Copyright © 2021 Nokia Corporation.
All rights reserved. Nokia is a registered
trademark of Nokia Corporation.
www.nokia.com
Nokia
in 2020
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Nokia
in 2020
Business overview
Key highlights
Letter from our President and CEO
Our strategy
Our history
Innovation
Nokia Bell Labs
Sales and Marketing
Business groups
Mobile Networks
Global Services
Fixed Networks
IP/Optical Networks
Nokia Software
Nokia Enterprise
Nokia Technologies
Principal industry trends
Corporate governance
Corporate governance statement
Compensation
Board review
Business description
Board’s review
Selected financial data
Operating and financial review
Our response to COVID-19
Sustainability and corporate responsibility
Shares and shareholders
Articles of Association
Risk factors
Significant subsequent events
Key ratios
Alternative performance measures
Financial statements
Consolidated financial statements
Notes to consolidated financial statements
Parent Company financial statements
Notes to the Parent Company financial statements
Signing of the Annual Accounts and the
Review of the Board of Directors 2020
Auditor’s report
Other information
Forward-looking statements
Introduction and use of certain terms
Glossary
Investor information
Contact information
Cover image
5G testing in the Stargate antenna chamber.
Visitors to our Executive Experience Center in
Espoo, Finland gain a first-hand understanding
of our business.
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Business
overview
Key highlights
Letter from our President and CEO
Our strategy
Our history
Innovation
Nokia Bell Labs
Sales and Marketing
Business groups
Mobile Networks
Global Services
Fixed Networks
IP/Optical Networks
Nokia Software
Nokia Enterprise
Nokia Technologies
Principal industry trends
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06
10
19
21
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25
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28
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In Oulu, Finland our controlled environment
enables multiple 5G customer use cases and
configurations to be tested at the same time.
Nokia in 2020
Key
highlights
Humanity, connected
The world has made it through a uniquely difficult year.
We lived, learned, worked and socialized online. It was
a vast change, which happened quickly and without
warning. Our customers were put under immense
pressure. But with our help, they delivered.
This reminds us that connectivity is not a ‘nice to have’.
It is a fundamental part of modern society, one that
Nokia has a responsibility to provide.
And we are doing so. In 2020 our products and services
underpinned new innovations in efficient public services,
remote education, optimized logistics, smart healthcare,
digital startups, clean energy generation, waste-free
manufacturing and traditional networking, among many
other uses. We carried out this work with a permanent
focus on security, value and performance.
This is the connectivity that the world deserves.
We will continue to deliver it.
Global reach
We have combined global leadership in mobile
and fixed network infrastructure with the
software, services and advanced technologies
to serve customers around the world.
Regional split of employees
North America
12 000
Europe
38 800
Greater China
13 700
Middle East & Africa
3 300
Latin America
3 700
Asia Pacific
20 500
Net sales in 2020
EUR 21.9bn
Countries of operation
~130
Average number of employees in 2020
~92 000
Financial highlights
For the year ended December 31,
Continuing operations
Net sales
Gross profit
Gross margin
Operating profit/(loss)
Operating margin
(Loss)/profit for the year
Earnings per share, diluted
Dividend per share(1)
As of December 31
Net cash and current financial
investments
2020
EURm
21 852
8 193
37.5%
885
4.0%
(2 513)
EUR
(0.45)
0.00
2020
EURm
2018
2019
EURm
EURm
22 563
23 315
8 264
8 312
35.4% 36.8%
(59)
2.1% (0.3)%
(549)
485
18
EUR
0.00
0.00
2019
EURm
EUR
(0.10)
0.10
2018
EURm
2 485
1 730
3 053
(1) No dividend is proposed by the Board of Directors related to the financial year 2020.
Net sales 2020 by reportable segment(1)
Net sales 2020 by region
A
1
2
6
5
4
3
4
3
2
D
C
B
1
1 Networks(2)
A Mobile Access
B Fixed Access
C IP Routing
D Optical Networks
EUR 16 852m (-7%)
EUR 10 630m (-9%)
EUR 1 759m (-6%)
EUR 2 768m (-5%)
EUR 1 695m (-3%)
EUR 2 656m (-4%)
EUR 1 402m (-6%)
1 Asia Pacific
2 Europe(3)
3 Greater China
4 Latin America
5 Middle East & Africa
6 North America
EUR 3 847m (-16%)
EUR 6 620m (0%)
EUR 1 376m (-25%)
EUR 995m (-32%)
EUR 1 893m (1%)
EUR 7 121m (2%)
2 Nokia Software
3 Nokia Technologies
4 Group Common and Other EUR 982m (3%)
(1) Includes net sales to other segments. Net sales
(3) All Nokia Technologies IPR and Licensing net sales are
to enterprise customers are included in Networks,
Nokia Software and Group Common and Other net sales.
Year-on-year change is in parenthesis.
(2) Nokia provides net sales disclosure for the following
businesses within the Networks reportable segment:
(i) Mobile Access, (ii) Fixed Access, (iii) IP Routing, and
(iv) Optical Networks.
allocated to Finland.
Business overview
Business groups
Mobile Networks
Higher quality and more reliable mobile
broadband experiences
Global Services
Helping customers navigate complexity
to transform and digitalize their business
Fixed Networks
Using intelligent access to create networks
that are faster, better, smarter
IP/Optical Networks
Massively scalable networks that underpin
the digital world’s dynamic interconnectivity
Nokia Software
Intelligent software platforms optimizing
and automating network performance
Nokia Enterprise
Digitalizing asset-intensive industries with
mission and business-critical needs
Nokia Technologies
Technology designed to bring the human
family closer together
Reportable segments
In 2020, Nokia had three reportable segments.
Nokia also discloses segment-level data for
Group Common and Other. For more details,
refer to Note 5, Segment information, in the
consolidated financial statements.
Networks
Nokia provides net sales disclosure for the
following businesses within the Networks
reportable segment: (i) Mobile Access
(comprises Mobile Networks and Global
Services operating segments), (ii) Fixed
Access (comprises Fixed Networks operating
segment), (iii) IP Routing (comprises part
of IP/Optical Networks operating segment)
and (iv) Optical Networks (comprises part
of IP/Optical Networks operating segment).
Nokia Software
Nokia Technologies
This Annual Report describes the operations and performance
of Nokia in 2020. During that time, Nokia had seven business
groups and three reportable segments listed above. As of 2021,
Nokia has a new operating model comprising four business
groups that are also our reportable segments: (i) Mobile
Networks, (ii) Network Infrastructure, (iii) Cloud and Network
Services, and (iv) Nokia Technologies.
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Letter from our
President and CEO
Letter
from our
President
and CEO
Change and continuity
This was a year of unprecedented change,
but also one in which we saw the importance
of our technology. Fixed and mobile networks
kept the global economy and critical
infrastructure running even as the COVID-19
pandemic led to nationwide shutdowns
across the world.
I was proud of the role we played in enabling
emergency services, food suppliers, and
public health agencies to stay connected
throughout a global crisis. Kitchens became
classrooms and boardrooms operated from
bedrooms as millions of people turned to
bandwidth-intensive video conferencing and
streaming applications. This contributed to a
year’s worth of traffic growth in a matter of
days, but we were able to support our CSP
customers in handling the huge upsurge even
as global supply chains were disrupted and
lockdowns made accessing sites difficult.
The ability of our employees to adapt at
speed and come up with creative solutions
was our greatest asset this year and proved
the resilience and reliability that Nokia is
renowned for.
2020 was the year businesses realized that
the old adage of “things must change to
remain the same” has never been more true.
Companies that had done the most to
modernize their operations were those
best equipped to deal with the disruption.
The pandemic accelerated the need for
widespread digitalization and automation,
leading to the increasing importance of critical
networks – networks that combine flexibility
with carrier-grade performance.
We launched a strategic analysis into these
industry trends, which found that value would
increasingly move away from monolithic
systems towards software, silicon and
services with the importance of virtualization,
cloud-native architecture, and open interfaces
becoming ever greater. It was clear to us that
to support our customers through these
changes and to better position Nokia for new
opportunities we would also need to change.
Development in
an extraordinary year
Overall in 2020, we saw improvement both
in our gross margin and operating margin
performance up by 2.1 percentage points
and 1.9 percentage points year-on-year
respectively. This development was
supported by a regional mix shift towards
the higher-margin North America region,
our ongoing R&D efforts to enhance product
quality and cost competitiveness, and
improvements in our Networks business.
Nokia delivered a strong cash performance
for the year and we ended 2020 with net
cash and current financial investments
at approximately EUR 2.5 billion, up
approximately EUR 0.8 billion from 2019.
Net sales decreased by 6% year-on-year
primarily due to network deployment and
planning services within Mobile Access.
In Nokia Enterprise, we continued to make
great progress in 2020 and delivered double
digit year-on-year growth in net sales.
Overall, we took important steps in improving
on execution. I was particularly pleased to see
the clear financial improvement in Mobile
Access, reflecting our ongoing efforts to
strengthen the competitiveness and cost
position of our mobile radio products.
In 2020, we saw growth in radio access
products and the 5G gross margin increase
due to product cost reduction, partly helped
by higher ReefShark shipment volumes.
Our aim was to be above 35% for our KPI on
shipments of our 5G Powered by ReefShark
product portfolio; we ended the year at 43%
and we remain on track to realize 70% by
the end of 2021. Our progress was validated
by our customers. We ended the year with
188 commercial 5G agreements and
44 live 5G networks.
We strengthened our technology leadership
in many key areas of our business: together
with Elisa and Qualcomm, we achieved the
worldwide 5G speed record. We brought AI
to the network edge allowing CSPs to deliver
improved customer experience, fix customer
issues instantly and increase upload and
download speeds.
“ This was a challenging year for everyone.
Our networks were put to the test by a
global crisis and they not only survived
but thrived, showing that a new way of
doing business is possible. 2020 showed
the true value of technology and
increased the need to find smart
solutions to global problems, from
climate change to stalling productivity. ”
Pekka Lundmark
President and CEO
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Business overview Letter from our
President and CEO continued
We also launched the world’s first automated
4G/5G network slicing technology for mobile
core and transport networks and a service
to bring down network energy usage. We
continued to lead the passive optical network
evolution and launched the world’s first 25G
PON broadband solution to enhance CSPs’
fiber network usage.
We continued to lead in private wireless
networks ending 2020 with 260 customers.
For the second year in a row Analysys Mason
ranked Nokia as the #1 telecoms software
provider by market share for telecoms
software and services combined. And we filed
more than 1 500 new inventions with more
than 3 500 patent families now declared as
essential for 5G.
This was a year that gave added impetus to
addressing the digital divide. We continued
to work with our customers to connect the
unconnected, with 6.6 billion subscriptions
on our customers’ radio networks worldwide
by the end of 2020. For instance, Nokia’s
community investment programs helped
bring fixed wireless access to more than
1 000 children in Kenya this year. We also
remained on track to achieve our long-term
science-based target of reducing emissions
from our products. In 2020, the customer
base station sites we modernized used
54% less energy on average. And we made
progress in strengthening human rights
protections by increasing training for our
suppliers on preventing modern slavery and
respecting minority rights. We also maintained
our focus on ethical business training, which
96% of our employees completed. In addition,
85% of our leaders completed training
on navigating bias and building a more
inclusive workplace.
New operating model
At the end of October we announced that
we would move to a new operating model
from the beginning of 2021. As I told our
employees, this was not change for change’s
sake, with an incoming CEO looking to make
his mark on an organization. But rather to
improve the way we work so we can better
align with how customers want to buy and
achieve our aim of technology leadership
in the areas where we choose to compete.
The new structure will simplify and streamline
the way we work enabling us to improve cost
efficiency and become faster, more agile,
more accountable, and more transparent
as an organization.
Our four new business groups each have a
clear mission and have been empowered with
the resources and accountability to achieve
their goals. In brief, they are as follows:
■ Mobile Networks will focus on regaining
leadership in 5G, as well as achieving
leadership in O-RAN and vRAN, while
maintaining scale with CSP customers
and growing its private wireless business
with enterprise customers.
■ Network Infrastructure will focus on the
building blocks and essential solutions
of critical networks, using its technology
leadership in IP Networks, Optical Networks,
Fixed Networks, and Alcatel Submarine
Networks to drive digitalization across
all industries.
■ Cloud and Network Services will focus on
creating value for both service providers
and enterprise customers as demand for
critical networks accelerates, leading the
transition to cloud-native software and
as-a-service delivery models.
■ Nokia Technologies will continue to
monetize and grow the value of Nokia’s
intellectual property and licensing
revenue by investing in innovation and its
world-leading patent portfolio as well as
pursuing other licensing opportunities.
Looking ahead
This was a challenging year for everyone.
Our networks were put to the test by a global
crisis and they not only survived but thrived,
showing that a new way of doing business
is possible. 2020 showed the true value of
technology and increased the need to find
smart solutions to global problems, from
climate change to stalling productivity.
Nokia will help enable those solutions by
building the critical networks that the world
will come to rely on, positioning ourselves
for technology leadership and a path to
sustainable financial performance.
We know we have our work cut out for us.
We expect 2021 to be challenging with
meaningful headwinds primarily due to
market share loss and price erosion in North
America. It will be a time of transition as we
adapt to a new structure and finalize our
strategy, but by doing so our employees will
be empowered to act faster enabling us to
accelerate our immediate and long-term
plans. We will stay focused on securing
technology leadership in the segments where
we compete, especially in 5G; continue to
strengthen existing customer relationships;
and make sure we seize new opportunities in
areas where we see a path to value creation.
I would like to thank our employees for their
tremendous efforts and commitment this
year as well as the warm welcome they have
given me.
I would also like to pay tribute to my
predecessor, Rajeev Suri, who led Nokia over
the past six years and through the first half
of 2020. My return to Nokia as President and
CEO is both an incredible personal honor and
also the next stage of continual evolution for
this great company.
Pekka Lundmark
President and CEO
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Repurposing sea containers enables us to conduct
multiple simultaneous 5G over-the-air tests in a
controlled environment.
Business overview
Our strategy
Our
strategy
Our “Rebalancing for growth” strategy
was launched at the end of 2016 and
updated in 2019. It was based on
5 pillars: Lead, Grow, Strengthen,
Diversify, and Operational Excellence.
With our “Rebalancing for Growth” strategy, we addressed both our
primary CSP market and new growth opportunities. The strategy
built on our core strength of delivering large high-performance
networks by expanding our business into targeted, higher-growth
and higher-margin vertical markets.
On October 29, 2020, Nokia announced the start of a strategic
review, to culminate in a renewed strategy to be announced at
Capital Markets Day on March 18, 2021.
1. Lead
Lead in high-performance, end-to-end
networks with communication service
providers.
In the first pillar of our strategy – leading in
high-performance, end-to-end networks
with communication service providers – we
continued to progress in 5G despite challenges
in Mobile Access. By the end of 2020, we
reached 139 commercial 5G deals and launched
44 live networks with our customers and
we achieved our 2020 target for 4G plus 5G
market share, excluding China, to end 2020
at approximately 28%.
Focus areas and progress
■ We continued to make good progress in the transition to 5G shipments that
are “5G Powered by ReefShark” (5G PBR). We exceeded our end of 2020 target
of reaching more than 35% of 5G PBR shipments.
■ Regarding our conversion rate from 4G to 5G based on actual radio business
volume, we ended 2020 in the 90% range, excluding China. The decline from
2019 was primarily driven by some market share loss in North America,
partially offset by footprint gains with customers that have increased their
focus on security.
■ We invested in digital service architecture, advanced analytics, machine
learning, automation and serviceability for fast and flawless delivery of our
network infrastructure services.
■ We provided industry-leading cognitive network services to improve network
performance, operational efficiency and subscriber experience, and develop
service business models to open new revenue streams for CSPs.
■ We are the #2 vendor in Service Provider Routing worldwide (excluding China)
having shipped well over 1 million routers to date(1). Our in-house designed
FP4 high-performance routing silicon demonstrates our continuing
commitment to technology innovation and leadership, driving continued sales
momentum with >300 projects won, two thirds of which were new footprint
and/or competitor displacements.
■ We are the #2 vendor worldwide in optical networking (excluding China),
bringing together technology leadership in silicon and systems with our
foundational WaveLogic Elements technology including the PSE-V coherent
Digital Signal Processor (DSP) and Elenion silicon photonics, as well as software
automation and applications optimized for driving efficiency in optical
networks through our WaveSuite portfolio and WaveHub ecosystem(1).
■ We maintained our leading market share globally with #2 position in fiber
and a #1 position in 5G fixed wireless access.
■ We are leading the industry transition to next generation fiber technologies,
with our 25 Gigabit Symmetrical Passive Optical Network (25G PON) solution
that expands Fixed Networks market into business and 5G mobile backhaul
market segments.
■ We are also running the world’s largest Fixed Wireless Access deployments
that complements our fiber business, for example, with Vodafone and Zain.
(1) Source: Dell’Oro. Q4 2020.
2. Grow
Grow our position in the enterprise market and
enable Industry 4.0 acceleration through the
digitalization of asset-intensive industries,
governments and cities, and webscale
businesses, with mission-critical networks
and digital automation solutions.
Our second pillar was about growing our
enterprise business, focusing on two main
market needs: the need for high-performance
connectivity for hybrid hyper-scale clouds,
and the need for mission-critical networks in
asset-intensive industries and governments,
resulting in Industry 4.0 acceleration driven by
private networks and industrial automation.
In 2020, we delivered on our ambition:
(1) we expanded network sales into select
vertical markets, with a focus on asset-heavy
industries, including Transportation, Energy,
Manufacturing and Logistics, as well as
governments and webscale businesses,
(2) we have become the leaders in the private
wireless market, (3) we are well positioned
in the industrial automation market, which we
expect will be critical in the Fourth Industrial
Revolution, and (4) we achieved double digit
growth fueling Nokia's future growth.
Focus areas and progress
■ In Nokia Enterprise, we continued to make great progress in 2020 and delivered
double digit year-on-year growth in net sales. The strong growth in net sales
to enterprise customers was primarily driven by increased demand for
mission-critical networking solutions in industries including utilities and the
public sector, with continued momentum in private wireless solutions.
■ We scaled up our existing business in transportation, energy, government and
cities segments by augmenting our IP/Multiprotocol Label Switching (MPLS),
Optics, GSM-R and other existing portfolios with private networks, providing
customers with the performance and security they require as they digitalize
and transform their communications infrastructure and applications.
■ We also continued to drive the adoption of multi-cloud, Internet of Things (IoT)
and automation with strategic investments in emerging technologies such as
Software Defined Networks (SDN), Software Defined Wide-Area network
(SD-WAN) applications, and data centers.
■ We continued to grow our market share in the webscale segment with IP and
Optical portfolios, building large high-performance networks that drive
hyperscale cloud connectivity.
■ We saw a private wireless inflection point in the market driven by the need for
high-performance private wireless networks. Driven by the convergence of
operational technology (OT), information technology (IT) and networks,
customers in these domains need a higher level of network performance in
order to automate and digitalize their operations. We have accelerated our
private wireless networks (4G/LTE) business growth and serve 260 customers
across the globe and cross-industries.
■ We continued to implement a strategy to grow in the manufacturing and
logistics segments where the opportunity for high-performance private wireless
networks is significant. Our strategy has been to address these customers with
our Nokia Digital Automation Cloud platform and our modular private wireless
solution.
■ In 2020, we continued to build strong market momentum in our target vertical
markets with 245 new customers. At the close of 2020, we have 1 545 enterprise
customers deploying our networks globally.
■ We expanded our market opportunity in high-performance cloud connectivity
portfolio with our data center switching launch. We also enhanced our private
wireless portfolio, with the launch of our 5G standalone capabilities and Modular
Private Wireless solutions.
