractive to just the types of people Nokia wanted – inventive, motivated, team players.

work culture

Culture

* Nokia is India’s most trusted brand… and our people have pledged to keep it that way.* Nokia is humble, not arrogant.* Nokia is a learning firm.* Nokia is a proud firm, but understated.* Nokia is not about hierarchy.* Nokia is about multisource feedback.* Success and failure is collective at Nokia.* Speaking your mind is appreciated.* Collaborate! You will get credit for that

History

• The first Nokia century began with Fredrik Idestam's paper mill on the banks of the Nokianvirta river. Between 1865 and 1967, the company would become a major industrial force; but it took a merger with a cable company and a rubber firm to set the new Nokia Corporation on the path to electronics...

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• 1865: The birth of NokiaFredrik Idestam establishes a paper mill at the Tammerkoski Rapids in south-western Finland, where the Nokia story begins.

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•• 1898: Finnish Rubber Works founded

Eduard Polón founds Finnish Rubber Works, which will later become Nokia's rubber business.

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•• 1912: Finnish Cable Works founded

Arvid Wickström starts Finnish Cable Works, the foundation of Nokia's cable and electronics businesses.

••• • 1937: Verner Weckman, industry heavyweight

Former Olympic wrestler Verner Weckman becomes President of Finnish Cable Works.

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• • 1960: First electronics department

Cable Works establishes its first electronics department, selling and operating computers.

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•• 1962: First in-house electrical device

The Cable Works electronics department produces its first in-house electrical device - a pulse analyzer for nuclear power plants.

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• • 1967: The merger

Nokia Ab, Finnish Rubber Works and Finnish Cable works formally merge to create Nokia Corporation.

The newly formed Nokia Corporation was ideally positioned for a pioneering role in the early evolution of mobile communications. As European telecommunications markets were deregulated and mobile networks became global, Nokia led the way with some iconic products...

1979: Mobira Oy, early phone makerRadio telephone company Mobira Oy begins life as a joint venture between Nokia and leading Finnish television maker Salora.

1981: The mobile era beginsNordic Mobile Telephone (NMT), the first international mobile phone network, is built.

1982: Nokia makes its first digital telephone switchThe Nokia DX200, the company’s first digital telephone switch, goes into operation.

1984: Mobira Talkman launchedNokia launches the Mobira Talkman portable phone.

1987: Mobira Cityman – birth of a classicNokia launches the Mobira Cityman, the first handheld NMT phone.

1991: GSM – a new mobile standard opens upNokia equipment is used to make the world’s first GSM call.

In 1992, Nokia decided to focus on its telecommunications business. This was probably the most important strategic decision in its history.

As adoption of the GSM standard grew, new CEO Jorma Ollila put Nokia at the head of the mobile telephone industry’s global boom – and made it the world leader before the end of the decade...

1992: Jorma Ollila becomes President and CEOJorma Ollila becomes President and CEO of Nokia, focusing the company on telecommunications.

1992: Nokia’s first GSM handsetNokia launches its first GSM handset, the Nokia 1011.

1994: Nokia Tune is launchedNokia launches the 2100, the first phone to feature the Nokia Tune.

1994: World’s first satellite callThe world’s first satellite call is made, using a Nokia GSM handset.

1997: Snake – a classic mobile gameThe Nokia 6110 is the first phone to feature Nokia’s Snake game.

1998: Nokia leads the worldNokia becomes the world leader in mobile phones.

1999: The Internet goes mobileNokia launches the world's first WAP handset, the Nokia 7110.

Nokia’s story continues with 3G, mobile multiplayer gaming, multimedia devices and a look to the future...

2002: First 3G phoneNokia launches its first 3G phone, the Nokia 6650.

2003: Nokia launches the N-GageMobile gaming goes multiplayer with the N-Gage.

2005: The Nokia Nseries is bornNokia introduces the next generation of multimedia devices, the Nokia Nseries.

