History

The predecessors of the modern Nokia were the Nokia Company (Nokia Aktiebolag),Finnish Rubber
Works Ltd(Suomen Gummitehdas Oy) and Finnish Cable Works Ltd(Suomen Kaapelitehdas Oy).[25]

Nokia's history starts in 1865 when mining engineer Fredrik Idestamestablished a groundwood pulp
mill on the banks of the Tammerkoski rapids in the town of Tampere, in southwestern Finland, and
started manufacturing paper.[26] In 1868, Idestam built a second mill near the town of Nokia, fifteen
kilometres (nine miles) west of Tampere by the Nokianvirta river, which had better resources
for hydropower production.[27] In 1871, Idestam, with the help of his close friend statesman Leo Mechelin,
renamed and transformed his firm into a share company, thereby founding the Nokia Company, the name
it is still known by today.[27]

The name of the town, Nokia, originated from the river which flowed through the town. The river itself,
Nokianvirta, was named after the archaic Finnish word originally meaning a small, dark-furred animal that
lived on the banks of the Nokianvirta river. In modernFinnish, noki means soot and nokia is its inflected
plural, although this form of the word is rarely if ever used. The old word, nois(pl. nokia)
or nokinäätä ("soot marten"), meant sable.[28] After sable was hunted to extinction in Finland, the word
was applied to any dark-furred animal of the genus Martes, such as the pine marten, which are found in
the area to this day.[29]

Toward the end of the 19th century, Mechelin's wishes to expand into the electricity business were at first
thwarted by Idestam's opposition. However, Idestam's retirement from the management of the company
in 1896 allowed Mechelin to become the company's chairman (from 1898 until 1914) and sell most
shareholders on his plans, thus realizing his vision.[27] In 1902, Nokia added electricity generation to its
business activities.[26]

turn over per yr

human resource distinguish
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.

No of employee working wid respect of male and

female
We believe that diversity and inclusion in the workplace brings competitive advantage. Employees from diverse
cultures and backgrounds bring insights into our customer base around the world, adding value to our business.
Nokia is committed to equal opportunities and does not condone discrimination of any kind. This commitment is
embedded in our Code of Conduct.
In 2007, 71% of employees participating in our annual employee survey felt that all employees of Nokia are treated
as individuals regardless of age, race, gender or physical capabilities – an increase of 2% from 2006. We also
conducted a survey in 2007 to find out how our policies on inclusion affect our employees’ work lives. We are
implementing an action plan on diversity across all business units.
 Inclusion is managed within each business unit to emphasize its importance as a business issue, and help us
understand and tackle local challenges better. In 2007, we appointed a global diversity and inclusion director –
reporting to the Vice President of Resourcing and Diversity – to oversee the management of these issues.

We are integrating diversity targets into our global people management processes. For example, we ask our leaders
how they create an inclusive environment as part of a self-assessment questionnaire evaluating their general
performance. Their responses are used to identify areas for improvement and share best practice across the
business.

Women make up 40.5% of our total workforce. In 2007, 14.3% of senior managers were women, up from 12.5% in
2006. We offer a range of options that promote flexible working to help employees balance the demands of work and
home life.

See health, safety, and wellbeing for more information.

The average age of Nokia's employees is 33 (see table). This average is affected by the formation of Nokia Siemens
Networks as of April 1, 2007, and its employees are not included herein.

Some 28% of our employees and 54.6% of senior managers are Finnish. Our policy is to employ local people
wherever we work – around 115 different nationalities work at Nokia.

benefit n welfare to employees

Open communication is part of the Nokia way of operating. We gain commitment from our employees and employee
representatives through ongoing dialogue, employee feedback and participation. Our people have several different
channels for expressing their opinions and concerns as well as for driving positive change in our organization,
principles and policies:

 Listening to You — our annual survey for all employees

 'Ask HR' — general employee question forum
 'Jazz Café' — a lively discussion forum on the internal website
 a mail or email address to reach the Board of Directors is available for all employees to express their
concerns and give feedback anonymously.
 employee/employer unions — open discussion and cooperation are ongoing with all relevant unions where
we do business.
We continue to undertake a number of information sharing initiatives on our labor practices with broader stakeholder
groups including governmental and non-governmental organizations, labor unions, socially responsible investors and
our customers.