■ We continued to expand our ecosystem of technology and go-to-market
partners to increase our scale and coverage especially towards the new
manufacturing and logistics segments.
■ We continued to implement a new simplified and efficient delivery model for
our enterprise projects to improve the enterprise customer experience and
further support the growth in our revenues.
■ Nokia is well positioned to win the market given our deep experience in
delivering carrier-grade network performance and extensive work with webscale
companies and enterprises.
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Business overview Our strategy
continued
Our strategy
continued
3. Strengthen
Strengthen the software business with one
Common Software Foundation.
The third pillar was about strengthening our
software business with one Common Software
Foundation. Nokia was once again, for the
second consecutive year, rated as the world’s
leading telco software business for both
telecom software and services. Nokia Software’s
performance was marked by a series of
important product launches and by many key
deal-wins, including one of the telco software
industry’s largest ever deals with a key
North American customer, and breakthrough
wins with new innovative customers, like DISH,
on the basis of our strong technology.
Focus areas and progress
■ We continued to accelerate our research and development (R&D) by focusing
investment on key growth themes of 5G applications, automation, software
suites, and digital innovation platforms; building foundational innovation and
leveraging it to lead with a cloud-native portfolio; and streamlining towards
more efficient and simple processes.
■ We focused our go-to-market capabilities to deliver success for our
customers with a consultative selling approach, in order to drive new business
and recurring revenue.
■ We optimized our services and delivery with investments in people and digital
and cloud skills by driving automation capabilities and evolving the services
we offer to meet new market needs.
■ We continued to reinforce a strong partner ecosystem of system integrators,
independent software vendors (ISV), and technology players; and consistent
commercial and operational discipline.
■ We strengthened the comprehensiveness of our portfolio with several
new product launches. These included Network Operations Masters, which
provides vendor-agnostic network management functionalities for managing
5G networks, and Digital Operations Center, which provides a secure and
fully-automated process to design, deploy and operate network slices at scale
across multi-vendor, multi-domain and multi-technology environments.
■ Our orders remained strong, reflecting our product and service resonance
with customers, and included the win of DISH, which chose Nokia’s
cloud-native, standalone Core software products to help it build the most
advanced, disruptive, fully-automated, 5G network in the US.
■ Nokia Software offers the industry’s leading cloud-native, multi-vendor
and multi-network solutions combined with a robust partner ecosystem.
■ As such, Analysys Mason, a leading telco software consultancy firm, again
ranked Nokia as the global leader in telecoms software and services by
revenue for the second year in a row.
4. Diversify
Diversify the licensing business with new
opportunities in automotive, consumer
electronics, IoT and brand.
We made good progress against our fourth pillar,
diversifying our licensing business beyond
mobile devices and into new licensing domains
such as automotive, consumer electronics,
the Internet of Things (IoT) and brand licensing.
Nokia Technologies has done a great job in
building on the strength of its mobile device
patent licensing and creating new licensing
opportunities in the consumer ecosystem,
and we see meaningful growth opportunities
in expanding our scope.
Focus areas and progress
■ We continued to invest in and renew the portfolio through innovation
in multiple areas, especially cellular standard essential patents, in part
as a result of the extensive research activities of Nokia Bell Labs.
■ Our focus is on renewing existing patent licenses on favorable terms and
reaching agreements with the remaining uncontracted mobile device players.
■ We continue to expand patent licensing into new segments, such as
automotive, consumer electronics, and IoT.
■ We license our unique cutting-edge audio/visual technologies to consumer
device manufacturers.
■ We are expanding our brand partnerships business beyond mobile phones.
■ We have declared more than 3 500 patent families to the European
Telecommunications Standards Institute (ETSI) as essential for the 5G
standard, reflecting our continuing leadership and strong momentum in
cellular technology R&D and standardization.
■ An independent study by PA Consulting concluded we are #1 for ownership
of granted patents that researchers found essential to the 5G standard.
■ We signed and continued to benefit from patent license agreements for
mobile devices, consumer electronic devices, and IoT connected devices.
■ In September we successfully renewed one of our major patent license
agreements. This new agreement demonstrates the strength of our portfolio,
particularly now that we have 5G patents to offer.
■ We continue to make good progress with our automotive licensing program.
Many automotive brands, including AUDI, Bentley, BMW, Mini, Porsche, Rolls
Royce, Seat, Skoda, Volkswagen and Volvo have licenses to use our patented
inventions for their connected vehicles.
■ Over the course of the year our customers ASUS, Axon, HMD Global, OPPO,
OnePlus, and Panasonic launched a number of new smartphones and cameras
using our industry leading OZO Audio technology.
■ HMD Global launched their first 5G smartphone, the Nokia 8.3 5G and
we signed a number of new brand licensing agreements, bringing new
Nokia-branded experiences to a range of product categories. Nokia-branded
Smart TVs and media streaming devices were launched in India, Austria,
Germany and Switzerland, and Nokia-branded earphones and headphones
were launched in China.
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Business overview Our strategy
continued
Our strategy
continued
5. Operational
Excellence
Operational excellence for new levels
of efficiency, productivity and industry
cost leadership.
Operational excellence was the foundation
for our strategic priorities. In addition to
focused actions to improve our cash position,
commercial discipline and operational
improvements, we implemented various
actions across Nokia to contribute to our
commitment to successfully reduce costs
in 2020.
Focus areas and progress
■ We made significant progress with improving our cost position, and as
of the end of 2020, we achieved our EUR 500 million recurring cost
savings target.
■ Furthermore, we benefited from additional temporary cost savings of
approximately EUR 350 million, of which approximately EUR 250 million
related to COVID-19, due to lower travel and personnel expenses, and
approximately EUR 100 million related to lower annual variable compensation,
given Nokia’s business performance in 2020.
■ We have implemented structural changes to strengthen cash generation
across Nokia, and we saw solid cash performance in 2020 with an
approximately EUR 0.8 billion improvement in our net cash position, allowing
us to end the year with a net cash balance of approximately EUR 2.5 billion.
■ We strengthened commercial management process to drive better
performance in current contracts and improve outcomes in new ones. Deal
decisions now include a sharp focus on cash and return-on-capital-employed
metrics, and improved contractual terms.
■ We continued to modernize IT and simplify and digitalize our key processes
to modernize our ways of working and increase productivity.
■ Our Global Services business completed significant operational improvements
for instance by digitalizing 100% of its 5G network deployments around the
world, bringing high-quality, agility and transparency to customers globally.
■ With digital project orchestration and data inventories, Nokia is enabling
network rollouts to be carried out swiftly and cost-effectively, matching the
agility demands from customers and helping them to bring new services to
market faster.
■ We continued efforts to improve collaboration and efficiency of R&D and
made progress with our workforce strategy to ensure we have a future-fit
set of capacity and capabilities. We focused on embedding productivity
and effectiveness culture at the heart of our company for the long term.
■ We continued our site optimization strategy, reducing real estate spend
while creating modern workplaces for our employees.
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15
Performing test line maintenance in our Oulu,
Finland 5G system performance laboratory.
Business overview
Our strategy
continued
“Rebalancing for
growth” will be
replaced with
a refreshed
corporate strategy.
This will be
announced at
Capital Markets Day
on March 18, 2021.
On October 29, 2020, Nokia announced it
was embarking on a strategic review, aimed
at renewing our strategy, to be announced
at Capital Markets Day on March 18, 2021.
On December 16, 2020, we shared further
information about Nokia’s strategic
priorities and the market trends at the heart
of our strategic beliefs going forward.
Phase 1 of strategy review:
high-level strategic principles
and new operating model
On October 29, 2020, Nokia announced
the first phase of its new strategy, outlining
high-level strategic observations alongside
a new operating model designed to better
position the company for changing markets
and align with customer needs effective from
January 1, 2021.
Our industry is undergoing profound changes.
Industrial automation and digitalization are
increasing customer demand for critical
networks, with a trend towards open
interfaces, virtualization, and cloud native
software. This will revolutionize how we
design, deploy, manage and sell our products
and solutions. Our strategy renewal will ensure
we are well positioned to leverage these
trends, improve our performance and position
the company for long-term value creation.
We announced that our strategy review had
yielded four observations to further build on:
■ first, that technology leadership will be the
top priority;
■ second, that the company’s current
customer base, consisting of telco
operators and enterprises (including
webscale companies), provides a solid
platform for value creation;
■ third, that there is a longer-term
opportunity to move into higher-value
“network-as-a-service” business models;
and
■ fourth, that end-to-end as a core strategic
idea will be replaced with a more focused
approach, with each of the company’s new
business groups having a distinct role in the
overall strategy.
We also announced that from January 1, 2021
Nokia will have four business groups structured
around unique customer offerings, with
ownership for becoming one of the
technology and market leaders in their
respective sector. They will also need to
demonstrate a clear route for delivering
shareholder value with return on capital
employed as a key metric.
Our goal is to better align with the needs of
our customers, and through that increase
accountability, reduce complexity and improve
cost-efficiency. Going forward, we will have a
more rigorous approach to capital allocation
and will invest to win in those segments where
we choose to compete.
The new business groups are:
■ Mobile Networks, which will include radio
access network and microwave radio link
products, related network management,
network planning and optimization,
deployment and technical support services.
This business group will offer the full
portfolio for customers wanting to buy
mobile access networks. It will target
leadership in key technologies such as 5G,
O-RAN and vRAN. Tommi Uitto was
appointed as President of this
business group.
■ Network Infrastructure, which will include
IP Routing, Optical Networks and Fixed
Networks, as well as Alcatel Submarine
Networks business, currently reported
under Group Common and Other. This
business group will respond to the
ever-increasing demand for higher capacity,
greater reliability, faster speeds and lower
costs. Federico Guillén was appointed as
President of this business group.
■ Cloud and Network Services, which
will include the existing Nokia Software
business (excluding Mobile Networks
network management), Nokia’s enterprise
solutions, core network solutions including
both voice and packet core, and managed
and advanced services from its current
Global Services unit. This unit will also act
as a Go-to-Market and delivery channel for
products from other business groups to
enterprise customers. Cloud and Network
Services will target growth by leveraging the
industry transition to cloud-based delivery,
network-as-a-service business models, and
software- and services-led value creation.
Raghav Sahgal was appointed as President
of this business group.
■ Nokia Technologies, which will remain
largely unchanged. Jenni Lukander continues
as President of this business group.
Phase 2: mid-point update on
strategy and operating model
On December 16, 2020, Nokia provided a
mid-point update on its strategy and
operating model. We announced that Nokia
was aligning itself to deliver critical networks
to Communication Service Providers (CSPs),
enterprises and webscales.
We synthesized our
strategy analysis into
six strategic beliefs:
1. Networks are playing an increasingly
important role in society. This is allowing
us to extend our focus to serving critical
networks beyond CSPs.
2. Critical networks are built based
on a best-of-breed approach with
network elements selected on
a best performance per Total Cost
of Ownership (TCO) basis.
3. Technology leadership underpins
momentum and financial returns
in critical networks.
4. Establishing technology leadership
in some segments requires us to
anticipate, shape and invest in the
next technology window – where there
is no path, we will reassess segment
participation.
5. Gradually, value in critical networks
is migrating away from monolithic
systems towards silicon, software and
service, and will be captured through
different business models.
6. Sustained investment in long-term
innovation provides us with a platform
to take the long view.
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17
Business overview Our strategy
continued
Build cloud software and network
services future
We see value in critical networks gradually
shifting from monolithic systems to silicon,
software and services. This will increase the
importance of cloud-native and open
solutions and lead to more revenue being
captured through different business models.
We are well-positioned to be a trusted partner
in the industry transition to software-led
solutions and as-a-service delivery models,
as demand for critical networks accelerates.
Based on our leading Common Software
Foundation, Nokia is a leader in cloud-native
software including 5G Core, Digital Operations,
Monetization, Security, and Analytics/AI. We
are the first to deploy a software portfolio this
broad on any cloud, leveraging our modular
technology framework. We are experienced
in creating both carrier-grade performance
networks and working with the world’s most
demanding webscales. We will continue
building our capabilities in this area to
ensure technology and market leadership.
Strengthen our long-term research
and patent portfolio
Continuing to strengthen Nokia’s long-term
research and global patent portfolio is a key
element in securing technology leadership.
We are aiming for leadership in all domains:
innovation, product, patents, and
standardization. Committing to long-term
investment in research and innovation
will allow us to anticipate and capitalize
on industry changes and position us at the
front of the pack when new technology
windows open.
With these as focus areas we will invest in
a best-of-breed portfolio.
Our renewed operating model is designed to
enable the delivery of our strategic ambitions,
with a lean corporate center enabling fully
accountable business groups.
The third phase of the strategy update,
with detailed business group strategies,
will take place on Capital Markets Day on
March 18, 2021.
We are positioning Nokia to lead in a world
facing big challenges: environmental issues,
resource scarcity, inequality and stalling
productivity. Technology will be an essential
part of the solution, with an increase in
critical networks, which will extend to all
corners of society.
Critical networks are advanced networks that
run mission-critical services for companies
and societies. They are becoming increasingly
important and extending to all corners of
society. This means that Nokia’s addressable
market for critical networks with CSPs,
webscales and enterprises is also extending.
To position ourselves for long-term success,
we have defined three focus areas:
Secure technology leadership
Customers will take a best-of-breed approach
selecting network elements from multiple
individual vendors who are able to offer the
best performance per total cost of ownership.
Nokia is aiming to be the technology leader
in the areas it chooses to play in. We have
a strong position in technologies that are
important for critical networks, such as open
and virtualized radio access networks and
we are on course for a 100% cloud-native
software portfolio.
Our history
Our
history
Few companies have Nokia’s storied capacity
for transformation, for the development of
new technologies and for the ability to adapt
to shifts in market conditions.
From its beginning in 1865 as a single paper
mill operation, Nokia has found and nurtured
success in several sectors over the years,
including cables, paper products, rubber
boots and tires, mobile devices and
telecommunications infrastructure equipment.
Nokia’s sector-by-sector success over the
years has mirrored its geographical rise:
from a Finnish-focused company until the
1980s with a growing Nordic and European
presence; to a genuine European company
in the early 1990s; and with our acquisitions
of Alcatel-Lucent, Gainspeed, Deepfield
and Comptel in the 2010s, to a truly
global company.
Nokia has been producing telecommunications
equipment since the 1880s – almost since
telephony began.
A storied past
When Finnish engineer Fredrik Idestam set up
his initial wood pulp mill in Southern Finland
in 1865, he took the first step in laying the
foundations for Nokia’s capacity to innovate
and seize opportunities. Sensing a growing
demand for wood pulp products, Idestam
opened a second mill shortly after on the
Nokianvirta River, inspiring him to name his
company Nokia AB.
Idestam’s sense of endeavor would continue
to prevail throughout Nokia’s various phases.
In the 1960s, Nokia became a conglomerate
comprising rubber, cable, forestry, electronics
and power-generation businesses, resulting
from the merger between Idestam’s Nokia AB
and a phone and power cable producer called
Finnish Cable Works Ltd. founded in 1912,
as well as other businesses.
Transforming anew
It was not long before transformation would
occur again.
Deregulation of the European
telecommunications industry in the
1980s triggered new thinking and fresh
business models.
In 1982, Nokia introduced both the first fully
digital local telephone exchange in Europe
and the world’s first car phone for the Nordic
Mobile Telephone analog standard. The
breakthrough of GSM (Global System for
Mobile Communications) in the 1980s
introduced more efficient use of radio
frequencies and higher-quality sound. The
first GSM call was made with a Nokia phone
over the Nokia-built network of a Finnish
operator called Radiolinja in 1991.
It was around this time that Nokia
made the strategic decision to make
telecommunications and mobile phones
our core business. Our other businesses,
including aluminum, cables, chemicals, paper,
rubber, power generation and television,
were subsequently divested.
By 1998, Nokia was the world leader in
mobile phones, a position it enjoyed for
more than a decade.
And still the business and technology worlds
would continue to evolve, as would Nokia.
A shifting industry
In 2007, Nokia combined its telecoms
infrastructure operations with those of
Siemens to create the NSN joint venture. We
later bought Siemens’ stake in NSN in 2013 as
the business was emerging from a successful
strategy shift and the reality of the Fourth
Industrial Revolution of connected devices,
sensors and people was starting to take shape.
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19
Business overview Our history
continued
Innovation
In 2011, we joined with Microsoft to
strengthen our position in the highly
competitive smartphone market, which in
2014 resulted in the sale of our Devices &
Services business. Nokia emerged from the
transaction with a firm financial footing and
three strong businesses – Nokia Networks,
HERE and Nokia Technologies – focused
on connecting things and people.
But Nokia’s transformation was not complete.
Our former HERE digital mapping and location
services business, an arena we entered in
2006, had been a key pillar of Nokia’s
operational performance. However, following
a strategic review of the business by the Board
in light of plans to acquire Alcatel-Lucent,
Nokia decided to sell the HERE business
in 2015.
“ Nokia’s long history
is marked by change
and reinvention. ”
Acquisition of Alcatel-Lucent
and beyond
The acquisition of Alcatel-Lucent, completed
in 2016, positions Nokia as an innovation
leader in next-generation technology and
services.
Our reputation as an innovation powerhouse
has been bolstered by the addition of Bell
Labs, now known as Nokia Bell Labs. It joined
a future-focused business backed by tens
of thousands of engineers and thousands
of patent families, a reflection of Nokia’s
innovation pedigree, which has produced an
extensive array of benefits for consumers,
businesses and society as a whole.
This acquisition helped us shape the
connectivity and digitalization revolution
before us – the Fourth Industrial Revolution –
in which billions of people, devices and
sensors are connected in a way that opens
up a world of possibilities. These can
make our planet safer, cleaner, healthier,
more sustainable, more efficient and
more productive.
This Fourth Industrial Revolution will require
high-performance networks powered by 5G
that will provide connectivity throughout the
landscape. 5G will enable a wireless Internet
of Things (IoT), helping to automate any
physical business processes in verticals
such as manufacturing, transport, logistics,
smart cities, utilities, tele-medicine and
environmental management.
Nokia today is at the forefront of the
5G evolution through our technology
innovations, including 3 500 5G patent
families, and we continue to drive open
interfaces, virtualization and cloud-native
software. We partner with communication
service providers (CSPs), enterprise
customers and webscales.
Nokia’s long history is marked by change
and reinvention. We have always been excited
by where technology will lead us as we seek
to enable the human possibilities of a
connected world. We will continue to innovate,
reimagining how technology works for us
discreetly while blending into, and enriching,
our daily lives.
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By driving tomorrow’s innovation while
delivering today’s technology, we help make
businesses more productive, environments
cleaner, workplaces safer, economies stronger
and enrich people's lives. Our long-standing
commitment to innovation enables our
customers to deliver extraordinary,
transformative experiences. Working
alongside communication service providers
(CSPs) and enterprise customers across
industries and around the world, we are
building the future technologies that will
make Industry 4.0 a reality and enhance
virtually every aspect of life.
Research and development
Our research and development (R&D)
efforts are led by our business groups and
by Nokia Bell Labs, the world-renowned
industrial research arm of Nokia. As one of the
industry’s leading investors in communication
technology R&D, we drive innovation across
a comprehensive portfolio of network
equipment, software, services and licensing
opportunities across the globe. Our
continuous product development in 5G,
private wireless, intelligent analytics and
automation, IoT, and next-generation
software-defined networks enables our
customers to address the needs of a digitally
connected world.
We have a global network of R&D centers,
each with individual technology and
competence specialties. The main R&D
centers are located in Belgium, Canada, China,
Finland, France, Germany, Greece, Hungary,
India, Italy, Japan, Poland, Portugal, Romania,
Slovakia, the UK and the US. The ecosystems
around each R&D center help us to connect
with experts on a global scale, and our
R&D network is further complemented by
cooperation with universities and other
research facilities. In Belgium, China, Finland,
France, Germany and the US, we have
significant Nokia Bell Labs research activities
where we are conducting disruptive research
for the next phase of human existence.