2005: The billionth Nokia phone is soldNokia sells its billionth phone – a Nokia 1100 – in Nigeria. Global mobile phone subscriptions pass 2 billion.

2006: A new President and CEO – Nokia todayOlli-Pekka Kallasvuo becomes Nokia’s President and CEO; Jorma Ollila becomes Chairman of Nokia’s board. Nokia and Siemens announce plans for Nokia Siemens Networks.

2007Nokia recognized as 5th most valued brand in the world. Nokia Siemens Networks commences operations. Nokia launches Ovi, its new internet services brand.

2008Nokia's three mobile device business groups and the supporting horizontal groups are replaced by an integrated business segment, Devices & Services.

stepsin hiring

* Search for jobs through the link on the Careers page.* Submit your application online as per the instructions at the site.* From your application, we will review your skills and qualifications. If a strong match is found between your qualifications and the requirements, someone from Nokia will contact you. In the event that you are not contacted within a 2-4 week period, it is likely that we are pursuing other candidates.* Identifying and hiring the best talent is a key objective for Nokia. Your resume will be maintained in our resume database, should your skills and qualifications present a strong match to future positions.* The selection process will consist of multiple rounds of phone interviews and onsite interviews with hiring managers, peers and the human resources team.* OPQ (Occupational Personality Questionnaire) assessment, background verification and reference checks also form part of the process in taking a final decision on the candidature.* A member of our resourcing team at Human Resources will be in touch with you through the above process to keep you updated on the status, both at interim and final stages

performance apprecial

# Nokia provides employees with market competitive rewards through a flexible global structure.It addresses diverse and changing business and employment environments, as well as specific individual preferences.Compensation package consists of:Basic pay, equity bonuses and incentivesHealth and welfare benefitsVacation and time off

# Nokia rewards employees for good performance, competence development, and for overall company success.Higher performance and contribution lead to higher rewards.# Nokia rewards employees based on both their individual performance and company performance.Nokia’s incentive plans are linked to overall IIP process and personal

objectives (Short Term Incentive Plan (STIP), Production Incentive Plan, Sales Incentive Plan,R&D Program Incentive Plan and the Short Term Bonus Plan.# Benefits like:Insurance (healthcare and life)Transportation (free buses)gifts on special occasions (e.g. birthday, marriage)Relocation support (need based)Work related mobile phoneEducation assistanceCrèche support

career planningAt Nokia, people are expected to take responsibility for their development. We have a structured performance management system that is closely aligned to the company’s strategy and planning processes. It involves biannual formalised discussions between employees and their managers. This way, employees understand what is expected from them, how their individual achievements support the Nokia overall strategy, and how they are rewarded.

We encourage people to take the initiative of preparing their own personal development plan prior to the periodical dialogue with their manager. Nokia provides opportunities for career progression and professional development through global mobility and continuous renewal. Gaining broad experience through horizontal career steps is encouraged as a way to proceed in your career.

Nokia has one global performance management process which is called Investing in People. Internal Job Market is the name for the interface, which enables internal mobility of Nokia employees. Any requirement or vacancy is posted first to the internal employees and then to external candidates.

Learning Market Place is an application on our intranet that enables one to access various e-learning topics and also enroll several training and workshops.

International exposure is given as and when it is required for the professional development Education Assistance Plan supports employees in short term and long term courses to help them grow in their work and role.

March 2011

Nokia’s mission is simple, Connecting People.Our strategic intent is to build great mobile products.Our job is to enable billions of people everywhere to get more of life’s opportunities through mobile.

News - new strategy, new leadership, new operational structure

Nokia has recently outlined its new strategic direction, including changes in leadership and operational structure to accelerate the company’s speed of execution in a dynamic competitive environment.

Major elements of the new strategy include:

Plans for a broad strategic partnership with Microsoft to jointly build a new winning mobile ecosystem.