We also conduct regular internal labor condition assessments to ensure high labor standards and continuous
improvement.
Consolidated Profit and Loss Account 

Amortization of goodwill 
The systematic allocation of the goodwill over its useful life.

Associated companies
Nokia's financial statements include a share of the results of associated companies. These are neither subsidiaries
nor joint ventures but companies in which Nokia owns 20% to 50% voting rights or over which it has significant
influence.

Basic earnings per share

Earnings attributable to ordinary shareholders calculated by dividing net profit by the weighted average number of
ordinary shares on the market during the year.

Diluted earnings per share

Basic earnings per share, adjusted for the effects of all dilutive potential shares, such as options or warrants. Diluted
earnings per share is calculated using the weighted average number of shares outstanding during the period plus the
dilutive effect of outstanding warrants and stock options outstanding during the period.

Dilution is a reduction in earnings per share resulting from the assumption that, for example, options or warrants were
exercised, or that other shares were issued after meeting certain conditions.

Earnings per share

Earnings attributable to each share of common stock.

Financial income and expenses

Income, including dividend, interest and other financial income after the deduction of interest expenses and other
financial expenses.

Minority interests
Outside ownership interests in the operations and assets of a subsidiary which have been consolidated into Nokia's
results for financial reporting purposes.
Net profit
Nokia's 'bottom line' earnings for the year after the deduction of all expenses.

Net sales
Nokia's revenue from the sale of goods and services less indirect sales tax, VAT, sales discounts and foreign
exchange differences on sales in foreign currencies.

Operating profit
Nokia's revenue from net sales after the deduction of cost of sales and related operating expenses.

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Consolidated balance sheet 

Assets
Nokia's resources which are expected to generate future economic benefits.

Current assets
Cash and other assets Nokia expects to sell or consume within one year. Such assets include, for example, accounts
receivable and inventories of products to sell.

Current liabilities
Obligations that are due to be settled within one year of the balance sheet date.

Fixed assets and other non-current assets

Property, plant and equipment together with intangible assets and other operating and financial assets of a long-term
nature (more than one year).

Goodwill
Goodwill is the excess of the cost of an acquired enterprise over fair value of identifiable net assets acquired. In other
words, it is the reputation of an acquired company's products, services and people which adds to the Group's net
value.

Liabilities
Present obligations arising from past events, the settlement of which is expected to result in an outflow from Nokia of
resources embodying economic benefits. Liabilities include, for example, debts to lenders, suppliers and tax
authorities.

Other intangible assets

Future benefits in the form of intellectual property, patents, copyrights and trademarks.

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Consolidated cash flow statement

Cash flow from investing activities

Cash flow involved in the acquisition and disposal of long-term assets and other investments. Such activities include,
for example, making and collecting loans, and the acquisition and disposal of investments and other assets.

Cash flow from operating activities

The cash effects on net profit of Nokia's principal revenue-producing activities. Included here are cash receipts from
the sale of goods and services and cash payments to suppliers and employees for acquisitions of inventory and
expenses.

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Statement of changes in shareholder's equity

Statement of changes in shareholders equity

Changes in equity between two balance sheet dates reflect an increase or decrease in Nokia's net assets or wealth
during the perio

Employers oppurtunities
Nokia has renewed its values to reflect its business and changing environment. They provide a sense of direction for
consistent behaviour as employees and citizens of the world, and in our quest to be a great internet company.

Nokia provides employees with market competitive rewards through a flexible global structure, which can address
diverse and changing business and employment environments, as well as specific individual preferences.

Our Total Compensation Package is tailored for each country and typically consists of elements such as annual base
salary, incentives, bonuses, possible stock options or performance shares, flexible Work-Life balance solutions, and
other local benefits.

Nokia rewards employees for good performance, competence development, and for overall company success. This
creates a positive and encouraging environment with opportunities for employees to optimize their potential and be
rewarded fairly. Higher performance and contribution will lead to higher rewards. The Nokia global market competitive
rewards structure addresses the need for flexibility, personalization, empowerment and commitment.

The basic salary is set to meet market conditions, the demands of the job and individual competence and
performance. The variable part may consist of incentives or bonuses and other compensation, such as overtime pay
and call-out pay.

Bonus System

Employees should have the opportunity to share in the success of Nokia. Short-term incentive programs such as
individual, team, project/program incentives and the Nokia Connecting People Bonus allow Nokia to offer immediate
rewards for employee and team achievements. The Stock Option Plan is a long-term reward that may allow
employees to share in sustained company success.