A research and development engineer performing
5G testing in our Oulu lab.
21
Business overview
Innovation
continued
Nokia
Bell Labs
Equally significant is Nokia Bell Labs’ active
leadership in establishing communication
technology standards through global
standards-setting bodies. Our work in this
area accelerates innovation and drives
interoperability, expanding the possibilities
for communication service providers,
industrials and consumers in the 5G era.
■ Disruptive research leadership:
Fundamental research underpins Nokia Bell
Labs’ mission to innovate the technologies
and make the discoveries that improve
human existence. Our research has laid the
foundations for the digital world we live
in through the software that powers it and
the communications networks that connect
it. Today, Nokia Bell Labs research follows
many diverse trajectories but with a
common goal: devise the technologies
that will have the most sustained impact
on the service providers, enterprises and
the industries Nokia serves.
■ Technology architecture leadership: Nokia
Bell Labs is creating the next technological
architecture for the industry. This includes
building and demonstrating the power of
seamless network and service orchestration
across Nokia’s comprehensive product
portfolio, which will be critical for the
massively scalable networks of the future.
Bell Labs Consulting leads customer
engagement around future technology
architecture, providing independent advice
to service providers, enterprises and
industries, while our Future X Labs showcase
the possibilities of the evolving architectures.
The world-renowned industrial
research and innovation arm
of Nokia
Nokia Bell Labs has invented many
foundational technologies that underpin
information and communications networks
and all digital devices and systems. The Nokia
Bell Labs innovation engine accelerates
technology development for Nokia’s core
communication service provider and
enterprise businesses while also researching
the fundamental technologies that will
shape future society. Over its more than
90-year history, Nokia Bell Labs research
breakthroughs have produced nine Nobel
Prizes, four Turing Awards and numerous
other international awards.
With Nokia Bell Labs, we search for the
fundamental limits of what is possible,
rather than being constrained by the current
state of the art.
We look to the future to understand essential
human needs and the potential barriers to
enabling this new human existence. We then
use our unique diversity of research intellects,
disciplines and perspectives to solve key
problems through disruptive innovations
with the power to enable new economic
capabilities, societal behaviors, business
models and types of services – in other words,
we drive human and technological revolutions.
Nokia Bell Labs focuses on three core areas
of innovation:
■ Patents & standards leadership: Nokia Bell
Labs funnels a continuous stream of
innovation into Nokia’s intellectual property
portfolio. In addition to using these
innovations to create building blocks for
Nokia products, they are also a significant
source of patent licensing revenue.
Nokia was selected by NASA to build the
first ever cellular network on the Moon.
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23
Business overview
Innovation
continued
2020 highlights
■ Nokia declared more than 3 500 patent
families as essential for the 5G standard,
reflecting its continuing leadership and
strong momentum in cellular technology
R&D and standardization, driven largely
by foundational 5G commercial
technologies invented by Nokia Bell Labs.
■ To provide faster realization of 5G
strategies and services, Nokia Bell Labs
launched a certification program to help
industry professionals realize the full
business potential of end-to-end 5G
networks. The Nokia Bell Labs End-to-End
5G Certification Program is a
first-of-its-kind program that offers
professionals in communication service
providers and enterprises two levels of
certification – Associate and Professional
– that deliver essential knowledge
covering everything from the basics
of 5G networks to professional level
planning and design.
■ To support the higher capacity needs of
5G networks with fiber optics, Nokia Bell
Labs announced that its researchers set
the world record for the highest single
carrier bit rate at 1.52 Terabits per
second (Tbit/s) over 80 km of standard
single mode fiber – four times the
market’s current state-of-the-art of
approximately 400 Gigabits per second.
■ NASA selected Nokia and Nokia Bell Labs’
pioneering innovations to build and
deploy the first ultra-compact,
low-power, space-hardened, end-to-end
LTE solution on the lunar surface in late
2022. The network aims to provide critical
communication capabilities for many
different data transmission applications
vital to long-term human presence on the
lunar surface.
■ Nokia Bell Labs has worked with Alex
■ Nokia Bell Labs received the 2020
Thomson Racing to adapt existing and
develop new connectivity and sensory
technologies to optimize and improve the
performance of Alex Thomson and his
racing yacht for the Vendée Globe – a
24 000-mile, solo, non-stop, unassisted
race around the world. The partnership
optimizes the human performance of
Alex Thomson while discovering and
creating technologies for the 5G era
that can enhance industrial IoT and
mission-critical networks so that they can
operate in harsh physical environments.
■ Nokia Bell Labs began 6G research and
published the first white paper on the
communication and technologies needed
in the 6G era, presenting it at multiple
industry symposiums and forums.
■ Bell Labs consulting published the
‘New Collar’ white paper, a study that
analyzed different US industry sectors
and job classes to determine that digital
transformation and industrial automation
results in a new type of worker. The study
also found that the COVID-19 crisis
triggered an acceleration of digital
transformation across nearly all
industries in the world and highlighted
the impact on future labor markets.
■ Bell Labs consulting released findings
as part of the 5G Business Readiness
Report, a landmark report from Nokia,
that found that 5G-enabled industries
have the potential to add $8 trillion to
the global GDP by 2030(1).
Technology & Engineering Emmy® Award
for pioneering work on the charge-coupled
device (CCD), the digital image sensors
embedded in nearly every smartphone
and digital camera in the world. The
CCD was crucial in the development of
television, allowing images to be captured
digitally for recording transmission.
■ Nokia Bell Labs’ “Experiments in Arts and
Technology” lab collaborated with the
Finnish National Opera and Ballet on
‘Opera Beyond’, a project that explores
the opportunities for emerging
technologies to help evolve the
performing arts in Finland.
■ Nokia won the SCTE·ISBE Chairmen’s
Advanced Technology Award for
contributions to the Cable 10G initiative
based on Nokia Bell Labs’ pioneering
innovations in 10G cable systems,
including novel scheduling methods
and the move towards full duplex 10G
systems with extended spectrum in
DOCSIS® 4.0.
■ Nokia Bell Labs contributed its technical
expertise in robot orchestration, robot
network controller and human-robot
interaction to aid research and promote
socially relevant use cases as part of the
Nokia Centre of Excellence for Networked
Robotics collaboration with the Indian
Institute of Science.
(1) Source: Nokia. 5G Business Readiness Report.
October 2020.
Sales and
Marketing
During 2020, customers of Networks fell
mainly into two broad categories. The primary
customer group consisted of communication
service providers (CSPs), while enterprise
customers represented another, relatively
fast-growing, area.
Our Customer Operations (CO) organization
was, throughout 2020, the primary interface
to our CSP customers, with CO Americas
focusing on our North America and Latin
America markets, while CO EMEA & APAC
held responsibility for our Asia Pacific,
Europe, Greater China and Middle East
& Africa markets. Active in around 120
countries, CO ensured, throughout 2020,
that our customers were able to benefit from
dedicated management attention and our
teams’ deep understanding of local markets.
Our strong customer relationships were
supported by a regional and country-based
approach and by customer teams, which have
for a long time been – and continue today to
be – the face of Nokia to our CSP customers.
In addition to sales, CO was – throughout
2020 – responsible for much of our project
delivery, ensuring strong alignment between
our customer-facing sales and delivery teams
in each account. Our “One CDM” (customer
delivery manager) model provided a strong
counterpart to our sales-focused customer
team setup, ensuring that customers have a
seamless experience when working with Nokia.
Enterprise customers were in focus for
Nokia and continue to grow in importance.
Throughout 2020, enterprise customers were
served by a dedicated sales force with a global
presence, selling to enterprise customer
groups – including transportation, energy,
manufacturing and logistics, governments
and webscale businesses – both directly
and through channel partners (including
system integrators, consulting companies,
distributors and value-added resellers).
The CO organization also worked very closely
throughout the year with Nokia Software to
ensure the right level of customer focus and
expertise in this crucial area, and with Nokia
Enterprise to make sure we could efficiently
serve both our CSP and enterprise customers.
Nokia’s innovative “Service Provider as a
Partner” sales approach – in which we work
in partnership with operators to address
customers in the enterprise space, continues
to be a successful route to market for CSPs
as well as for Nokia.
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Business overview Business groups
Mobile
Networks
Market overview
The primary market for our Mobile Networks
business group includes technologies for
Radio Access Networks (RAN) i.e. mobile
access as well as Microwave Radio Links
(MWR) for transport networks. Mobile access
encompasses RAN technologies ranging from
2G/GSM to 5G/NR in licensed and unlicensed
spectrum for both macro and small cell
deployments. On October 29, 2020, as part
of our new operating model, we announced
that as of January 1, 2021 it was planned
for Mobile Networks to have a wider remit,
including RAN and MWR products, associated
network management solutions, as well as
network planning and optimization, network
deployment and technical support services.
Business overview and
organization
In Mobile Networks our goal is to be a
technology leader in 5G/NR, Single RAN
(2G/3G/4G/5G) and MWR and provide the
best value to our customers as they evolve
their networks. We continue to develop our
5G/NR portfolio according to the latest 3GPP
specifications, we have declared more than
3 500 patent families as essential for 5G, and
are proud of the number of industry firsts
that we have achieved. In January 2020, an
independent analytics firm, IPlytics GmbH,
ranked Nokia #2 for ownership of granted
5G patents declared in at least one office,
and an independent study by the consultancy
company PA Consulting concluded that Nokia
was #1 for ownership of granted patents that
the researchers found essential to the 5G
standard. We see a strong appetite for 5G
across mobile markets, and we are the only
mobile network vendor working with all the
major operators in the world’s most advanced
markets in the US, South Korea and Japan.
We are also providing 5G technology in China.
We have a large global installed base in
2G/3G/4G that is providing us with the
platform for success in 5G. We have more
than 360 customers in 4G/LTE and a robust
AirScale platform for Single RAN, which can be
upgraded from 4G/LTE to 5G/NR. We built our
AirScale portfolio and small cells, software and
26
microwave transport solutions to work across
all generations of technology and all relevant
spectrum bands for efficient, simplified and
optimized sites for our customers. In June
2020, we announced 5G AirScale Cloud RAN
in vRAN 2.0 configuration, with full baseband
in cloud including Virtualized Centralized Unit
(vCU) and Virtualized Distributed Unit (vDU). In
July 2020, we announced the addition of new
open interfaces that would be built on top of
our AirScale portfolio with a suite of O-RAN-
defined interfaces expected in 2021.
This broad technology portfolio allows us
to help our customers evolve to and launch
5G/NR networks. Nokia was involved in more
than 188 5G/NR commercial engagements in
2020, with the total number of 5G commercial
deals at 139 at the end of 2020. A total of
44 of those 5G networks were live in 2020
in Asia Pacific, China, the US, Europe, Middle
East and Africa. At the end of 2020, we also
include within our 139 5G commercial deals
19 public 5G deals with enterprise customers
beyond Communication Service Providers
(CSP), including the world's first 5G-based
network for automated rail operation with
Deutsche Bahn in Germany. We have delivered
five million 5G/NR software upgradable radios,
and we have delivered 5G/NR commercial
networks in 600MHz, 700MHz, 800MHz,
850MHz, 2.5GHz (TDD), 3.5GHz, 26 GHz,
28GHz and 39GHz. We have launched
commercially 5G/NR vRAN 1.0 which involves
Cloud RAN for 5G/NR with a virtualized
Centralized Unit (vCU). We have activated
4G/5G DSS (Dynamic Spectrum Sharing) and
5G Stand-Alone (SA) in commercial networks,
including in T-Mobile US – the world’s first
nationwide 5G SA network.
Competition
The RAN market is a highly consolidated
market, and our main competitors are Huawei,
Ericsson and Samsung. Smaller competitors
include ZTE, Fujitsu, NEC, Altiostar, Mavenir,
Parallel Wireless, JMA Wireless, KMW,
Commscope, MTI, and Airspan, for example.
The Microwave Radio Links market is more
fragmented. There, besides Huawei and
Ericsson, our key competitors include,
for example, Ceragon, NEC and Aviat.
2020 highlights
■ At the end of 2020, we had 139
commercial 5G deals, and we had
launched 44 5G networks.
■ We delivered 5G/NR commercial
networks in 600MHz, 700MHz,
800MHz, 850MHz, 2.5GHz (TDD),
3.5GHz, 26GHz, 28GHz and 39GHz.
■ Our combined 4G/LTE and 5G/NR
market share excluding China was
approximately 27% to 28%.
■ We expanded our AirScale portfolio
with a Dynamic Spectrum Sharing
(DSS) software upgrade for existing
Nokia AirScale base stations.
■ We had 260 private wireless customers
and 19 publicly announced private
5G wireless customers.
■ Nokia launched the world’s first
automated 4G/5G network slicing
within RAN, transport and core
domains.
■ We announced the next-generation
5G AirScale Cloud RAN solution based
on vRAN 2.0, with general availability
expected in 2021.
■ We announced the world’s first 5G
liquid cooling deployment with Elisa.
Our liquid-cooled 5G AirScale Base
Station allows operators to cut their
BTS site energy expenses by 30% and
CO2 emissions by 80%.
■ We announced an initial set of O-RAN
functionalities with a full suite of
O-RAN-defined interfaces expected
in 2021.
■ Nokia, Elisa and Qualcomm achieved
the world’s fastest 5G speeds on a
commercial 26 GHz network in Finland
by delivering 8 Gbps for the first time
serving two 5G mmWave devices
connected simultaneously.
■ Dell’Oro Group, an industry analyst
company, outlined in their Q3/2020
Microwave Transmission report
that Nokia was one of only three
vendors (with Aviat and Huawei)
who outperformed the market and
increased their market share. Nokia’s
share of the new E-Band market (5G
wireless backhaul) sharply increased
by eight percentage points.
Customers can visit our usability lab in Oulu,
Finland to experience our technology.
NOKIA IN 2020
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27
Business overview
Business groups
continued
Global
Services
Market overview
Nokia deploys, supports and operates
communication service providers’ (CSP) and
enterprise networks. This includes network
infrastructure services and professional
services for mobile networks and managed
operations for fixed, mobile, IP and optical
domains. In addition, new growth areas are
network cognitive services and analytics,
deploying and operating networks in public
sector, energy and transport markets and
introducing new business models for CSPs,
such as our Worldwide IoT Network Grid (WING).
Business overview
and organization
Nokia’s services, solutions and multi-vendor
capabilities guide CSPs in their digital
transformation journey and help navigate
through the evolving technology landscape,
network complexity and data growth.
We work with CSPs to improve end-user
experience while providing support in day-
to-day network planning, implementation,
operations and maintenance.
The offering, which was part of the Global
Services business group in 2020, allows
Nokia to differentiate in the 5G market while
helping CSPs prioritize their 5G investments
and bring 5G-based services to the market
faster. Nokia 5G digital services portfolio
helps CSPs assess the technical choices and
design and deploy end-to-end 5G networks
that meet the needs of diverse 5G use cases
such as cloud gaming, connected cars and
autonomous factory robots.
A key focus area in Global Services is
empowering CSPs to transform to digital
service providers, supported by a digital
architecture for the full lifecycle of network
design, deployment, operations and technical
support – for both legacy and cloud-based
networks. The Nokia AVA cognitive use cases
provide advanced AI and analytics as well as
a common data lake to help boost network
performance, operational efficiency and
customer experience. We also help digital
service providers to seize the possibilities of
Internet of Things (IoT) and enter new markets
using Nokia Worldwide IoT Network Grid
(WING), which provides seamless connectivity
across geographical borders and technologies.
We enable our customers to enter new
markets rapidly and with low risk through
pay-as-you-grow or revenue share models.
Enterprise is a strategic growth area for Nokia.
In 2020, Global Services was focused on
enabling the digitalization of asset-intensive
industries with connectivity-driven services
and digital automation solutions. Our new
digital service framework shortens sales
cycles and drives rapid, repeatable service
delivery helping our enterprise customers
to minimize complexity. We deploy private
broadband networks to accelerate the
digitalization of industries, enabling higher
productivity, operational efficiency and
increased worker and asset safety. Our global
expertise in managed services enables our
enterprise customers to reap the benefits
of operational transformation, managed
security and network operations support for
their new IP/MPLS and mission-critical private
LTE networks.
Competition
In a market segment that combines products
and services as well as managed services,
Nokia competes against traditional network
equipment providers such as Ericsson and
Huawei, while for the service-led businesses
such as cognitive, IoT and enterprise services,
we see other competitors such as Cisco, HPE,
and IBM emerging.
Our services teams around the world enable
our customers to maximize the potential
of their networks.
■ In Enterprise Services, Nokia introduced
four private wireless connectivity segment
solutions for connected mining, private
wireless for ports and airports, and train
to ground. Nokia also announced
agreements with Grand Paris Express
France, Area X.O. Canada, Vale Brazil,
Norcat Canada, BV Singapore, Ameren
USA, PGE Systemy Poland, among others.
2020 highlights
■ Nokia digitalized 100% of global
5G network deployments, enabling
customers to benefit from a faster,
more sustainable and higher-quality
network deployment process.
■ Global Services launched the Nokia
AVA Quality of Experience (QoE) at the
Edge service which enables artificial
intelligence to be deployed at the edge,
allowing real-time automated actions to
improve customer experience, and Nokia
AVA 5G Cognitive Operations which uses AI
to inform network slice creation and help
CSPs comply with committed service level
agreements (SLAs) for massively scaled
5G networks and enterprise services.
■ Nokia WING, a managed service for
global IoT deployments that provides
seamless connectivity across geographical
borders and technologies, saw
continued momentum with US Cellular,
Smart Philippines, China Mobile IoT,
Vodafone India and Telecom Argentina,
and continued partnership with AT&T.
Nokia also upgraded the WING service
with 5G and Edge capability to enable
operators to offer 5G IoT services faster
and cost-effectively.
■ GlobalData, an industry analyst company,
rated Nokia as ‘Leader’ in managed
services for the second consecutive year,
a testimony to our advanced operations
capabilities. In managed services, Nokia
announced agreements with Rakuten
Mobile to implement a ‘zero touch’
operational environment for 4G and 5G
services and with A1 Austria on all existing
and new private LTE and 5G enterprise
campus network deployments. We also
introduced cognitive operations to enable
CSPs to transform their network and
services operations though extreme
automation enabled by AI.
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29
Business overview
Business groups
continued
Fixed
Networks
Market overview
The primary market of Fixed Networks (FN) is
the communication service providers (CSP). FN
has been diversifying outside the CSP market
into new segments such as new infrastructure
wholesalers and enterprises. FN’s mission is to
provide affordable ultrabroadband solutions
to connect more people, sooner. FN builds
solutions that deliver hundreds of megabits
or even gigabit broadband to homes, small
businesses and cell sites, and sustain that
gigabit experience into every corner of the
home using mesh Wi-Fi solutions. Fiber-to-
the-home (FTTH) is now established as the
main solution but other fiber-rich access
technologies, such as fixed wireless access
(FWA) and xDSL upgrades, continue to be an
attractive complement. The key to making
the universal “gigabit to the home” business
case work – connect more people, sooner – is
to select the right tool from a broad toolkit.
In the 5G era, FN’s FWA and the reuse of FTTH
for connecting denser 5G cells site grid are
seeing significant traction.
Business overview
and organization
The Fixed Networks focus is based on three
pillars: fiber-based access infrastructure to
bring a gigabit to every home, business and
5G cell site; Wi-Fi solutions to bring a gigabit
into the home; and cloud/virtualization
solutions to automate and simplify the
network. Innovation and thought leadership
are a cornerstone of all three areas.