A renewed approach to capture volume and value growth to connect ”the next billion” to the Internet in developing growth markets

Focused investments in next-generation disruptive technologies A new leadership team and organizational structure with a clear focus on speed,

results and accountability

“Nokia is at a critical juncture, where significant change is necessary and inevitable in our journey forward,” said Stephen Elop, Nokia President and CEO. “Today, we are accelerating that change through a new path, aimed at regaining our smartphone leadership, reinforcing our mobile device platform and realizing our investments in the future.”

The strategy

Nokia’s strategy is about investing in and ensuring Nokia’s future. “I have incredible optimism because I can see fresh opportunity for us to innovate, to differentiate, to build great mobile products, like never before, and at a speed that will surpass what we have accomplished in the past,” Elop said. “We are going forward. We are not going

backwards. We have a strategy. We have a path. We have a future. And we can deliver great mobile products. And despite all of these changes, we remain true to our mission, that of Connecting People.”

Regaining our leadership in the smartphone space

Nokia plans to form a broad strategic partnership with Microsoft to jointly build a global ecosystem that creates opportunities beyond anything that currently exists. It brings together highly complementary assets and competences. The Nokia-Microsoft ecosystem targets to deliver differentiated and innovative products with unrivalled scale in product breadth, geographical reach, and brand identity.

Nokia would adopt Windows Phone as its primary smartphone platform, helping drive and define the future of the platform by leveraging its expertise on hardware optimization, software customization, and language support. Nokia and Microsoft would also combine services assets to drive innovation. Nokia Maps, for example, would be at the heart of key Microsoft assets such as Bing and AdCenter, and Nokia’s application and content store would be integrated into Microsoft Marketplace. Under the proposed partnership, Microsoft would provide developer tools, making it easier for application developers to leverage Nokia’s global scale.

While Nokia transitions to the Windows Phone platform, Symbian will continue to offer considerable value to Nokia, to our customers, developers and consumers. 200 million people use Symbian globally, and Nokia will modernize the platform through investments in completely new devices with new features, hardware improvements such as GHz+ processing capabilities and significantly increased graphics speed, as well as software improvements.

Maintaining our volume and value leadership in the mobile phones space

In feature phones, Nokia’s strategy is to leverage its innovation and strength in growth markets to connect the next billion people to their first Internet and application experience. By providing compelling and affordable, localized mobile experiences, particularly to the emerging markets, our ambition is to bring the next billion online. We will continue the renewal of our Series 40 platform in QWERTY, touch&type, dual SIM, Nokia services, including Maps, Browser, Life Tools, Web apps and Money. We are also investing in the future; developing assets (platform, software, apps), which will bring a modern mobile experience to the mobile phone consumers and enable business opportunities for developers. These investments will be especially focused on growth economies.

Sustaining our future as the world’s leading mobile manufacturer

To make sure we get ahead of the game on industry innovation evolution, our MeeGo efforts will transition into an ongoing long-term market exploration of the next generation of devices, platforms and user experiences.

New leadership team, operational structure and governance to drive the change in strategy

This new strategy is supported by significant changes in Nokia’s leadership, operational structure and approach. The renewed governance will expedite decision-making and improve time-to-market of products and innovations, placing a heavy focus on results, speed and accountability. The new strategy and operational structure are expected to have significant impact to Nokia operations and personnel.

Structure April, 2011

Smart Devices: our business unit which focuses on smartphones, and additionally on exploring next-generation opportunities in devices, platforms and user experiences to support our industry position and longer-term financial performance.

Mobile Phones: our business unit focused on bringing a modern and affordable mobile experience to people around the world.

NAVTEQ: a leading provider of comprehensive digital map information and related location-based content and services for mobile navigation devices, automotive navigation systems, Internet-based mapping applications, and government and business solutions.

Nokia Siemens Networks: jointly owned by Nokia and Siemens, is one of the leading providers of telecommunications infrastructure hardware, software and professional services globally.