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 organizations 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 Nokias 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.
Nokias human resource policies and processes played a vital role in attracting the best
and the brightest. The companys human resource management included a rigorous and
extensive interview process and team-based compensation methods. The companys
culture, including the organizations structure, learning environment, team focus and job
flexibility also contributed to Nokias 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. Nokias 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 Indias 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...

1865: The birth of Nokia

Fredrik Idestam establishes a paper mill at the Tammerkoski Rapids in southwestern Finland, where the Nokia story begins.

1898: Finnish Rubber Works founded

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

1912: Finnish Cable Works founded

Arvid Wickstrm 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.

1960: First electronics department

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

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.

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 maker

Radio telephone company Mobira Oy begins life as a joint venture between Nokia and
leading Finnish television maker Salora.

1981: The mobile era begins

Nordic Mobile Telephone (NMT), the first international mobile phone network, is built.

1982: Nokia makes its first digital telephone switch

The Nokia DX200, the companys first digital telephone switch, goes into operation.

1984: Mobira Talkman launched

Nokia launches the Mobira Talkman portable phone.

1987: Mobira Cityman birth of a classic

Nokia launches the Mobira Cityman, the first handheld NMT phone.

1991: GSM a new mobile standard opens up

Nokia equipment is used to make the worlds 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 industrys global boom and made it the world leader before the
end of the decade...

1992: Jorma Ollila becomes President and CEO

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

1992: Nokias first GSM handset

Nokia launches its first GSM handset, the Nokia 1011.

1994: Nokia Tune is launched

Nokia launches the 2100, the first phone to feature the Nokia Tune.

1994: Worlds first satellite call

The worlds first satellite call is made, using a Nokia GSM handset.

1997: Snake a classic mobile game

The Nokia 6110 is the first phone to feature Nokias Snake game.

1998: Nokia leads the world

Nokia becomes the world leader in mobile phones.

1999: The Internet goes mobile

Nokia launches the world's first WAP handset, the Nokia 7110.

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

2002: First 3G phone

Nokia launches its first 3G phone, the Nokia 6650.

2003: Nokia launches the N-Gage

Mobile gaming goes multiplayer with the N-Gage.

2005: The Nokia Nseries is born

Nokia introduces the next generation of multimedia devices, the Nokia Nseries.

2005: The billionth Nokia phone is sold

Nokia sells its billionth phone a Nokia 1100 in Nigeria. Global mobile phone
subscriptions pass 2 billion.

2006: A new President and CEO Nokia today

Olli-Pekka Kallasvuo becomes Nokias President and CEO; Jorma Ollila becomes
Chairman of Nokias board. Nokia and Siemens announce plans for Nokia Siemens
Networks.

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

2008
Nokia'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 incentives
Health and welfare benefits
Vacation 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.Nokias 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 phone
Education assistance
Crche support

career planning
At Nokia, people are expected to take responsibility for their development. We have a
structured performance management system that is closely aligned to the companys
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
Nokias 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 lifes 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 companys 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
Nokias strategy is about investing in and ensuring Nokias 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 Nokias 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 Nokias 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, Nokias 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 worlds 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 Nokias 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.