The first pillar of the strategy is about
offering the right technology mix to deliver
gigabit access to more people, everywhere. It
includes fiber, fixed wireless access, and xDSL
upgrades, and we have a top three position
in every market we serve. Nokia is a leader in
fiber access with more than 270 customers.
In 2020, FN introduced the industry’s first
25G PON technology. FN remain a market
leader in copper technologies, such as VDSL
and G.fast and have taken a leading position in
the burgeoning fixed wireless access market,
including 4G and 5G outdoor receivers
and 5G indoor gateways, with more than
85 customers and trials. Our in-house
developed Quillion chipset ensures we
have best-in-class performance across
our portfolio and can innovate at pace.
The second pillar is about ensuring perfect
gigabit connectivity throughout the home.
Our Nokia WiFi portfolio includes mesh
Wi-Fi solutions to provide Wi-Fi coverage in
every corner of the building and advanced
cloud-based controllers that not only
manage and optimize Wi-Fi performance in a
single home but also between buildings and
across a network. In 2020, we were first to
market with a self-optimizing mesh Wi-Fi 6
solution, providing a superior experience
for consumers. We have 45+ CSP references
for our Nokia WiFi solution.
As CSPs continue to combine different
technologies and deployment models, their
networks become more complex. The third
pillar of the Fixed Networks strategy looks
at simplifying and automating operations,
with the cloud and virtualization playing
a key role. FN’s Software-Defined Access
Network (SDAN) solution takes an open
and pragmatic approach, with concrete use
cases such as access network slicing, and
a smooth evolution path for the installed
base. Advances in FN’s SDAN controller cloud
platform, Altiplano, take CSPs a step closer
to the autonomous network. There are now
more than 250 SDAN-ready deployments.
Underpinning these three pillars is FN’s
market-leading services that provide CSPs
with smart and efficient ways to transform
their networks, adopt new technologies
and operate their networks. FN has more
than 75 network transformation projects
to its name and 30+ multi-vendor
maintenance contracts.
Competition
The competitive landscape in fixed access for
CSPs has two major key players, Nokia and
Huawei. ZTE follows in third position. Despite
the dominant position in China held by these
two Chinese players, Nokia holds a #2 position
worldwide, particularly strong in optical line
termination (OLT), with 37% market share
in the 12 months rolling period ending in
June 2020. Smaller players, such as Calix and
Adtran, are relevant in North America and
Fiberhome in China but have limited footprint
worldwide, with an estimated market share
below 10% and no comparable breadth of
portfolio. Nokia is the only major vendor
with a trustworthy market-leading position
in every territory.
2020 highlights
■ Nokia continues to be a market leader
in fiber and fiber extensions (DSL
upgrades such as VDSL, G.fast) and has
become a leader in the new 5G fixed
wireless access segment. We are the
only vendor with a leading market
share in all regions worldwide, and
the only Western supplier in China.
■ 2020 saw Fixed Networks launch two
industry-first solutions: 25G PON
enables CSPs to converge home
broadband, business services, and
5G mobile transport on a single PON;
self-optimizing Wi-Fi 6 brings
high-performance gigabit Wi-Fi
to every corner of the home.
■ Our three-pillar strategy is paying off
and 2020 saw growth in core solutions
as well as new technologies such as
whole-home Wi-Fi, fixed wireless
access and virtualization. Notable
project announcements in 2020
include: Vodacom South Africa (FWA);
Openreach and Vivacom Bulgaria
(XGS-PON); NetCologne; and Converge
ICT (SDAN).
■ Nokia, along with AOI, Chorus,
Chunghwa Telecom, Ciena, MACOM,
MaxLinear, NBN Co., Sumitomo
Electric Industries, Ltd., and Tibit
Communications, has established
a multi-source agreement (MSA)
to promote and accelerate the
development of 25G PON, an
important next-generation technology
that supports emerging 5G and
industrial demands.
30
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31
Testing our 5G Wi-Fi router.
Business overview
2020 highlights
■ Nokia redefined data center fabrics
with the launch of a new and modern
Network Operating System (NOS) and
a declarative, intent-based automation
and operations toolkit, allowing cloud and
data center builders to scale and adapt
operations brought on from technology
shifts such as 5G and Industry 4.0. Apple
is an early adopter of the innovative
technology, deploying the solution within
its cloud operations in its data centers.
■ Nokia launched its WaveFabric Elements
portfolio of photonic chips, devices and
subsystems, including its fifth generation
coherent digital signal processor family,
the Photonic Service Engine V (PSE-V).
■ Nokia introduced new capabilities to
automate 4G/5G network slicing across
the RAN, transport and core domains,
including new functionalities to its
Network Services Platform (NSP) to
enable it to play a key role in transport
and core slicing.
■ Rakuten Mobile selected the Nokia 1830
Photonic Service Switch to power its
reconfigurable photonic mesh mobile
backhaul network. Nokia’s cutting-edge
coherent and optical component
technologies will enable Rakuten Mobile
to flexibly grow its network bandwidth for
the rapid rollout of 4G and 5G services.
■ Equinix deployed a new Nokia IP/MPLS
network infrastructure to support its
global interconnection services. This
enables Equinix to consolidate into one,
efficient webscale infrastructure to
provide FP4-powered connectivity to
all data centers – laying the groundwork
for customers to deploy 5G networks
and services.
■ DISH Network selected Nokia’s
cloud-native, standalone core software
products to help it build the most
advanced, disruptive, fully-automated,
cloud-native 5G network in the US.
The agreement includes subscriber data
management, device management,
packet core, voice and data core,
as well as integration services.
Our data centers support critical networks.
Business groups
continued
IP/Optical
Networks
■ IP service gateways for residential, business,
mobile and Industrial IoT services and
unique hybrid solutions enabling converged
service delivery;
■ IP network intelligence, analytics and
distributed denial of service (DDoS)
security solutions;
■ optical networking solutions including
coherent optical transponders, OTN
(Optical Transport Network) switching
and transport, WDM (Wavelength-Division
Multiplexing), ROADMs (Reconfigurable
Optical Add-Drop Multiplexer), and optical
line systems for metro access and
aggregation, data center interconnection,
longhaul and subsea applications;
■ network automation platforms that analyze,
control and manage multi-vendor IP and
optical networks;
■ data center automation and
software-defined WAN solutions that
configure network connectivity among
clouds and to any enterprise branch
office with the ease and efficiency of
cloud compute; and
■ an extensive portfolio of professional
services to accelerate the benefits of
integrating new technologies to transform
networks and leverage the latest
innovations in SDN, virtualization and
programmable IP and optical networks.
Competition
Our competitive landscape in this space
includes Cisco, Juniper Networks, Huawei,
and Ciena.
Market overview
CSP networks are under tremendous pressure
from cloud-based applications, ultra-
broadband evolution and emerging Industry
4.0 applications and services. Our IP and
optical networking solutions reduce time to
market and risk as CSPs launch new consumer,
mobile and enterprise services, rapidly
scale them to meet surging demands, and
continually add new features and functions.
Our insight-driven network automation
solutions help to further ensure that network
services are delivered with consistent quality,
reliability and security and that restorative
actions are automatically initiated when any
parameter varies beyond set limits. Overall,
our comprehensive portfolio enables CSPs
to build and operate automated, secure, and
high-performance networks at massive scale.
These carrier-grade, mission-critical
attributes also address the needs of – and
are valued by – other customer segments
including webscale companies and
enterprises. In the enterprise segment, we
address verticals including transport, energy
and the public sector as well as healthcare,
finance and retail enterprises leveraging
similar solution sets augmented with
purpose-built capabilities.
Business overview
and organization
Our IP/Optical Networks business group
provides the high-performance and massively
scalable networks that underpin the digital
world’s dynamic interconnectivity. Our
portfolio of robust and innovative systems,
software and services play across multiple
domains including IP routing and switching,
optical networking and network automation.
The IP/Optical Networks product portfolio
includes:
■ IP routing solutions for aggregation, edge,
core, data center and internet peering
applications;
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Business overview
Business groups
continued
Nokia
Software
Our Digital Operations Center helps
network operators create dedicated
slices of their networks.
Market overview
Nokia Software holds the #1 position in the
telecoms software market(1).
Its market is driven by large-scale service
and network operations automation; digital
business transformation; and the shift to
5G and the cloud. The business also saw an
increase in operator demand to optimize
and secure their networks to cope with
the communications shifts of COVID-19.
Business overview
and organization
Built on Nokia’s cloud-native Common
Software Foundation (CSF), Nokia’s multi-
vendor and multi-network software solutions
enrich and secure user experiences; automate
operations and infrastructure; and drive new
revenue streams and cost-efficiencies. Nokia’s
CSF ensures our software solutions are easy
to deploy, integrate, use, scale and service.
Nokia was the first to build a cloud-native
software platform at scale in the telecoms
software market.
Nokia Software’s business has two parts,
Applications and Core. Nokia Software
applications improve customer experiences
with better intelligence, security, operations
and services. Nokia’s core network solutions
span 5G, mobile broadband, and IoT; and
simplify operations and enable new services
and revenue streams.
Nokia Software’s strategy is to focus
investments in the strategic areas of 5G,
automation, portfolio integration, and
digital innovation platforms. Investment in a
cloud-native CSF and our multi-vendor, multi-
network agnostic approach sets us apart
from most large competitors. Against smaller
players, Nokia has the advantage of global
delivery capabilities and a large installed base,
backed by a broad portfolio.
Competition and ecosystem
Nokia’s software competitors fall into two
main categories: independent software
vendors (ISVs) and network equipment
providers (NEPs). The main ISV competitors
are Amdocs, Netcracker and Oracle. The
main NEP competitors are Huawei and
Ericsson, which sell software as part of large
infrastructure deals. In addition, we see
increasing competition from niche,
boutique software players.
In the past year, “webscale” players such as
Amazon Web Services, Google Cloud Platform,
and Microsoft Azure have taken actions to
increase their service offering to CSPs. These
developments will accelerate the move to
cloud-native telecoms software, on which
Nokia Software has geared its strategy, and
will open new possibilities for partnering with
these webscale players.
While also this market segment faces some
pricing pressure, telecom software provides
significant long-term opportunity for vendors
that can drive technology and operational
leadership and set the pace of transformation
in the industry.
Nokia’s software business is #1 in applications
and applications services by revenue,
according to Analysys Mason, and has
20–25% market share in core networks,
according to Nokia data.
(1) Source: Analysys Mason. September 2020.
2020 highlights
■ We launched several cloud-native
software applications:
– Nokia Network Operations Master
to provide vendor-agnostic network
management functionalities for
managing 5G networks;
– Nokia Assurance Center software
to automate network and service
operations by using machine learning
to help CSPs deliver service level
agreements required for new
network functions;
– Nokia Experience Center software to
enable automated action prioritization
based on what is experienced by
customers;
– Digital Operations Center software
to give CSPs new revenue-enhancing
opportunities with an automated
platform that manages 5G slice-based
services securely; and
– Upgraded cognitive Self-Organizing
Networks software to provide CSPs
with zero-touch operations for 5G
and enabling real-time solution
deployments.
■ Core saw continued commercial
– Singtel selected Nokia to collaborate
momentum and innovation. Industry
research group Global Data ranked Nokia’s
Telecom Applications Server as "Leader"
again and Nokia’s Session Border Controller
as “Very Strong” in all categories.
on developing and trialling 5G network
slicing capabilities, based on a Network
as a Service (NaaS) approach that
provides customers with highly
customizable services;
■ Secured the #1 market share for
Self-Organizing Networks, according to
LightCounting.
■ Nokia Software’s technology leadership
furthered both our Core and Apps
deal-win rate and increased their
footprint in dozens of new and/or existing
customers, including:
– Optus selected Nokia to help it provide
IoT software solutions to Australian
mining, utilities and transportation
industries;
– Airtel deployed India's largest open
cloud-based VoLTE network with
Nokia’s CloudBand Infrastructure
software;
– Rakuten selected Nokia’s Core services,
Monetization and Digital Experience
solutions;
– Ooredoo Qatar rolled out Nokia’s
cloud-native 5G Core network software
for commercial 5G services; and
– DISH chose Nokia’s cloud-native 5G
– Sunrise deployed Nokia’s Converged
standalone Core software to build the
operator’s US 5G network with scale,
performance, and efficiency;
– China Unicom awarded Nokia
approximately 10% share of the
operator’s 5G core network;
Charging software to drive 5G
monetization.
■ There was significant growth in our
enterprise business (outside of CSP
customers) driven, for example, by deals
with Highways England and EltaLab, a
Private 5G Core/Apps win in Austria with
Citycom; and the first commercial win for
the Nokia Enterprise Voice Core solution.
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35
Business overview
Energy
Nokia provides energy companies, including
power utilities, mining, and oil and gas
companies, with private wireless networks
that offer an affordable, agile, and secure way
to deliver improved automation to a range
of mission-critical operations in remote and
harsh environments, from wind farms to
offshore oil rigs, protecting lives, ensuring
business continuity, and increasing
productivity. Our solutions have proved
essential during COVID-19 as we helped our
power utility customers adapt to major
changes in grid usage – powering up field
hospitals, and balancing power distribution
needs as usage shifted from commercial
to residential.
Government and cities
The Public Safety, Smart City, and National
Government segments were influenced in
2020 by the response to COVID-19 and the
need for broadband to support citizens
with education and work in a remote and
virtual environment. Globally, we anticipate
an acceleration of Government Driven
Broadband Initiatives and digital government
projects stemming from gaps in broadband
availability, which have become essential
today. Our community broadband solutions
help governments, state, provincial, local
agencies, and municipal power utilities to
address inner-city connectivity coverage gaps
and address rural broadband needs.
Nokia’s public safety solutions provide first
responders with real-time, broadband
mission-critical communications that help
save lives and manage crisis situations.
We also help design future-proof cities
powered by the required connectivity
infrastructure and applications to deliver a
safer and more inclusive environment for all
citizens. In the realm of Smart Cities, Nokia
offers the ‘city as a platform’ solution, a
unique platform-based approach to provide
connectivity, data sharing and usage control
capabilities for municipal services such as
smart parking, lighting, traffic management.
The outcome for municipalities is an improved
quality of life of all citizens.
5G enables automation using robotics to drive
the Fourth Industrial Revolution.
Business groups
continued
Nokia
Enterprise
Market overview
In 2020, Nokia continued to grow its
business with enterprise customers focusing
on two main market needs – the need for
high-performance connectivity for hybrid
hyperscale clouds and the need for
mission-critical networks in asset-intensive
industries. Driven by the continued growth
in cloud adoption, our webscale customers
continue to require high-performance cloud
connectivity. In 2020, we expanded our
market opportunity in high-performance
cloud connectivity portfolio with our data
center switching launch. We also enhanced our
private wireless portfolio, with the launch of
our 5G standalone capabilities and Modular
Private Wireless solutions.
Our enterprise customers were highly
impacted by COVID-19. However, in
aggregate, our customers proved to be
resilient as they adapted to social distancing
and local health requirements, which
redefined the global workplace with remote
and autonomous workplaces. In addition,
global business value shifted towards
resilient global supply chains as well as the
prioritization of business continuity plans,
increasing the demand for mission-critical
networking. We continue to monitor the
overall market impact of the pandemic
across the enterprise segments we serve.
Nokia continues to address the enterprise
market through a combination of direct sales
and service provider, system integrators,
industrial, direct and indirect reseller, and
distribution partners.
We bring our customers a lauded ethics track
record, and corporate values that instill
integrity and security, coupled with market
expertise tailored to their individual needs.
Our comprehensive services portfolio wraps
our technology offers with deployment
assurance, ensuring our customers get
performance, innovation and results from
the solutions they’ve trusted us to mobilize
in their networks.
Business overview
and organization
Nokia has been serving enterprise clients for
decades. In that time, we have developed a
deep knowledge of the business requirements
of the segments we serve. We leverage this
long-developed expertise, to architect, build,
and deliver solutions to our customers and
our partners’ end-customers. Those solutions
include innovative, high-performance,
carrier-grade wireless networks, fixed
networks, IP routing, optical networks, and
communication and security software. In
addition, we leverage our ecosystem of
partners to round out our solutions in areas
where we do not participate broadly such as
devices, autonomous guided vehicles, and
spectrum. We pre-integrate many of our
solutions and customize these towards
segment-specific requirements and a suite
of lifecycle services.
Our innovation roadmap is the Nokia Bell Labs
Future X for industries network architecture.
It provides a blueprint for industrial networks,
intelligently combining high-performance,
ubiquitous access with intelligent IP/optical
networks, and agile multi-cloud-enabled
solutions for industrial automation.
Analytics-driven digital value platforms and
business applications are tailored to the
unique needs of each industry – with security
embedded at all levels of the architecture.
Our approach has been validated in the
market with 1 545 mission-critical customers
and our private wireless solutions are used
by 260 customers globally.
Our Energy, Transportation, Government
and Cities, and Manufacturing and Logistics
customers continued to deploy mission-critical
connectivity and applications powered by
Industry 4.0 acceleration and the need to
connect, automate, manage, and control
critical industrial assets.
Transportation
Nokia continues to expand our market
penetration into railways, aviation, and
maritime segments. We deliver solutions
that improve workplace safety and efficiency,
enable autonomous operations, and help
build better customer experiences. Our
solutions support railway signaling, air traffic
control critical communications, airport
communications, and connectivity as well as
effectively automating passenger screening
for health and safety. Nokia is well positioned
in the railway market as it transitions to
the 5G-enabled Future Railway Mobile
Communications System, a new standard
for railway communications.
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Business overview
Business groups
continued
Manufacturing and logistics
Nokia enables Industry 4.0 acceleration in the
Manufacturing, Supply Chain, and Logistics
segments. Our private wireless networking
solutions and IoT platforms help to
automate operations, increase productivity,
and reduce costs. Through the digitalization
and automation of operational systems,
manufacturers and logistics companies can
build resiliency and ensure business continuity
during impact events.
Nokia has built a foundational customer base
providing easy to implement private wireless
solutions to enable greater degrees of factory
and warehouse automation. In 2020, we
gained traction with deployments with A1 and
Magna International in Austria, and Toyota
Production Engineering in Japan, and Bosch
in Germany.
Webscale companies
Webscale companies handle billions of
transactions per day in their networks.
These customers demand hyper-efficiency
in content delivery and support exceptional
online experiences. We help connect webscale
infrastructure with high-performance
IP routing, open optical systems, and
alternative access and subsea networking
solutions. Nokia co-develops advanced open
network components with our webscale
customers to enhance the performance of
public and hybrid cloud platforms, driving
market leadership and enabling timely
product availability. In 2020, we announced
our new data center switching portfolio with
initial customer support from Apple, BT, LINX,
Equinix, Turkcell, and others.
Competition
We operate in a complex ecosystem where
some companies are our customer, our
partner, and our competitor. In that ecosystem,
our competitors range from broad networking
companies with which we have competed for
some time, and specialized competitors
focusing on a single customer segment, to a
large set of new, smaller competitors who are
typically attracted to the transformational
value and opportunity of 5G.
Drones can be deployed as an application using
private wireless networks.
Networking competitors include Cisco,
Juniper, Ciena, Ericsson, and Huawei (in select
geographies). In addition to our primary
competitors, we also face more segment
specific competitors such as Motorola, Calix,
and Adtran in the public sector, Kontron in
the transportation segment, Arista in the
webscale segment, and in the private
wireless domain companies such as Athonet
and Celona.
Nokia maintains a key advantage for our
customers as we offer solutions and expertise
spanning broadband wireless, LTE and 5G and
we have proven leadership in the market with
successful private wireless deployments.
Our unique Digital Automation and Modular
Private Wireless are leading solutions in
the market (1).
Nokia has a proven co-development track
record of working with our customers on
high-performance product development
that results in market breakthroughs.