Eligibility for an incentive, bonus or stock option plans is defined by the content and nature of each individual's job.

Local Benefits

Additional local rewards and benefits are also developed to complement the global programs and to ensure that the
local market conditions are met.

Annual Reviews
Nokia has implemented a global process, where the change in the pay level for each employee is based on the
results of the annual performance review.

Health

Nokia cares for its employees right throughout the cycle of their working life: from induction and training, through
development and advancement, and on to retirement. Nokia's Work-Life balance solutions mean that health benefits
and possible local retirement benefits are tailored to individual needs according to factors such as tenure,
contribution, performance, roles and responsibilities.

The environment in which we do business is evolving continuously. To succeed, we must have the passion and
courage to look for new ideas beyond existing products, services and ways of working. Only with truly innovative
ideas will we be able to define the future development of our industry and profoundly shape the way in which people
understand and use our products and services in their everyday lives.

Commitment to Self-development
People at Nokia continuously look for ways to improve their performance in order to stay at the forefront of technology
and to develop their own competencies. Employees are encouraged to create their own development plan and take
advantage of the variety of available learning solutions and methods. On-the-job learning is also heavily encouraged.

Coaching
Coaching is regarded as a vital part of continuous learning. Highly skilled colleagues at Nokia provide our employees
with rich sources of experience and knowledge. Receiving coaching and participating in different teams will fuel
employees´ development as well as give them the opportunity, every day, to share ideas and goals with innovators
and industry leaders.

Learning Solutions and Training

Our employees have access to a wide variety of training activities. Through our global network of Learning Centers,
we aim to offer a consistent standard of training and development to all our people. The Learning Market Place
Intranet contains information on all Nokia´s learning solutions including e-learning as well as classroom training.

Management Training
At Nokia, we place particular focus on developing managers in management and leadership skills. It is one of the key
areas in competence development. There is a full range of training available from new managers´ programs to senior
programs for our more experienced people.

Internal Job Market

All of our employees are invited to look at the job opportunities available inside Nokia. All vacancies, with the
exception of very senior positions, are advertised internally. Employees are encouraged to improve their
competencies through changing their positions. Internal job opportunities, the possibility to register to our internal
candidate pool and other services for job-seeking inside the company are available through the Internal Job Market
Intranet. The aim is to give Nokia people the opportunity to manage their own careers.

Performance Management
Nokia has created a successful performance management system across the whole company called Investing In
People (IIP). This system is closely aligned to the company strategy and planning processes and involves biannual
formalized discussions between employees and their managers.

Employees are encouraged to be active and to "own" their IIP. In this way, employees always understand what is
expected from them, how their individual achievements support the Nokia overall strategy, and how they are
rewarded.
Corporate structure
[edit]Divisions

Since October 1, 2009, Nokia comprises three business

groups: Devices, Services, Solutions and Markets.[108] The four units receive operational support from
the Corporate Development Office, led by Mary T. McDowell, which is also responsible for exploring
corporate strategic and future growth opportunities. [108]

On April 1, 2007, Nokia’s Networks business group was combined with Siemens’ carrier-related
operations for fixed and mobile networks to form Nokia Siemens Networks, jointly owned by Nokia and
Siemens and consolidated by Nokia.[109]

[edit]Devices

The Nokia N900, a Maemo 5 Linux based mobile Internet device and touchscreensmartphone from Nokia's Nseries portfolio.

The Devices division is responsible for developing and managing Nokia's mobile device portfolio,
including the sourcing of components, headed by Kai Öistämö. [108] The division consists of the previous
mainline Mobile Phones division with the separate subdivisions Multimedia (Nseries devices) and
Enterprise Solutions (Eseries devices) as well as formerly centralized core devices R&D – called
Technology Platforms.

This division provides the general public with mobile voice and data products across a wide range of
mobile devices, including high-volume, consumer oriented mobile phones and devices, and more
expensive multimedia and enterprise-class devices. The devices are based on GSM/EDGE, 3G/W-
CDMA and CDMA cellular technologies. Nokia's Nseries Multimedia Computers extensively
uses Symbian OS.

