Nokia 2012 Annual Report Download - page 74

To support individuals and local communities directly impacted by changes at Nokia, we operate a
unique program tailored for different markets. This program, Bridge, which continued in 2012, provides
the following options to employees whose job is affected by the restructuring:
•A new job within the company: Career counseling and helping employees to identify job
opportunities within Nokia wherever possible.
•A new job outside the company: Career counseling and helping to identify job opportunities
outside of Nokia by providing a job center at Nokia premises to link employees directly with
local companies and their resourcing needs.
•Entrepreneurship: Training and funding to help identify business opportunities and
partnerships for those interested in setting up a company of their own, which can fuel new
growth for impacted communities.
•Career renewal: Assisting employees in re-training for a different line of work, which can
support a speedy return to employment.
By the end of 2012, approximately 17 000 employees had participated in the Bridge program, almost
1 000 new businesses had been established and approximately 57% of employees had found a new
position within Nokia, outside of Nokia or in the newly established businesses or are now in full-time
education.
In addition, employees receive severance packages in accordance with local practices when they
leave Nokia.
Diversity and inclusion. We are committed to promoting diversity and inclusion in the workplace and
providing rewarding career development opportunities for all employees.
Training and development. We believe that a dedicated progressive approach to both personal and
professional development optimizes the interest of both employees and Nokia. Therefore we provide a
variety of mandatory and voluntary training opportunities for our employees to help them develop a
broad range of skills for the workplace, as well as the competencies specific to their roles.
Performance and rewarding employees. We offer a variety of recognition plans with levels of
compensation determined by local labor markets and taking into account both individual contribution
and company performance. We encourage managers to coach employees continually and to have at
least one formal performance review every year.
Our equity program includes performance shares, restricted shares and stock options. In early 2013,
we also introduced an employee share purchase plan as part of the program. There are also other
plans, including cash incentive plans for all employees as well as small monetary bonuses as
recognition awards.
Health, safety and well-being. In 2012, Nokia introduced a new Occupational Health and Safety (OHS)
policy, renewing our commitment to provide safe and healthy working conditions for all our employees
and partners, and to promote wellbeing at work. We expanded our global OHS Injury and Illness
Reporting to not only include internal Nokia employees, but our external contractors and service
providers as well. Our global Total Incident Frequency Rate (TIFR) for all our major manufacturing
facilities for 2012 with this expanded population was 0.2, down from 0.5 in 2011. In other words, for
every 100 employees, contractors and service providers, there were only 0.2 incidents of injury or
illness. This figure includes external contractors and providers from June 2012 onwards. As a global
company, we have selected the Occupational Safety & Health Administration (OSHA) guidelines for
accident and illness reporting. Our global Occupational Health & Safety Injury and Illness Reporting
has since 2011 included all cases that require some type of medical treatment, not just those that
result in absence from work.
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