Our high-performance FP4 and PSE-V digital
signal processors (DSP) optimize power,
performance, and cost across multiple
form-factors with our DSPs supporting
applications from metro to subsea
deployments. Our focus on open systems
offers customers flexibility, business agility
and reduces the risks associated with
vendor lock-in.
(1) Source: GlobalData. September 20, 2020.
2020 highlights
■ We increased our private wireless
networks (4.9G/LTE) business with
260 customers across the globe and
cross-industries, marking our leadership
position in the market. We also launched
the world's first commercially available
5G standalone (SA) private wireless
solutions for the industrial world, a ‘direct
to 5G’ entry point for high-spec industrial
use case validation, pushing the 5G
ecosystem and leapfrog enterprises into
the future with industrial applications
such as robotics, mixed reality platforms,
digital automation of operations,
and 4K video.
■ We expanded our global collaboration
with service providers as partners
(e.g. Verizon, AT&T, A1, NTT Docomo) to
serve enterprises leveraging spectrum
sharing capabilities, and leading to
Industry 4.0 acceleration driven by
private wireless. This resulted in business
growth across markets and segments.
■ We have moved up the value chain of
industrial automation services adding
horizontal and vertical capabilities
that are critical to client use-cases,
including positioning, video analytics,
industrial protocol support, security,
and management of end devices.
These capabilities allow us to deliver
segment-specific outcomes as-a-service,
expand our automation and integration
capabilities and provide our customers
with the ability to digitalize industry-
specific applications and facilitate the
convergence of operational technologies
(OT) and information technologies (IT).
■ We solidified our leadership position
in the private wireless market with the
mining industry, helping our customers
with open-pit and underground mines
move past the limitations of Wi-Fi and
gain the performance needed for their
industrial automation and workplace
safety programs. We achieved key wins in
Chile, Australia and Canada, where our
Nokia Private wireless solutions are
helping to make mines safer, more
productive and sustainable.
■ We were honored to be selected by NASA
as a key partner for its next mission to
the moon. Our innovations, deployed in
the most extreme environments, are
driven by Nokia Bell Labs for NASA and
will provide the first-ever cellular network
on the moon as it is established as a base
of operations for forthcoming missions.
Connectivity and performance will be
critical to providing NASA with timely
communications and control for
automated operations. In the same
timeframe, Nokia was selected by the
U.S. Department of Defense to develop
effective methodologies to allow the
sharing or coexistence between airborne
radar systems and 5G cellular telephony
systems in the 3.1–3.45 GHz band. We
were also selected by EE (part of the
British Telecom Group) to build the world’s
first 4G LTE air-to-ground network for
emergency services in the UK.
■ New York Power Authority (NYPA), the US’
largest state public power organization,
selected our private wireless solutions to
help them become the first end-to-end
digital utility in the US. Following the
successful trial, our solutions will help
NYPA modernize its network, conduct
and monitor operations and manage
data from the deployment of intelligent
sensor-based technologies. With power
utility AMEREN, our private wireless
solutions were selected for field trials
to prove the implementation of secure,
robust wireless coverage over the utility’s
entire 64 000 square mile (103 000 sq. km.)
service territory. We received an award
and recognition for this effort.
■ Toyota Production Engineering Company
will deploy a private LTE/4.9G network
at TPEC’s site supporting a range of
IoT-based devices that enable equipment
digitization and visualization. Over time,
the network will be upgraded to 5G,
featuring ultra-low latency to support
even faster throughput. 5G networking
will help the manufacturing process to
evolve into a more automated operating
environment.
■ Continuing our success in the Maritime
segment, in 2020, Nokia helped maritime
terminal operators automate operations
for efficiency, continuity and improved
safety.
■ In railways, Nokia helped Japanese rail
operator Odakyu Electric Railway leverage
machine-learning and video analytics
to enhance the safety of rail crossings.
■ In aviation, our 5G solutions are helping
Lufthansa Technik to adapt to social
distancing safety guidelines by providing
high-definition video table inspections
of aircraft maintenance and repairs with
remote inspection teams – keeping
operations flowing efficiently and safely.
■ We have continued to accelerate our
penetration of the webscale segment
with innovative data center interconnect
(DCI) network solutions. With significant
contract wins with China-based webscale
giants Tencent and Baidu, we continue
to strengthen our already strong
presence in the software-defined DCI
infrastructure market.
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NOKIA IN 2020
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39
Business overview
Business groups
continued
Nokia
Technologies
Market overview
Nokia Technologies is responsible for
managing and monetizing Nokia’s intellectual
property, including patents, technologies, and
the Nokia brand, building on Nokia’s continued
innovation and decades of research and
development (R&D) leadership. We have three
focus areas: Patent Licensing which monetizes
our patent portfolio; Technology Licensing
which helps device manufacturers integrate
Nokia’s technologies into their products;
and Brand Partnerships, which licenses the
Nokia brand.
Business overview
and organization
Nokia Technologies is focused on licensing.
■ We manage the Nokia patent portfolio,
working with all other Nokia businesses, and
continue to grow our patent licensing and
monetization activities, which drive most of
Nokia Technologies’ net sales. This includes
our successful mobile devices licensing
program, where we currently have licensing
agreements with most of the major
smartphone vendors.
■ Nokia owns one of the broadest and
strongest patent portfolios in the mobile
communications sector. At the end of 2020,
Nokia’s patent portfolio included around
20 000 patent families (each family being
composed of several individual patents),
of which the vast majority will still be in
force through 2030.
■ We also have patent licensing programs for
other markets which use our standardized
technologies, including consumer
electronics, connected cars, smart meters,
payment terminals, asset tracking and
other IoT devices and related industries.
Breakdown of patent filings in 2020
by technology
4
3
■ Nokia Technologies enables the
commercialization of selected fundamental
innovations from Nokia Bell Labs and other
Nokia business groups in new areas via
close collaboration with other companies.
2
1
1 Connectivity
2 Services, applications & multimedia
3 Fixed & optical networks
4 Emerging technologies & hardware
1 073
234
138
81
■ We continue to license our innovative
multimedia technologies, such as
OZO spatial audio and video technologies,
to smartphone and camera manufacturers
through our Technology Licensing business,
and drive advanced audio and video
research and standardization through
our Media Technologies Research unit.
■ Nokia is a global brand that is recognized by
almost anyone. We continue to work with
HMD global Oy (HMD Global) – our exclusive
licensee for Nokia-branded phones and
tablets – along with new brand partners in
other product categories, to increase the
reach and strength of the Nokia brand.
Research and development
The Media Technologies Research unit in
Nokia Technologies continues to invent and
develop relevant and valuable solutions in
emerging consumer experiences, with
the target also to further promote the
standardization of important audio and
video technologies.
40
NOKIA IN 2020
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41
Using head and torso simulator to conduct
audio quality measurements that support
our technology licensing.
Business overview
Business groups
continued
2020 highlights
■ In 2020, Nokia across different units invested around EUR 4.1 billion in R&D. This
investment yielded altogether more than 1 500 new patent filings, continuing to renew
our industry-leading portfolio.
■ During the year, we signed and continued to benefit from patent license agreements for
mobile devices, consumer electronic devices, and IoT connected devices. In September,
we successfully renewed one of our major patent license agreements. This new
agreement demonstrates the strength of our portfolio, particularly now that we have
5G patents to offer.
■ By December 2020, we had declared more than 3 500 patent families (each family
being composed of several individual patents) to the European Telecommunications
Standards Institute (ETSI) as essential for the 5G standard, reflecting Nokia’s continuing
leadership in cellular technology R&D and standardization.
■ An independent study conducted by PA Consulting concluded that Nokia is #1 for
ownership of granted patents that the researchers found essential to the 5G Standard.
■ Over the course of the year, our customers ASUS, Axon, HMD Global, OPPO, OnePlus,
and Panasonic launched a number of new smartphones and cameras using our
industry-leading OZO Audio technology.
■ During 2020, we signed a number of new brand licensing agreements, bringing new
Nokia-branded experiences to a range of product categories including Smart TVs,
media streaming boxes and audio accessories, and HMD Global launched its first
5G smartphone, the Nokia 8.3 5G.
Patents and licenses
For more than 30 years, we have defined
many of the fundamental technologies used
in virtually all mobile devices and taken a
leadership role in standards setting. As a
result, we have been ranked #1 in several
independent third-party studies for our 2G,
3G, 4G and 5G patents that have been
declared essential for cellular standards. We
continue to generate new intellectual property
at a robust rate and expect to remain in the
top tier in 5G standard essential patents.
As part of our active portfolio management
approach, we are continuously evaluating
our collective assets and taking actions to
optimize the size of our overall portfolio while
preserving the high quality of our patents.
At the end of 2020, our portfolio stood at
around 20 000 patent families (each family
being composed of several individual patents),
built on combined R&D investments of
more than EUR 129 billion over the last
two decades. This comprises more than
3 800 patent families declared as essential
to one or more cellular standard, including
more than 3 500 patent families declared
as essential to the 5G standard, which
enable all 5G networks, connected 5G devices
and ‘things’.
We continue to refresh our portfolio from
R&D activities across all Nokia businesses,
filing patent applications on more than
1 500 new inventions in 2020.
In the salt fog chamber, we investigate
product performance under simulated
real-world conditions.
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NOKIA IN 2020
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43
Business overview
Principal industry trends
Principal industry
trends
Networks and Nokia Software
We are a leading vendor in the network and
IP infrastructure, software, and the related
services market. We provide a broad range
of products, from the hardware components
of networks used by communication service
providers and increasingly by customers in
other select verticals, to software solutions,
as well as services to plan, optimize,
implement, run and upgrade networks.
In 2020, our Networks reportable segment
was comprised of the following businesses:
Mobile Access, Fixed Access, IP Routing and
Optical Networks. We aim to be innovation
leaders, drawing on our frontline R&D
capabilities to deliver leading products and
services for our customers, and ultimately
ensure our long-term value creation.
Industry trends
The network and IP infrastructure, software
and related services industry has witnessed
three main trends in recent years, which
have also affected our Networks and Nokia
Software segments. First, the increase in
the use of data services and the resulting
exponential growth in data traffic has led
to an increased need for high-performance,
high-quality and highly reliable networks.
The rise in data traffic has, however, not been
directly reflected in growth of communication
service providers’ revenue. Consequently,
there is an imperative to be efficient and
cost-competitive for both communication
service providers and network infrastructure
and services vendors.
Second, we are witnessing continued
consolidation among communication service
providers, driven by their desire to provide a
wider scope of services, especially through
the convergence of disparate network
technologies across mobile, fixed, and IP and
optical networks. In order to improve networks
in terms of coverage, capacity and quality,
communication service providers are
continuing their transition to all-IP
architectures, with an emphasis on fast access
to their networks through fiber, LTE and
5G access and new digital services delivery.
We are also seeing similar trends with cable
operators, who are investing in the
deployment of high-speed networks.
Third, we see a stronger demand for large
high-performance networks in some key areas
outside the traditional communication service
provider space. Webscale companies and
extra-large enterprises – such as Apple,
Facebook, Google, Alibaba and Amazon –
are investing in cloud technology and network
infrastructure to build these high-performing,
secure networks. In addition, other
target vertical markets such as energy,
transportation and the public sector
are investing to build carrier-grade,
mission-critical networks.
The first three pillars of our strategy in 2020
were aligned with these industry trends for
our Networks and Nokia Software segments.
We continued to execute well on our strategy,
with a particular focus on high-performance,
end-to-end networks, expansion into new
select verticals and building a strong software
business at scale. More information about our
strategy in 2020 can be found in “Business
Overview – Our Strategy”.
Additionally in 2020, we continued to witness
some customers reassessing their vendor
selection strategies, in light of ongoing
security concerns. We are seeing some gains
with operators who are reconsidering their
vendors as a result of geopolitical issues.
We estimate that we have won about half
of the value of such deals available to date.
Pricing and price erosion
While we experience varying levels of price
erosion across our businesses, it is particularly
evident in our Mobile Access business group,
given the highly standardized nature of the
business. In 2020, we witnessed increased
competitive intensity in some accounts,
particularly in North America, as certain
competitors sought to take share in 5G.
Product mix
Our Networks and Nokia Software segments
offer a combination of hardware, software and
services. The profitability of our Networks and
Nokia Software segments is affected by our
product mix, including the share of software in
the sales mix. For example, this is particularly
evident during large technology cycles, as
initial deployments consist of a larger portion
of hardware and services and less software.
As the initial phases of deployments tend
to be lower margin, this is offset by the
ongoing deployment of previous generation
technologies, which tend to be higher margin.
This ratio shifts more towards higher-margin
software further into the cycle, as additional
capacity and features are deployed. In 2020,
we experienced a decrease in network
deployment services, following elevated
levels in 2019.
Products and services also have varying
profitability profiles. Hardware and software
products generally have higher gross margins
than services, but they require significant
R&D investment. Services are typically
labor-intensive, while carrying low R&D
investment, and have relatively low
gross margins.
Seasonality and cyclical nature of projects
Net sales in our Networks and Nokia Software
segments are affected by seasonality in the
spending cycles of communication service
providers, with generally higher sales in the
fourth quarter, followed by generally lower
sales in the first quarter. Also, we have
recently witnessed that Networks and Nokia
Software segments generate the majority of
their respective operating profit and free cash
flow in the fourth quarter. In addition to
normal industry seasonality, there are normal
peaks and troughs in the deployment of large
infrastructure projects. As an example, the 5G
technology cycle accelerated in 2020 and is
expected to continue over the coming years.
The timing of these projects depends on a
number of factors, including new radio
spectrum allocation, network upgrade cycles
and the availability of new consumer devices
and services, which in turn could affect the net
sales of our businesses.
Continued operational efficiency
improvements
In 2018, following the completion of the
Alcatel-Lucent integration and the related cost
savings program, we announced a new cost
reduction program where we intend to target
substantial savings while continuing to make
further investments to drive future growth
and higher returns. The savings were expected
to come from a wide range of areas, including
investments in digitalization to drive more
automation and productivity, further process
and tool simplification, significant reductions
in central support functions to reach
best-in-class cost levels, prioritization of R&D
programs to best create long-term value, a
sharp reduction of R&D in legacy products,
driving efficiency from further application
of our Common Software Foundation and
innovative software development techniques,
the consolidation of selected cross-company
activities and further reductions in real estate
and other overhead costs.
In 2020, we completed our cost savings
program, generating the expected savings
through the actions listed above. The cost
savings program resulted in EUR 500 million
of net benefits in full year 2020, compared
to full year 2018.
Cost of components and raw materials
There are several important factors driving
the profitability and competitiveness of our
Networks and Nokia Software segments: scale,
operational efficiency, pricing, and cost
discipline. The costs of our Networks products
are comprised of, among others, components,
manufacturing, labor and overheads, royalties
and licensing fees, depreciation of product
machinery, logistics and warranty and other
quality costs. In 2020, margins in our
Networks segment were positively impacted
by progress in Mobile Access, where we
continued to focus on driving improvements
in our portfolio by strengthening our
roadmaps, reducing product costs and
improving our product performance.
Profitability can be affected by changes in the
sales volume, as well as the requirement to
source large volumes of components on short
notice, which can impact the cost of sales or,
in cases where component shortages emerge,
the net sales.
Product design and serviceability
Factors such as product design and
serviceability also have an impact on our
cost structure with Networks. For example,
product design decisions, such as the use
of system-on-chip, or “SoCs” in our Mobile
Access products, allow us to improve our
product costs as the proportion of SoCs
increases within our products. Additionally,
costs can be reduced through improved
product serviceability. In 2020, these factors
contributed to the improving 5G product
cost position.
Nokia Technologies
Nokia Technologies is focused on pursuing
new licensing opportunities for our valuable
intellectual property, including patents,
innovative technologies and know-how,
and the Nokia brand.
General trends in IPR licensing
In general, there has been increased focus
on IPR protection and licensing in the market,
and this trend is expected to continue.
As such, new agreements are generally
a product of lengthy negotiations and
occasionally through arbitration or litigation,
and therefore the timing and outcome may
be difficult to forecast. Due to the structure
of patent license agreements, the payments
may be infrequent, at times may be partly
retrospective, and the lengths of license
agreements can vary.
Additionally, there are clear regional
differences in the ease of protecting and
licensing patented innovations. We have seen
some licensees actively avoiding making
license payments, and some licensors using
aggressive methods to collect them; both
behaviors have attracted regulatory attention.
We expect discussion of the regulation of
licensing to continue at both global and
regional level. Some of those regulatory
developments may be adverse to the
interests of technology developers and
patent owners, including us.
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45
Business overview Corporate
governance
Corporate governance statement
Introduction
Regulatory framework
Main corporate governance bodies of Nokia
Risk management, internal control
and internal audit functions at Nokia
Main procedures relating to insider administration
Share ownership of the Board of Directors
and the Nokia Group Leadership Team
Auditor fees and services
Compensation
Highlights
Word from the Chair of the Personnel Committee
of the Board
Remuneration Policy 2020
Remuneration summary for the President and CEO
Remuneration summary for the Board of Directors
Remuneration Report 2020
Introduction
The President and CEO
Board of Directors
Remuneration Governance
Nokia Group Leadership Team remuneration
Review of our incentive plans
48
48
50
50
62
63
64
65
66
66
66
68
68
70
72
72
73
75
76
77
78
46
NOKIA IN 2020
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47
Corporate governance statement
Corporate
governance
statement
This corporate governance
statement is prepared in
accordance with Chapter 7,
Section 7 of the Finnish Securities
Markets Act (2012/746, as
amended) and the Finnish
Corporate Governance Code
2020 (the “Finnish Corporate
Governance Code”).
Introduction
In 2020, we continued delivering on Nokia’s
commitment to strong corporate governance
and related practices. To do that, the Board
activities are structured to develop the
company’s strategy and to enable the
Board to support the management on the
delivery of it within a transparent governance
framework. The table below sets out a
high-level overview of the key areas of focus
for the Board’s and its Committees’ activities
during the year in addition to regular business
and financial updates at each Board meeting
and several reviews of the impacts and actions
relating to the COVID-19 pandemic.
Furthermore, there were a number of
significant corporate governance events in
2020. In addition to the new Board Chair and
Vice Chair, the President and CEO and the
Chief Financial Officer were changed and we
also announced several changes in the Group
Leadership Team structure and composition.
We also held our first-ever fully remote annual
general meeting at which the first vote was
taken on the Remuneration Policy applicable
to the Board members and the President
and CEO.
Changes in the Board, management
and auditor in 2020
At the end of 2019 then Chair of the Board
Risto Siilasmaa informed the Board’s
Corporate Governance and Nomination
Committee that he will no longer be available
to serve on the Nokia Board of Directors
after the Annual General Meeting in 2020.
Mr. Siilasmaa had been a Nokia Board member
since 2008 and served as Board Chair from
2012 onwards. He also served as interim CEO
of Nokia from 2013 to 2014. Consequently,
Vice Chair Sari Baldauf was elected as the new
Chair of the Board and Kari Stadigh as the new
Vice Chair following their re-election to the
Board by the Annual General Meeting in 2020.
On March 2, 2020, Nokia’s Board of Directors
appointed Pekka Lundmark as the President
and CEO of Nokia and he started in his new
role on August 1, 2020. The previous
President and CEO Rajeev Suri stepped down
from his position on July 31, 2020 while
continuing to serve as an advisor to the
Nokia Board until January 1, 2021.
On June 11, 2020, Nokia announced the
appointment of Marco Wirén as the new Chief
Financial Officer of Nokia, effective September
1, 2020. The previous Chief Financial Officer
Kristian Pullola stepped down from his
position on August 31, 2020.
On October 29, 2020, Pekka Lundmark
announced the composition of the new Group
Leadership Team, effective January 1, 2021.