In the first quarter of 2006 Nokia sold over 15 million MP3 capable mobile phones, which means that
Nokia is not only the world's leading supplier of mobile phones and digital cameras (as most of Nokia's
mobile telephones feature digital cameras, it is also believed that Nokia has recently overtaken Kodak in
camera production making it the largest in the world), Nokia is now also the leading supplier of digital
audio players (MP3 players), outpacing sales of devices such as the iPod from Apple. At the end of the
year 2007, Nokia managed to sell almost 440 million mobile phones which accounted for 40% of all global
mobile phones sales.[110]

[edit]Services

The Services division operates in five areas of consumer Internet services: music, maps, media,
messaging and games.[108] The division consists of the previous enterprise and consumer driver services
businesses previously hosted in Multimedia and Enterprise Solutions divisions, as well as a number of
new acquisitions (Loudeye, Gate5, Enpocket, Intellisync, Avvenu and OZ Communications), headed
by Niklas Savander.

The group works with companies outside the telecommunications industry to make advances in the
technology and bring new applications and possibilities in areas such as online services, optics, music
synchronization and streaming media.

[edit]Solutions

Solutions is responsible for Nokia's offering of solutions, where the mobile device, personalized services
and content are integrated into a package for the consumer. The unit is led by Alberto Torres.

[edit]Markets

The Markets division, the successor organization to Nokia's Customer and Market Operations division, is
responsible for the management of the supply chains, sales channels, brand and marketing functions of
the company, headed by Anssi Vanjoki.[108]
[edit]Subsidiaries
The Nokia 5800 XpressMusic, a touchscreen smartphone and portable entertainment device which emphasizes music and
multimedia playback.

Nokia has several subsidiaries, of which the two most significant as of 2009 are Nokia Siemens
Networks and Navteq.[108] Other notable subsidiaries include, but are not limited to Vertu, a British-based
manufacturer and retailer of luxury mobile phones; Qt Software, a Norwegian-based software company,
and OZ Communications, a consumer e-mail and instant messaging provider.

Until 2008 Nokia was the major shareholder in Symbian Limited, a software development and licensing
company that produced Symbian OS, a smartphone operating system used by Nokia and other
manufacturers. In 2008 Nokia acquired Symbian Ltd and, along with a number of other companies,
created the Symbian Foundation to distribute the Symbian platform royalty free and as open source.

[edit]Nokia Siemens Networks

Main article:  Nokia Siemens Networks

Nokia Siemens Networks (previously Nokia Networks) provides wireless and wired network infrastructure,
communications and networks service platforms, as well as professional services to operators and
service providers.[108] Nokia Siemens Networks focuses in GSM, EDGE, 3G/W-CDMA and WiMAX radio
access networks; core networks with increasing IP and multiaccess capabilities; and services.

On June 19, 2006 Nokia and Siemens AG announced the companies are to merge their mobile and fixed-
line phone network equipment businesses to create one of the world's largest network firms, called Nokia
Siemens Networks.[94] The Nokia Siemens Networks brand identity was subsequently launched at the
3GSM World Congress in Barcelona in February 2007.[111][112]

As of March 2009, Nokia Siemens Networks serves more than 600 operator customers in more than 150
countries, with over 1.5 billion people connected through its networks. [113]

[edit]Navteq
Main article:  Navteq

Navteq is a Chicago, Illinois-based provider of digital map data for automotive navigation systems, mobile
navigation devices, Internet-based mapping applications, and government and business solutions.
[108]
 Navteq was acquired by Nokia on October 1, 2007.[5] Navteq’s map data is part of the Nokia
Maps online service where users can download maps, use voice-guided navigation and other context-
aware web services.[108] Nokia Maps is part of the Ovi brand of Nokia's Internet based online services.
[edit]Corporate governance

The control and management of Nokia is divided among the shareholders at a general meeting and the
Group Executive Board (left),[114] under the direction of the Board of Directors (right). [115] The Chairman
and the rest of the Group Executive Board members are appointed by the Board of Directors. Only the
Chairman of the Group Executive Board can belong to both, the Board of Directors and the Group
Executive Board. The Board of Directors' committees consist of the Audit Committee, [116] the Personnel
Committee[117] and the Corporate Governance and Nomination Committee. [118][119]

The operations of the company are managed within the framework set by the Finnish Companies Act,
[120]
 Nokia's Articles of Association[121] and Corporate Governance Guidelines,[122] and related Board of
Directors adopted charters.