Refer to the section on the Group Leadership
Team and the President and CEO below for
further information.
On January 1, 2020 Deloitte Oy started as
the new auditor of the company as result
of the auditor rotation resolved by the
Annual General Meeting in 2019.
Annual General Meeting 2020 and 2021
On March 18, 2020, Nokia cancelled the
Annual General Meeting originally convened
to be held on April 8, 2020 due to the
COVID-19 pandemic and related restrictions
on public gatherings.
On April 27, 2020, the Board resolved on
extraordinary measures pursuant to the
temporary legislation approved by the
Finnish Parliament on April 24, 2020. In order
to prevent the spread of the COVID-19
pandemic, the Annual General Meeting was
convened to be held without shareholders
and their proxy representatives being
present at the meeting venue. Participation
in the Annual General Meeting and use of
shareholder rights was possible only by voting
in advance, by submitting counterproposals
and asking questions in advance.
The Annual General Meeting 2020 eventually
took place at the Company’s headquarters
in Espoo on May 27, 2020. Approximately
43 000 shareholders representing
approximately 2 300 million shares and
votes were represented at the Annual
General Meeting through advance voting.
The Annual General Meeting supported all of
the Board’s proposals by at least 86 percent
of the votes cast.
As the COVID-19 situation remains serious,
Nokia Corporation’s Annual General Meeting
2021 is planned to be held on April 8, 2021
under extraordinary measures pursuant to the
temporary legislation, which entered into force
on October 3, 2020 to prevent the spread of
the COVID-19 pandemic. Participation and
exercise of shareholder rights in the meeting
will be possible only by voting in advance and
by submitting counterproposals and asking
questions in advance. It is not possible for the
shareholders or their proxy representatives
to participate in the meeting at the meeting
venue. Proposals of the Board of Directors
to the Annual General Meeting 2021 were
published on February 4, 2021.
January
February/March
April
May
July
September/October
December
Board
– Digitalization update
– Ethics & compliance and litigation
– CEO change
– Postponing 2020 AGM due to
– Transformation update
– Convening the remote AGM
update
– Board evaluation
Corporate Governance
and Nomination
Committee
Personnel
Committee
– Board composition and
remuneration
– Corporate governance statement
– Incentive targets and objectives
– Nokia Equity Program
– Investor feedback on
remuneration practices
Audit
Committee
Technology
Committee
– Review of strategic technology
initiatives
– Updates on major innovation
and technology trends
COVID-19
– Remuneration Policy to be
presented to the AGM
– Nokia Equity Program 2020
– AGM proposals
– CEO remuneration
– Remuneration Policy review
– Q4 and full-year 2019 financials,
annual report
– Q1 financials
– Compliance, internal audit
– Compliance, internal audit and
and internal controls updates
internal controls updates
– Auditor reporting
– Update by the new auditor
– AGM proposals to the Board
– Structured finance update
– Auditor reporting
– Tax update
– Cybersecurity
– Conflict Minerals Report
– Annual sustainability review
– Key market strategies
– Annual strategy meeting
– New operating model planning
– Annual plan and long-range plan
– Enterprise Risk Management
– Business group strategy planning
– Technology Strategy update
– Digitalization update
– Appointment of the new
Board Chair
– Organization of the Board
and its Committees
– GLT LTI nominations
– Investor feedback from
Remuneration Policy voting
in AGM
– AGM update
– PC Advisor update
– Review of Share Ownership
and Clawback Policies
– Future Board composition
– Corporate governance update
– Alignment on LTI approach
– Risk review
– Board evaluation process
– Board’s diversity principles
– Proxy advisor policy update
– 2021 incentive program
framework
– Culture
– Remuneration Report for 2020
– CFO organization
– Pensions update
– 20-F and annual report update
– Financing strategy
– Annual Charter and Policy review
– Q2 financials
– Auditor reporting
– Compliance, internal audit and
internal controls updates
– Climate-related financial
disclosures
– Q3 financials
– Auditor reporting
– Compliance, internal audit,
internal controls updates
– Financial IT
– Cybersecurity
– Review of strategic technology
initiatives
– Updates on major innovation
and technology trends
– Review of strategic technology
– Review of strategic technology
initiatives
initiatives
– Updates on major innovation
– Updates on major innovation
and technology trends
and technology trends
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Corporate governance Corporate governance statement
continued
Corporate governance framework
General Meeting of Shareholders
External
Audit
Board of Directors
Audit Committee
Corporate Governance and
Nomination Committee
Personnel Committee
Technology Committee
Internal
Audit
President and CEO
Group Leadership Team
Regulatory framework
Our corporate governance practices
comply with Finnish laws and regulations,
our Articles of Association approved by the
shareholders and corporate governance
guidelines (Corporate Governance Guidelines)
adopted by the Board of Directors.
Corporate Governance Guidelines reflect our
commitment to good corporate governance.
They include the directors’ responsibilities,
the composition and election of the members
of the Board and its Committees, and
certain other matters relating to corporate
governance. We also comply with the Finnish
Corporate Governance Code issued by the
Securities Market Association.
In addition, we comply with the rules and
recommendations of Nasdaq Helsinki and
Euronext Paris as applicable to us due to
the listing of our shares on the exchanges.
Furthermore, as a result of the listing of our
American Depositary Shares on the New York
Stock Exchange (NYSE) and our registration
under the US Securities Exchange Act of
1934, we follow the applicable U.S. federal
securities laws and regulations, including the
Sarbanes-Oxley Act of 2002 as well as the
rules of the NYSE, in particular the corporate
governance standards under Section 303A of
the NYSE Listed Company Manual. We comply
with these standards to the extent such
provisions are applicable to us as a foreign
private issuer.
To the extent any non-domestic rules would
require a violation of the laws of Finland,
we are obliged to comply with Finnish law.
There are no significant differences in the
corporate governance practices applied by
Nokia compared with those applied by the
US companies under the NYSE corporate
governance standards with the exception that
Nokia complies with Finnish law with respect
to the approval of equity compensation plans.
Under Finnish law, stock option plans require
shareholder approval at the time of their
launch. All other plans that include the
delivery of company stock in the form of
newly issued shares or treasury shares
require shareholder approval at the time
of the delivery of the shares unless a
shareholder approval has been granted
through an authorization to the Board, a
maximum of five years earlier. The NYSE
corporate governance standards require that
the equity compensation plans are approved
by the company’s shareholders. Nokia aims to
minimize the necessity for, or consequences
of, conflicts between the laws of Finland
and applicable non-domestic corporate
governance standards.
In addition to the Corporate Governance
Guidelines adopted by the Board, the
Committees of the Board have adopted
charters that define each Committee’s main
duties and operating principles. The Board has
also adopted the Code of Conduct that applies
to directors, executives, and employees
of Nokia, as well as employees of Nokia’s
wholly-owned affiliates and subsidiaries.
The Code of Conduct also applies to directors,
officers, and employees of other business
entities (such as joint ventures) in which Nokia
owns a majority of the shares or exercises
effective control. Furthermore, the Board has
adopted the Code of Ethics applicable to our
key executives, including the President and
CEO, CFO and Corporate Controller.
Main corporate governance
bodies of Nokia
Pursuant to the provisions of the Finnish
Limited Liability Companies Act (2006/624,
as amended) (the Finnish Companies Act) and
Nokia’s Articles of Association, the control and
management of Nokia are divided among the
shareholders at a general meeting, the Board,
the President and CEO and the Group
Leadership Team, chaired by the President
and CEO.
General Meeting of Shareholders
Nokia shareholders play a key role in corporate
governance, with our Annual General
Meeting offering a regular opportunity to
exercise their decision-making power in the
company. In addition, at the meeting the
shareholders may exercise their right to
speak and ask questions, although in 2020
the use of shareholder rights happened by
remote means only due to the COVID-19
pandemic and related precautions taken
in order to ensure the health and safety
of our shareholders, employees and other
stakeholders. Refer to section “Introduction–
Annual General Meeting 2020 and 2021”
above for further information.
Each Nokia share entitles a shareholder to one
vote at general meetings of Nokia. The Annual
General Meeting decides, among other things,
on the election and remuneration of the
Board, the adoption of the annual accounts,
the distribution of profit shown on the
balance sheet, and discharging the members
of the Board and the President and CEO from
liability, as well as on the election and fees of
the external auditor. Starting from the 2020
Annual General Meeting, the Remuneration
Policy shall be presented to the general
meeting at least every four years and the
Remuneration Report annually from 2021.
Resolutions regarding the policy and report
are advisory.
In addition to the Annual General Meeting,
an Extraordinary General Meeting may be
convened when the Board considers such
a meeting to be necessary, or when the
provisions of the Finnish Companies Act
mandate that such a meeting must be held.
Board of Directors
The operations of Nokia are managed
under the direction of the Board, within the
framework set by the Finnish Companies Act
and Nokia’s Articles of Association as well as
any complementary rules of procedure as
defined by the Board, such as the Corporate
Governance Guidelines and the charters of
the Board’s Committees.
Election and composition of the Board of
Directors, election of the Chair and Vice
Chair of the Board and the Chairs and
members of the Board’s Committees
Pursuant to the Articles of Association of
Nokia Corporation, we have a Board that is
composed of a minimum of seven and a
maximum of 12 members. The Board is
elected at least annually at each Annual
General Meeting with a simple majority of the
shareholders’ votes cast at the meeting. The
term of a Board member begins at the closing
of the general meeting at which he or she was
elected, or later as resolved by the general
meeting, and expires at the closing of the
following Annual General Meeting. The Annual
General Meeting convenes by June 30 annually.
Our Board’s leadership structure consists of a
Chair and Vice Chair elected annually by the
Board, and confirmed by the independent
directors of the Board from among the Board
members upon the recommendation of the
Corporate Governance and Nomination
Committee. The Chair of the Board has
certain specific duties as stipulated by Finnish
law and our Corporate Governance Guidelines.
The Vice Chair of the Board assumes the
duties of the Chair of the Board in the event
he or she is prevented from performing his
or her duties.
The independent directors of the new Board
also confirm the election of the members
and chairs for the Board’s Committees from
among the Board’s independent directors
upon the recommendation of the Corporate
Governance and Nomination Committee
and based on each Committee’s member
qualification standards. These elections
take place at the Board’s assembly meeting
following the general meeting.
Board diversity
The Board has adopted principles concerning
Board diversity describing our commitment
to promoting diverse Board composition and
how diversity is embedded into our processes
and practices when identifying and proposing
new Board candidates as well as re-election
of current Board members.
At Nokia, diversity is not a static concept but
rather a relevant mix of required elements for
the Board as a whole that evolves with time
based on, among other things, the relevant
business objectives and future needs of
Nokia. The Board diversity is treated as a
means of improvement and development
rather than an end in itself. Diversity of our
Board is considered from a number of aspects
including, but not limited to, skills and
experience, age, nationality, ethnicity, cultural
and educational backgrounds, gender identity,
sexual orientation as well as other individual
qualities. Both genders shall be represented
on the Board.
Nokia acknowledges and supports the
resolution adopted by the Finnish
Government on February 17, 2015 on gender
equality on the boards of directors of Finnish
large and mid-cap listed companies. We report
annually our objectives relating to both
genders being represented on our Board, the
means to achieve them, and the progress we
have made in achieving them. We have met
our aim to have representation of at least
40% of both genders on our Board.
Currently there are six different nationalities represented in the Board and 44% of the Board members are female.
Sari Baldauf (Board Chair)
Kari Stadigh (Board Vice Chair)
Bruce Brown
Thomas Dannenfeldt
Jeanette Horan
Edward Kozel
Elizabeth Nelson
Søren Skou
Carla Smits-Nusteling
Gender
Female
Male
Male
Male
Female
Male
Female
Male
Female
Year of
Birth
1955
1955
1958
1966
1955
1955
1960
1964
1966
Nationality Tenure(1)
Independence of
the company
and major
shareholders(2)
Corporate
Governance
and Nomination
Audit
Committee(2)
Committee(2)
Personnel
Committee(2)
Technology
Committee(2)
Finnish
Finnish
American
German
British
American
American
Danish
Dutch
2
9
8
0
3
3
8
1
4
Independent
Independent
Independent
Independent
Independent
Independent
Independent
Independent
Independent
Member
Chair
Member
Member
Chair
Member
Member
Member
Member
Member
Member
Chair
Member
Member
Member
Member
Chair
Member
(1) Terms as Nokia Board member before the Annual General Meeting on May 27, 2020.
(2) As of May 27, 2020.
Experience and skills of the Board members
General management and business operations
Finance and accounting
Chief Executive Officer
Communications Service Provider market
Chief Financial Officer
Enterprise business
Chief Technology Officer
Technology
50
NOKIA IN 2020
NOKIA IN 2020
51
Corporate governance Chair Sari Baldauf
Vice Chair Kari Stadigh
Bruce Brown
Thomas Dannenfeldt
Jeanette Horan
Edward Kozel
Corporate governance statement
continued
Members of the Board of Directors
Until the Annual General Meeting held on
May 27, 2020, the Board consisted of
10 members Sari Baldauf (Vice Chair),
Bruce Brown, Jeanette Horan, Edward Kozel,
Elizabeth Nelson, Olivier Piou, Risto Siilasmaa
(Chair), Søren Skou, Carla Smits-Nusteling
and Kari Stadigh.
The Annual General Meeting held on May 27,
2020 elected nine members to the Board for
a term ending at the close of the next Annual
General Meeting. Sari Baldauf, Bruce Brown,
Jeanette Horan, Edward Kozel, Elizabeth
Nelson, Søren Skou, Carla Smits-Nusteling
and Kari Stadigh were re-elected and Thomas
Dannenfeldt was elected as a new member.
Following the meeting, the Board also elected
Sari Baldauf to serve as the new Chair and
Kari Stadigh as the new Vice Chair of the Board.
Proposals of the Board of Directors to the
Annual General Meeting 2021 were published
on February 4, 2021. Elizabeth Nelson has
informed that she will no longer be available
to serve on the Nokia Board of Directors after
the Annual General Meeting. Consequently,
the Board proposes, on the recommendation
of the Board’s Corporate Governance and
Nomination Committee, that the following
eight current Board members be re-elected as
members of the Nokia Board of Directors for
a term ending at the close of the next Annual
General Meeting: Sari Baldauf, Bruce Brown,
Thomas Dannenfeldt, Jeanette Horan, Edward
Kozel, Søren Skou, Carla Smits-Nusteling, and
Kari Stadigh. The Corporate Governance and
Nomination Committee will also propose in
the assembly meeting of the new Board of
Directors that Sari Baldauf be re-elected as
Chair of the Board and Kari Stadigh as Vice
Chair of the Board, subject to their election
to the Board of Directors.
The current and proposed members of the
Board are all non-executive. For the term that
began at the Annual General Meeting 2020
and for the term starting from the Annual
General Meeting 2021, all Board member
candidates have been determined to be
independent from Nokia and significant
shareholders under the Finnish corporate
governance rules and the rules of the NYSE,
as applicable. Any possible changes impacting
the independence assessment would be
assessed as of the date of the Annual
General Meeting.
We do not have a policy concerning the
combination or separation of the roles of the
Chair of the Board and the President and CEO.
Our leadership structure is dependent on our
needs, shareholder value and other relevant
factors applicable from time to time, while
respecting the highest corporate governance
standards. In 2020, the roles of the Chair
of the Board and the President and CEO
were separate.
Biographical details of our current
Board members
Chair Sari Baldauf
b. 1955
Chair of the Nokia Board. Board member
since 2018. Chair since 2020. Member of
the Corporate Governance and Nomination
Committee and the Technology Committee.
Master of Business Administration, Helsinki
School of Economics and Business
Administration, Finland. Bachelor of Science,
Helsinki School of Economics and Business
Administration, Finland. Honorary doctorates
in Technology (Helsinki University of
Technology, Finland) and Business
Administration (Turku School of Economics
and Business Administration and Aalto
University School of Business, Finland).
Executive Vice President and General Manager,
Networks Business Group, Nokia, 1998–2005.
Various executive positions at Nokia in Finland
and the United States 1983–1998.
Member of the Supervisory Board and
Member of the Nomination Committee of
Daimler AG. Member of Supervisory Board of
Daimler Truck AG. Member of the Board of
Directors and Chair of the Audit Committee
of Aalto University. Chair of the Board of
Directors of Vexve Armatury Oy. Senior
Advisor of DevCo Partners Oy. Member of
the Board of Directors of Demos Helsinki.
Member of the Board of Directors and
Member of the Executive Committee of
Technology Industries of Finland.
Member of the Supervisory Board of
Deutsche Telekom AG 2012–2018. Chair
of the Board of Directors of Fortum Oyj
2011–2018. Member of the Board of
Directors of Akzo Nobel 2012–2017.
Vice Chair Kari Stadigh
b. 1955
Vice Chair of the Nokia Board. Board member
since 2011. Vice Chair since 2020. Chair of
the Corporate Governance and Nomination
Committee and member of the Personnel
Committee.
Master of Science (Eng.), Helsinki University
of Technology, Finland. Bachelor of Business
Administration, Hanken School of Economics,
Helsinki, Finland.
Group CEO and President of Sampo plc
2009–2019. Deputy CEO of Sampo plc
2001–2009. President of Sampo Life
Insurance Company Limited 1999–2000.
President of Nova Life Insurance Company Ltd
1996–1998. President and COO of Jaakko
Pöyry Group 1991–1996.
Member of the Board of Directors of Metso
Outotec Corporation.
Chair of the Board of Directors of Mandatum
Life Insurance Company Limited 2001–2019.
Chair of the Board of Directors of If P&C
Insurance Holding Ltd 2002–2019. Member
of the Board of Directors of Nordea Bank AB
(publ) 2010–2018. Chair of the Board Risk
Committee (BRIC) of Nordea Bank AB (publ)
2011–2018.
Bruce Brown
b. 1958
Nokia Board member since 2012. Chair of
the Personnel Committee. Member of the
Corporate Governance and Nomination
Committee and the Technology Committee.
MBA Xavier University, the United States. BS
(Chemical Engineering), Polytechnic Institute
of New York University, the United States.
Chief Technology Officer of the Procter &
Gamble Company 2008–2014. Various
executive and managerial positions in Baby
Care, Feminine Care, and Beauty Care units
of the Procter & Gamble Company since 1980
in the United States, Germany and Japan.
Member of the Board of Directors, the
Audit Committee and the Nominating and
Corporate Governance Committee of P. H.
Glatfelter Company.
Member of the Board of Directors, the
Audit Committee and the Compensation
Committee of Medpace Inc 2016–2019.
Member of the Board of Directors of Agency
for Science, Technology & Research (A*STAR)
in Singapore 2011–2018.
Thomas Dannenfeldt
b. 1966
Nokia Board member since 2020. Member
of the Audit Committee and the Technology
Committee.
Degree in Mathematics, University of Trier,
Germany.
Chief Financial Officer of Deutsche Telekom
AG 2014–2018. Chief Financial Officer of
Deutsche Telekom’s German operations
2010–2014. Various operational positions
(sales, marketing, customer care, finance and
procurement in fixed and mobile business,
national and international positions) in
Deutsche Telekom 1992–2010.
Chair of the Supervisory Board of CECONOMY
AG and member of the Board of Advisors at
axxessio GmbH.
Member of the Board of Directors of T-Mobile
US 2013–2018 and Buy-In 2013–2018.
Chair of the Board of Directors of T-Systems
International 2013–2018 and EE 2014–2016.
Jeanette Horan
b. 1955
Nokia Board member since 2017. Member
of the Audit Committee and the Technology
Committee.
MBA, Business Administration and
Management, Boston University, the United
States. BSc, Mathematics, University of
London, the United Kingdom.
Various executive and managerial positions
in IBM 1998–2015. Vice President of Digital
Equipment Corporation 1994–1998. Vice
President, Development of Open Software
Foundation 1989–1994.
Member of the Supervisory Board at Wolters
Kluwer, and the Chair of the Remuneration
Committee. Member of the Board of Advisors
at Jane Doe No More, a non-profit
organization. Member of the Board of
Directors of the Ridgefield Symphony
Orchestra, a non-profit organization.
Member of the Board of Advisors of
Cybereason 2017–2018. Member of the
Board of Directors of West Corporation
2016–2017 and Microvision 2006–2017.
Edward Kozel
b. 1955
Nokia Board member since 2017. Chair of the
Technology Committee and member of the
Audit Committee.
Degree in Electrical Engineering and
Computer Science, University of California,
the United States.
President and CEO of Range Networks
2013–2014. Owner of Open Range
2000–2013. Chief Technology and Innovation
Officer and member of the Board of
Management of Deutsche Telekom
2010–2012. CEO of Skyrider 2006–2008.
Managing Director of Integrated Finance
2005–2006. Senior Vice President, Business
development and Chief Technology Officer
and Board Member of Cisco 1989–2001.
Member of the Advisory Board at Telia
Ventures.
Various Board Memberships in 1999–2009.
52
NOKIA IN 2020
NOKIA IN 2020
53
Corporate governance Elizabeth Nelson
Søren Skou
Carla Smits-Nusteling
Corporate governance statement
continued
Elizabeth Nelson
b. 1960
Nokia Board member since 2012. Member
of the Audit Committee and the Personnel
Committee.
MBA (Finance), the Wharton School, University
of Pennsylvania, the United States. BS
(Foreign Service), Georgetown University,
the United States.
Executive Vice President and Chief Financial
Officer, Macromedia, Inc. 1997–2005.
Vice President, Corporate Development,
Macromedia, Inc. 1996–1997. Various roles
in Corporate Development and International
Finance, Hewlett-Packard Company
1988–1996.
Chair of the Board of Directors of DAI.
Independent Member of the Board of
Directors and Chair of the Audit Committee
of Upwork Inc.
Independent Member of the Board of
Directors and Chair of the Audit Committee
of Berkeley Lights, Inc.
Independent Lead Director and Chair of the
Audit Committee of Zendesk Inc 2013–2019.
Member of the Board of Directors of Pandora
Media 2013–2017.
Søren Skou
b. 1964
CEO of A.P. Møller Mærsk A/S. Nokia Board
member since 2019. Member of the
Personnel Committee.
MBA (honours), IMD, Switzerland. Business
Administration, Copenhagen Business School,
Denmark. Maersk International Shipping
Education (M.I.S.E.).
Maersk Line Copenhagen CEO 2012–2016.
Maersk Tankers Copenhagen CEO 2001–2011.
Maersk Tankers Copenhagen Head of Crude
and Product 1999–2001. Maersk Line
Copenhagen Head of Department
1997–1998. Maersk Line Beijing Operations
Manager 1994–1996. Maersk Line
Copenhagen and New Jersey, Charterer
and other roles 1983–1994.
Member of International Council of
Containership Operators (ICCO).
Carla Smits-Nusteling
b. 1966
Nokia Board member since 2016. Chair of
the Audit Committee and member of the
Corporate Governance and Nomination
Committee.
Master’s Degree in Business Economics,
Erasmus University Rotterdam, the
Netherlands. Executive Master of Finance
and Control, Vrije University Amsterdam,
the Netherlands.
Member of the Board of Directors and Chief
Financial Officer of KPN 2009–2012. Various
financial positions in KPN 2000–2009. Various
financial and operational positions in TNT/PTT
Post 1990–2000.
Member of the Supervisory Board since 2013
and Chair of the Audit Committee of ASML.
Chair of the Board of Directors of TELE2 AB.
Member of the Board of Directors, Chair of
the Audit Committee and member of the
Remuneration and Nomination Committee
of Allegro.eu SA. Member of the Board of
Directors of the Stichting Continuïteit Ahold
Delhaize (SCAD) foundation. Lay Judge in the
Enterprise Court of the Amsterdam Court
of Appeal since 2015.
Member of the Management Board of the
Unilever Trust Office 2015-2019.
Due to transitioning from one board to
another, Carla Smits-Nusteling temporarily
holds four audit committee positions in public
companies, including Nokia. She recently
joined the Board and Audit Committee of
Allegro.eu SA while she will step down from
the ASML Board and Audit Committee on
April 29, 2021. As required under the NYSE
corporate governance standards, the Board
has determined that her ability to effectively
serve on Nokia’s Audit Committee is not
impaired due to this short period of serving
on more than three audit committees of
listed companies.
.
Operations of the Board of Directors
The Board represents and is accountable
to the shareholders of Nokia. While its
ultimate statutory accountability is to the
shareholders, the Board also takes into
account the interests of the Company’s other
stakeholders. The Board’s responsibilities
are active, not passive, and include the
responsibility to evaluate the strategic
direction of Nokia, its management policies
and the effectiveness of the implementation
of such by the management on a regular
basis. It is the responsibility of the members
of the Board to act in good faith and with
due care, so as to exercise their business
judgement on an informed basis, in a manner
that they reasonably and honestly believe
to be in the best interests of Nokia and its
shareholders. In discharging that obligation,
the members of the Board must inform
themselves of all relevant information
reasonably available to them. The Board and
each Board Committee also have the power
to appoint independent legal, financial or
other advisors as they deem necessary. The
Company will provide sufficient funding to
the Board and to each Committee to exercise
their functions and provide compensation
for the services of their advisors.
The Board is ultimately responsible for
monitoring and reviewing Nokia’s financial
reporting process, effectiveness of related
control and audit functions and the
independence of Nokia’s external auditor,
as well as for monitoring the statutory audit
of the annual and consolidated financial
statements. The Board’s responsibilities
also include overseeing the structure and
composition of our top management
and monitoring legal compliance and
the management of risks related to our
operations. In doing so, the Board may
set annual ranges and/or individual limits
for capital expenditures, investments and
divestitures and financial and non-financial
commitments that may not be exceeded
without a separate Board approval.
In risk management policies and processes,
the Board’s role includes risk analysis and
assessment in connection with financial,
strategy and business reviews, updates and
decision-making proposals. Risk management
policies and processes are integral parts of
Board deliberations and risk-related updates
are provided to the Board on a recurring basis.
For a more detailed description of our risk
management policies and processes, refer
to “—Risk management, internal control
and internal audit functions at Nokia—Main
features of risk management systems” below.
Under our Corporate Governance Guidelines,
the Board monitors the sustainability
activities of the company, covering variety
of environmental and social matters, and it
periodically reviews the company’s related
targets and performance. The Group
Leadership Team decides on the
environmental and social approach and key
targets, and the key targets are incorporated
into the ongoing performance management
and related monthly business reviews of the
business groups by the Group Leadership
Team. In addition, the Board Committees
monitor environmental and social
developments in their respective areas of
responsibilities, which in 2020 included for the
Audit Committee the implementation planning
of climate related financial reporting and
reviewing the use of conflict minerals in the
company’s products, Personnel Committee
the incorporation of environmental and
social targets in the incentive structures,
and Corporate Governance and Nomination
Committee the assessment of the
environmental, social and governance (ESG)
related governance trends. The business
groups and other units are responsible for
the implementation the ESG policies and
instructions to their operations.
The Board has the responsibility for
appointing and discharging the President, the
Chief Executive Officer, Chief Financial Officer
and Chief Legal Officer. Since August 2020,
Pekka Lundmark has served as the President
and CEO. His rights and responsibilities
include those allotted to the President under
Finnish law and he also chairs the Group
Leadership Team.
The Board approves and the independent
directors of the Board confirm the
compensation and terms of employment
of the President and CEO, subject to the
requirements of Finnish law, upon the
recommendation of the Personnel Committee
of the Board. The compensation and
employment conditions of the other members
of the Group Leadership Team are approved
by the Personnel Committee upon the
recommendation of the President and CEO.
Board evaluation
In line with our Corporate Governance
Guidelines, the Board conducts an annual
performance evaluation, which also includes
evaluation of the Board Committees’ work,
the Board and Committee Chairs and
individual Board members. The Board
evaluation is conducted as a self-evaluation
while an external evaluator is periodically
engaged. In 2020, the evaluation process
included both numeric assessments and the
possibility to provide more detailed written
and verbal comments. Feedback is also
requested from selected members of
management as part of the Board evaluation
process. Each year, the results of the
evaluation are discussed and analyzed by
the entire Board and improvement actions
are agreed based on such discussion.
Meetings of the Board of Directors
The Board held 20 meetings excluding Committee meetings during 2020, of which approximately 60% were meetings in person/by video.
In 2020, these meetings were mainly conducted by access via video as a consequence of travel restrictions in place due to the COVID-19
pandemic. The other meetings were held in writing.
Full Board
Audit Committee
Corporate Governance and Nomination Committee
Personnel Committee
Technology Committee
Meetings in person/
by video
12
6
3
6
4
Meetings
in writing
8
0
1
2
0
Attendance in
all meetings %
100
93
100
98
100
54
NOKIA IN 2020
NOKIA IN 2020
55
Corporate governance Corporate governance statement
continued
Directors’ attendance at the Board and Committee meetings in 2020 is set forth in the table below:
Sari Baldauf (Board Chair)
Kari Stadigh (Board Vice Chair)
Bruce Brown
Thomas Dannenfeldt (from May 27, 2020)
Jeanette Horan
Edward Kozel
Elizabeth Nelson
Olivier Piou (until May 27, 2020)
Risto Siilasmaa (until May 27, 2020)
Søren Skou
Carla Smits-Nusteling
Board
meetings
%
100
100
100
100
100
100
100
100
100
100
100
Audit
Committee
meetings
%
100
100
83
100
67
100
Corporate
Governance
and Nomination
Committee
meetings
%
100
100
100
100
100
Personnel
Committee
meetings
%
100
100
100
88
100
Technology
Committee
meetings
%
100
100
100
100
100
100
100
Additionally, many of the directors attended, as non-voting observers, meetings of a Committee of which they were not a member.
Directors meet without management in
connection with each regularly scheduled
meeting. According to Board practices,
meetings without management present
would only be attended by non-executive
directors and be chaired by the non-executive
Chair of the Board. If the non-executive
Chair of the Board is unable to chair these
meetings, the non-executive Vice Chair of the
Board chairs the meeting. Additionally, the
independent directors would meet separately
at least once annually. In 2020, all members
of the Board were non-executive and
determined to be independent from Nokia
and significant shareholders under the Finnish
corporate governance standards and the rules
of the NYSE.
In order to prevent the spread of the
COVID-19 pandemic, the Board of Directors
resolved pursuant to the temporary
legislation approved by the Finnish Parliament
on April 24, 2020 to hold the Annual General
Meeting 2020 without the presence of
shareholders, their proxy advisors, the Board
and the management. Only the Chair of the
Board Risto Siilasmaa was present in person
to open the meeting.
Committees of the Board of Directors
The Board of Directors has four committees
that assist the Board in its duties pursuant
to their respective committee charters. The
Board may also establish ad hoc committees
for detailed reviews or consideration of
particular topics to be proposed for the
approval of the Board. Any director who so
wishes may attend, as a non-voting observer,
meetings of committees of which they are
not members.
Board of Directors
Audit Committee
Oversees the accounting and
financial reporting processes of
Nokia and the audits of its
financial statements as well as
the internal controls and
compliance program.
Corporate Governance and
Nomination Committee
Prepares the proposals for the
general meetings in respect of
the composition of the Board and
the director remuneration to be
approved by the shareholders,
and monitors issues and practices
related to corporate governance
and proposes necessary actions
in respect thereof.
Personnel Committee
Oversees the personnel-related
policies and practices at Nokia.
Assists the Board in discharging
its responsibilities in relation to
all compensation, including
equity compensation, of the
company’s executives and their
terms of employment.
Technology Committee
Engages in a dialogue with and
provides opinions and advice to
management with respect to
significant innovation and
technology strategies of the
company which are formulated
and executed by the management
of the company.
The Audit Committee
The Committee consists of a minimum of
three members of the Board who meet all
applicable independence, financial literacy
and other requirements as stipulated by
Finnish law and the rules of Nasdaq Helsinki
and the NYSE. From May 27, 2020, the Audit
Committee has consisted of the following five
members of the Board: Carla Smits-Nusteling
(Chair), Thomas Dannenfeldt, Jeanette Horan,
Edward Kozel and Elizabeth Nelson.
The Committee is responsible for assisting
the Board in the oversight of:
■ the quality and integrity of the company’s
financial statements and related
disclosures;
■ the performance of the company’s
internal controls and risk management
and assurance function;
■ the performance of the internal audit
function;
■ the statutory audit of the company’s
financial statements;
■ the external auditor’s qualifications and
independence;
■ the performance of the external auditor
subject to the requirements of Finnish law;
■ the Company’s compliance with legal and
regulatory requirements, including the
performance of its ethics and compliance
program; and
■ the pension liabilities, taxation and
cybersecurity of the company.
The Corporate Governance and Nomination
Committee
The Committee consists of three to five
members of the Board who meet all applicable
independence requirements as stipulated by
Finnish law and the rules of Nasdaq Helsinki
and the NYSE. From May 27, 2020 the
Corporate Governance and Nomination
Committee has consisted of the following four
members of the Board: Kari Stadigh (Chair),
Sari Baldauf, Bruce Brown and Carla
Smits-Nusteling.
The Committee fulfills its responsibilities by:
■ actively identifying individuals qualified to
be elected members of the Board as well as
considering and evaluating the appropriate
level and structure of director
remuneration;
■ preparing and evaluating the principles
regarding Board diversity;
■ preparing proposals to the shareholders
on the director nominees for election at
the general meetings as well as director
remuneration;
■ monitoring significant developments in the
law and practice of corporate governance
and of the duties and responsibilities of
directors of public companies;
■ assisting the Board and each Committee
of the Board in its annual performance
evaluations, including establishing criteria
to be applied in connection with such
evaluations;
■ developing and recommending to the
Board and administering Nokia’s Corporate
Governance Guidelines; and
■ reviewing Nokia’s disclosure in the
corporate governance statement.
The Committee has the power and practice
to appoint a recruitment firm to identify
appropriate new director candidates.
In discharging its oversight role, the Audit
Committee has full access to all company
books, records, facilities and personnel. The
Audit Committee also maintains procedures
for the receipt, retention and treatment
of complaints received by the company
regarding accounting, internal controls, or
auditing matters and for the confidential,
anonymous submission by our employees of
concerns relating to accounting or auditing
matters. Nokia’s disclosure controls and
procedures, which are reviewed by the Audit
Committee and approved by the President
and CEO and the Chief Financial Officer,
as well as the internal controls over financial
reporting, are designed to provide reasonable
assurance regarding the quality and integrity
of the company’s financial statements and
related disclosures. For further information on
internal control over financial reporting, refer
to “–Risk management, internal control and
internal audit functions at Nokia–Description
of internal control procedures in relation to
the financial reporting process” below.
Under Finnish law, an external auditor is
elected by a simple majority vote of the
shareholders at the Annual General Meeting
for one year at a time. The Audit Committee
prepares the proposal to the shareholders,
upon its evaluation of the qualifications and
independence of the external auditor, of the
nominee for election or re-election. Under
Finnish law, the fees of the external auditor
are also approved by the shareholders by a
simple majority vote at the Annual General
Meeting. The Committee prepares the
proposal to the shareholders in respect of
the fees of the external auditor, and approves
the external auditor’s annual audit fees under
the guidance given by the Annual General
Meeting. For information about the fees
paid to Nokia’s external auditor, Deloitte Oy,
during 2020, refer to “Auditor fees and
services” below.
The Board has determined that all members
of the Audit Committee, including its Chair,
Carla Smits-Nusteling, are “audit committee
financial experts” as defined in the
requirements of Item 16A of the Annual
Report on Form 20-F filed with the U.S.
Securities and Exchange Commission (SEC).
Ms. Smits-Nusteling and each of the other
members of the Audit Committee are
“independent directors” as defined by Finnish
law and Finnish Corporate Governance Code
and in Section 303A.02 of the NYSE Listed
Company Manual.
The Audit Committee meets a minimum
of four times a year based on a schedule
established at the first meeting following
the appointment of the Committee. The
Committee meets separately with the
representatives of Nokia’s management,
heads of the internal audit, and ethics and
compliance functions, and the external
auditor in connection with each regularly
scheduled meeting. The head of the internal
audit function has, at all times, direct access
to the Audit Committee, without the
involvement of management.
Audit Committee pre-approval policies
and procedures
The Audit Committee of the Board is
responsible, among other matters, for
oversight of the external auditor’s
independence, subject to the requirements of
applicable legislation. The Audit Committee
has adopted a policy regarding an approval
procedure of audit services performed by the
external auditors of Nokia Group and
permissible non-audit services performed by
the principal external auditor of the Nokia
Group (the “Pre-approval Policy”).
Under the Pre-approval Policy, proposed
services either: (i) may be pre-approved by
the Audit Committee in accordance with
certain service categories described in the
Pre-approval Policy (general pre-approval);
or (ii) require the specific pre-approval of the
Audit Committee (specific pre-approval).
The Pre-approval Policy sets out the audit,
audit-related, tax and other services that
have received the general pre-approval
of the Audit Committee. All other audit,
audit-related (including services related to
internal controls and significant mergers and
acquisitions projects), tax and other services
are subject to specific pre-approval by the
Audit Committee. All service requests
concerning generally pre-approved services
will be submitted to an appointed Audit
Committee delegate within management,
who will determine whether the services are
within the services generally pre-approved.
The Pre-approval Policy is subject to annual
review by the Audit Committee.
The Audit Committee establishes budgeted
fee levels annually for each of the categories
of audit and non-audit services that are
pre-approved under the Pre-approval Policy,
namely, audit, audit-related, tax and other
services. At each regular meeting of the Audit
Committee, the auditor provides a report in
order for the Audit Committee to review the
services that the auditor is providing, as well
as the cost of those services.
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Corporate governance Corporate governance statement
continued
The Personnel Committee
The Committee consists of a minimum of
three members of the Board who meet all
applicable independence requirements as
stipulated by Finnish law and the rules of
Nasdaq Helsinki and the NYSE. From May 27,
2020 the Personnel Committee has consisted
of the following four members of the Board:
Bruce Brown (Chair), Elizabeth Nelson,
Søren Skou and Kari Stadigh.
The Committee has overall responsibility
for evaluating, resolving and making
recommendations to the Board regarding:
■ compensation of the company’s top
executives and their terms of employment;
■ all equity-based plans;
■ incentive compensation plans, policies and
programs of the company affecting
executives; and
■ other significant incentive plans.
The Committee is responsible for overseeing
compensation philosophy and principles
and ensuring the Company’s compensation
programs are performance-based, and
designed to contribute to long-term
shareholder value creation and alignment
to shareholders’ interests, properly
motivate management, and support
overall corporate strategies.
The Technology Committee
The Committee consists of a minimum of
three members of the Board who meet
applicable independence requirements as
stipulated by Finnish law and the rules of
Nasdaq Helsinki and the NYSE and have such
skills in innovation, technology and science
matters as the Board determines adequate
from time to time. From May 27, 2020 the
Technology Committee has consisted of the
following five members of the Board: Edward
Kozel (Chair), Sari Baldauf, Bruce Brown,
Thomas Dannenfeldt and Jeanette Horan.
In its dialogue with and provision of opinions
and advice to the management, the
Committee will periodically review:
■ the company’s approach to major
technological innovations;
■ key technology trends that may result
in disruptive threats or opportunities;
■ high-level risks and opportunities
associated with the company’s Research
and Development Programs; and
■ the company’s technological
competitiveness and new strategic
technology initiatives.
Group Leadership Team and the
President and CEO
We have a Group Leadership Team that is
responsible for the operative management
of Nokia. The Board appoints the Chair of
the Group Leadership team. The Group
Leadership Team is chaired by the President
and CEO. The President and CEO’s rights and
responsibilities include those allotted to the
President under Finnish law.
On December 31, 2020, the Group
Leadership Team consisted of 17 members
representing nine different nationalities
and 24% of the members were female. On
October 29, 2020, we announced changes
to our operating model and resulting
appointments to the Group Leadership Team
taking effect on January 1, 2021. At present,
our Group Leadership Team consists of 10
members, including the President and CEO,
representing seven different nationalities
and 20% of the members are female.
Name
Pekka Lundmark
Nassib Abou-Khalil
Basil Alwan
Nishant Batra
Ricky Corker
Barry French
Sanjay Goel
Bhaskar Gorti
Federico Guillén
Position
President and CEO
Chief Legal Officer
Co-president of IP/Optical Networks
Chief Strategy and Technology Officer
President of Customer Operations, Americas(1)
Chief Marketing Officer
President of Global Services
President of Nokia Software
President of Customer Operations Officer,
EMEA & APAC(2)
President of Nokia Technologies
President of Fixed Networks
Co-president of IP/Optical Networks
President of Nokia Enterprise(3)
Chief Strategy Officer
President of Mobile Networks
Chief Technology Officer and President of Bell Labs
Jenni Lukander
Sandra Motley
Sri Reddy
Raghav Sahgal
Gabriela Styf Sjӧman
Tommi Uitto
Marcus Weldon
Stephanie Werner-Dietz Chief Human Resources Officer
Marco Wirén
Chief Financial Officer
Gender
Male
Male
Male
Male
Male
Male
Male
Male
Male
Year of birth Nationality
1963
1972
1962
1978
1967
1963
1967
1966
1963
Finnish
Dutch
American
Indian
Australian
American
Indian
American
Spanish
On GLT since
2020
2019
2016
2021
2019
2016
2018
2016
2016
On GLT on
January 1, 2021
Yes
Yes
–
–
Yes
–
–
–
Yes
Female 1974
Female 1959
1964
Male
Male
1962
Female 1969
1969
Male
1968
Male
Female 1972
1966
Male
Finnish
American
American
American
Swedish
Finnish
British
German
Finnish
2019
2019
2018
2020
2019
2019
2017
2020
2020
Yes
–
–
Yes
–
Yes
–
Yes
Yes
Ricky Corker
b. 1967
Chief Customer Experience
Officer (CCXO). Group Leadership
Team member since 2019.
Joined Nokia in 1993.
Bachelor in Communications and
Electronic Engineering from the
Royal Melbourne Institute of
Technology, Australia.
President of Customer
Operations, Americas, Nokia,
2019–2020. Executive Vice
President and President of North
America, Nokia, 2011–2018. Head
of Asia Pacific, Nokia Siemens
Networks, 2009–2011. Head of
Asia North Region, Nokia Siemens
Networks, 2008–2009. Head of
Hutchison Global Customer
Business Team, Nokia Siemens
Networks, 2007–2008. Vice
President Asia Pacific, Nokia
Networks, 2005–2007. Lead Sales
Director Asia Pacific, Nokia
Networks, 2004–2005. Account
Director Telstra, Nokia Networks,
2002–2003. Account Director
Vodafone Australia and New
Zealand, and Sales Director
Vodafone Asia Pacific Customer
Business Team, Nokia Networks,
2001–2002. Commercial Director
Global Accounts British Telecom,
Nokia Networks, 2001. Senior
sales and marketing positions
at Nokia, 1993–2001.
Pekka Lundmark
Nassib Abou-Khalil
Nishant Batra
Ricky Corker
Biographical details of the
current members of the Nokia
Group Leadership Team
Pekka Lundmark
b. 1963
President and Chief Executive
Officer of Nokia Corporation as
of August 1, 2020.
Master of Science, Department
of Technical Physics, Helsinki
University of Technology, Finland.
President and CEO, Fortum
Corporation 2015-2020.
President and CEO, Konecranes
Plc 2005–2015 and Group
Executive Vice President
2004–2005. President and CEO,
Hackman Oyj Abp 2002–2004.
Managing Partner, Startupfactory
2000–2002. Various executive
positions at Nokia 1990–2000.
Commissioner, Broadband
Commission for Sustainable
Development. Member of the
Board, Climate Leadership
Council. Member of the Board,
Research Institute of the Finnish
Economy (ETLA) and Finnish
Business and Policy Forum (EVA).
International Member of the
Academy, Royal Swedish Academy
of Engineering Sciences (IVA).
Member of the Board, Finnish
Athletics Federation.
Chairman of the Board,
Confederation of Finnish
Industries, 2019–2020. Member
of the Board, East Office of
Finnish Industries, 2009–2020.
Chairman of the Board,
Finnish Energy, 2016–2018.
Nassib Abou-Khalil
b. 1972
Chief Legal Officer (CLO). Group
Leadership Team member since
2019. Joined Nokia in 2014.
Bachelor of Arts (Political
Sciences), Civil Law (LL.L.),
Common Law (LL.B.) and Master
of Law (LL.M), University of
Ottawa, Canada.
Deputy Chief Legal Officer,
Business, Nokia 2019. General
Counsel, Customer Operations,
Nokia 2016–2019. Head of
Legal & compliance, MEA, Nokia
2014–2015. Head of Public Policy,
Europe, Middle East & Africa, and
General Counsel, Middle East &
Africa, Yahoo!, 2010–2014.
Regional Counsel, Middle East &
Africa and India, GE Oil & Gas,
2007–2010. Regulatory Counsel,
Etisalat, 2006–2007. Various legal
counsel roles, TMF Netherlands
2002–2006. Legal articling,
Fasken Martineau 1999–2001.
Nishant Batra
b. 1978
Chief Strategy and Technology
Officer (CSTO). Group Leadership
Team member since 2021.
Joined Nokia in 2021.
MBA from INSEAD. Master’s
degree in Telecommunications
and a master’s degree in
Computer Science, Southern
Methodist University, Dallas, US
Bachelor’s degree in Computer
Applications, Devi Ahilya
University, India.
Previously Executive Vice
President and Chief Technology
Officer, Veoneer, Inc. 2018-2021.
Prior to Veoneer Inc. held several
senior positions at Ericsson for 12
years in the US, Sweden and India.
Independent member of the
Board of Directors, Sensys
Gatso Group.
(1) As of January 1, 2021 Chief Customer Experience Officer
(2) As of January 1, 2021 President of Network Infrastructure
(3) As of January 1, 2021 President of Cloud and Networks Services
58
NOKIA IN 2020
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59
Corporate governance Corporate governance statement
continued
Federico Guillén
b. 1963
President of Network
Infrastructure. Group Leadership
Team member since 2016.
Joined Nokia in 2016.
Degree in Telecommunications
Engineering, ETSIT at Universidad
Politécnica de Madrid, Spain.
Master’s degree in Switching &
Communication Architectures,
ETSIT at Universidad Politécnica
de Madrid, Spain. Master’s Degree
in International Management,
ESC Lyon and Alcatel, France.
President of Customer
Operations, Europe, Middle East &
Africa and Asia Pacific, Nokia,
2018–2020. President of Fixed
Networks, Nokia, 2016–2018.
President of Fixed Networks,
Alcatel-Lucent, 2013–2016.
President and Chief Senior Officer
of Alcatel-Lucent Spain and Global
Account Manager Telefónica,
Alcatel-Lucent, 2009–2013.
Vice President Sales of Vertical
Market Sales in Western Europe,
Alcatel-Lucent, 2009. Head of
Regional Support Center, Fixed
Access Division for South Europe,
Middle East & Africa, India and
Caribbean & Latin America,
Alcatel-Lucent, 2007–2009.
President and Chief Senior
Officer, Alcatel Mexico and
Global Account Manager, Telmex,
2003–2007. Various R&D,
portfolio and sales management
positions with Telettra in Spain,
and then with Alcatel in Spain,
Belgium and the United States
1989–2003.
Jenni Lukander
b. 1974
President of Nokia Technologies.
Group Leadership Team member
since 2019. Joined Nokia in 2007.
Tommi Uitto
b. 1969
President of Mobile Networks.
Group Leadership Team member
since 2019. Joined Nokia in 1996.
Master’s degree in industrial
management, Helsinki University
of Technology, Finland.
Master’s degree in operations
management, Michigan
Technological University,
the United States.
Senior Vice President, Global
Product Sales, Mobile Networks,
Nokia 2016–2018. Senior Vice
President, Global Mobile
Broadband Sales, Customer
Operations, Nokia Networks,
2015–2016. Senior Vice
President, West Europe,
Customer Operations, Nokia
Networks, 2013–2015. Head of
Radio Cluster (Senior Vice
President), Mobile Broadband,
Nokia Siemens Networks,
2012–2013. Head of Global LTE
Radio Access Business Line (Vice
President) and Quality, Mobile
Broadband, Nokia Siemens
Networks, 2011–2012. Head of
Product Management, Network
Systems, Nokia Siemens
Networks, 2010. Head of Product
Management, Radio Access,
Nokia Siemens Networks, 2009.
Head of WCDMA/HSPA and Radio
Platforms Product Management,
Nokia Siemens Networks, 2008.
Head of WCDMA/HSPA Product
Line Management, Nokia Siemens
Networks, 2007. General
Manager, Radio Controller Product
Management, Nokia Networks,
2005–2007. Director, Sales &
Marketing (Lead Sales Director),
France Telecom/Orange Nokia
Networks, 2002–2005.
Operations Director, Northeast
Europe, Central & Eastern Europe
and Middle East, Nokia Networks,
1999–2002.
Master of Laws, University of
Helsinki, Finland.
Senior Vice President, Head of
Patent Business, Nokia 2018–2019.
Vice President, Head of Patent
Licensing, Nokia 2018. Vice
President, Head of Litigation
and Competition Law, Nokia
2016–2018. Director, Head of
Regulatory and Competition Law,
Nokia 2015–2016. Director,
Head of Competition Law,
Nokia 2011–2015. Senior Legal
Counsel, Nokia 2007–2011.
Visiting lawyer, Nokia, 2001.
Lawyer, Roschier Ltd. 1999–2007.
Raghav Sahgal
b. 1962
President of Cloud and Network
Services. Group Leadership Team
member since 2020. Joined Nokia
in 2017.
Master of Science in Computer
Systems Management, University
of Maryland, United States.
Bachelor of Science in Computer
Engineering, Tulane University,
New Orleans, United States.
Executive Business Certificate in
General Management, Harvard
University, United States.
President of Nokia Enterprise,
2020. Senior Vice President,
Nokia Software, 2017–2020.
President, NICE Ltd. Asia Pacific
and the Middle East, 2010–2017.
Advisory Board Member, Orga
Systems, 2010–2014. Vice
President, Communications
Business Unit, Asia Pacific &
Japan, Oracle, 2008–2010. Chief
Business Officer, Comverse,
2005–2006. Executive Vice
President, Asia Pacific, CSG,
2002–2005. Vice President,
Software Products Group Asia
Pacific, Lucent Technologies,
2000–2002.
Federico Guillén
Stephanie Werner-Dietz
Jenni Lukander
Marco Wirén
Raghav Sahgal
Tommi Uitto
Stephanie Werner-Dietz
b. 1972
Chief People Officer (CPO). Group
Leadership Team member since
2020. Joined Nokia in 1998.
Marco Wirén
b. 1966
Chief Financial Officer (CFO).
Group Leadership Team member
since 2020. Joined Nokia in 2020.
Diploma in Applied business
languages (Chinese) and
International business studies,
University of Applied Sciences,
Bremen, Germany.
Vice President, Global HR Center
of Expertise, Nokia, 2018–2019.
Vice President, Business HR Head
for Nokia Corporate Functions,
Nokia, 2016–2018. Head of
Business HR for Chief Finance and
Operations Officer/Organization,
Nokia, 2012–2015. Head of Nokia
Siemens Networks Business
Talent, Leadership & Organization
Development, Nokia Siemens
Networks, 2011–2012. Head of
Business HR, Nokia Radio Access,
2007–2011. Head of HR Emerging
Markets, Romania, Nokia, 2007.
Senior HR Manager, Strategic
Projects, US, Nokia, 2004–2006.
HR Manager Global Platforms,
Nokia, 2001–2004. HR Country
Manager for the Philippines,
Nokia, 1999–2001. HR Manager,
Nokia Networks for Switzerland,
Nokia, 1998–1999.
Master’s degree in Business
Administration, University of
Uppsala. Studies in management
and strategic leadership, including
at Duke Business School, IMD, and
Stockholm School of Economics.
President, Wärtsilä Energy and
Executive Vice President, Wärtsilä
Group, 2018–2020. Executive
Vice President and CFO, Wärtsilä
Group, 2013–2018. Executive
Vice President and CFO, SSAB
Group, 2008–2013. Vice
President, Business Control,
SSAB Group, 2007–2008. CFO,
Eltel Networks, 2006–2007.
Vice President of Business
development, Eltel Networks,
2004–2005. Head of Service
Division, Eltel Networks,
2003–2004. Vice President,
Corporate Development, Eltel
Networks, 2002–2003. Vice
President, Strategy & Business
Development, NCC Group,
1999–2002. Head of Strategic
Planning, NCC Group, 1998–1999.
Group Controller, NCC Group,
1996–1998.
Vice Chair of the Board of
Directors and Chair of the Audit
Committee, Neste Corporation.
60
NOKIA IN 2020
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Corporate governance Corporate governance statement
continued
Summary of changes in the Group
Leadership Team in 2020
and thereafter
During 2020 and thereafter, the following
new appointments were made to the Group
Leadership Team:
■ Stephanie Werner-Dietz, Chief Human
Resources Officer, as of January 1, 2020;
■ Raghav Sahgal,President of Nokia
Enterprise, as of June 1, 2020;
■ Pekka Lundmark, President and CEO and
Chair of the Group Leadership Team,
as of August 1, 2020;
■ Marco Wirén, Chief Financial Officer,
as of September 1, 2020;
■ Nishant Batra, Chief Strategy and
Technology Officer, as of January 18, 2021.
During 2020, the following members of the
Group Leadership Team stepped down from
the Group Leadership Team:
■ Kathrin Buvac, President of Nokia
Enterprise, as of May 31, 2020;
■ Rajeev Suri, President and CEO and the
Chair of the Group Leadership Team,
as of July 31, 2020;
■ Kristian Pullola, Chief Financial Officer,
as of August 31, 2020;
■ Basil Alwan, Co-president of IP/Optical
Networks, as of December 31, 2020;
■ Barry French, Chief Marketing Officer,
as of December 31, 2020;
■ Sanjay Goel, President of Global Services,
as of December 31, 2020;
■ Bhaskar Gorti, President of Nokia Software,
as of December 31, 2020;
■ Sandra Motley, President of Fixed Networks,
as of December 31, 2020;
■ Sri Reddy, Co-president of IP/Optical
Networks, as of December 31, 2020;
■ Gabriela Styf Sjӧman, Chief Strategy Officer,
as of December 31, 2020; and
■ Marcus Weldon, Chief Technology Officer
and President of Bell Labs, as of December
31, 2020.
Furthermore, the following changes took
place within the Group Leadership Team:
■ Ricky Corker, President of Customer
Operations, Americas, was appointed
Chief Customer Experience Officer as
of January 1, 2021;
■ Federico Guillén, President of Customer
Operations, EMEA & APAC, was appointed
President of Network Infrastructure as
of January 1, 2021; and
■ Raghav Sahgal, President of Nokia
Enterprise, was appointed President
of Cloud and Network Services as of
January 1, 2021.
Risk management, internal
control and internal audit
functions at Nokia
Main features of risk management systems
We have a systematic and structured
approach to risk management. Key risks
and opportunities are primarily identified
against business targets either in business
operations or as an integral part of strategy
and financial planning. Risk management
covers strategic, operational, financial,
compliance and hazard risks. Key risks and
opportunities are analyzed, managed and
monitored as part of business performance
management with the support of risk
management personnel and the centralized
Enterprise Risk Management function.
The principles documented in the Nokia
Enterprise Risk Management Policy, which
is approved by the Audit Committee of the
Board, require risk management and its
elements to be integrated into key processes.
One of the core principles is that the business
or function head is also the risk owner,
although all employees are responsible for
identifying, analyzing and managing risks,
as appropriate, given their roles and duties.
Our overall risk management concept is
based on managing the key risks that would
prevent us from meeting our objectives,
rather than solely focusing on eliminating
risks. In addition to the principles defined in
the Nokia Enterprise Risk Management Policy,
other key policies reflect implementation
of specific aspects of risk management.
Key risks and opportunities are reviewed by
the Group Leadership Team and the Board
in order to create visibility on business risks
as well as to enable prioritization of risk
management activities. Overseeing risk is
an integral part of the Board’s deliberations.
The Board’s Audit Committee is responsible
for, among other matters, risk management
relating to the financial reporting process
and assisting the Board’s oversight of the
risk management function. The Board’s role
in overseeing risk includes risk analysis and
assessment in connection with financial,
strategy and business reviews, updates
and decision-making proposals.
Description of internal control procedures
in relation to the financial reporting process
The management is responsible for
establishing and maintaining adequate
internal control over financial reporting for
Nokia. Our internal control over financial
reporting is designed to provide reasonable
assurance to the management and the Board
regarding the reliability of financial reporting
and the preparation and fair presentation
of published financial statements.
The management conducts a yearly
assessment of Nokia’s internal controls over
financial reporting in accordance with the
Committee of Sponsoring Organizations
framework (the “COSO framework”, 2013)
and the Control Objectives for Information
and Related Technology (COBIT) framework
of internal controls. The assessment is
performed based on a top-down risk
assessment of our financial statements
covering significant accounts, processes
and locations, corporate-level controls
and information systems’ general controls.
As part of its assessment, the management
has documented:
■ the corporate-level controls, which create
the “tone from the top” containing the
Nokia values and Code of Conduct and
which provide discipline and structure
to decision-making processes and ways
of working. Selected items from our
operational mode and governance
principles are separately documented
as corporate-level controls;
■ the significant processes: (i) give a complete
end-to-end view of all financial processes;
(ii) identify key control points; (iii) identify
involved organizations; (iv) ensure coverage
for important accounts and financial
statement assertions; and (v) enable
internal control management within Nokia;
■ the control activities, which consist of
policies and procedures to ensure the
management’s directives are carried out
and the related documentation is stored
according to our document retention
practices and local statutory requirements;
and
■ the information systems’ general controls
to ensure that sufficient IT general controls,
including change management, system
development and computer operations,
as well as access and authorizations,
are in place.
Closed window
Persons discharging managerial
responsibilities are subject to a closed
window period of 30 calendar days preceding
the disclosure of Nokia’s quarterly or annual
result announcements, as well as the day
of the disclosure. During the closed window
period, persons discharging managerial
responsibilities are prohibited from dealing
in Nokia’s financial instruments.
Nokia has imposed this closed window
period also on separately designated
financial reporting persons who are
recurrently involved with the preparation
of Nokia’s quarterly and annual results
announcements. These persons are
separately notified of their status as
designated financial reporting persons.
Insider registers
Nokia does not maintain a permanent
insider register. Insiders are identified on
a case-by-case basis for specific projects
and are notified of their insider status.
Persons included in a project-specific
insider register are prohibited from dealing
in Nokia’s financial instruments until the
project ends or is made public.
Supervision
Our insider administration’s responsibilities
include internal communications related
to insider matters and trading restrictions,
setting up and maintaining our insider
registers, arranging related trainings as well
as organizing and overseeing compliance
with the insider rules.
Violations of the Nokia Insider Policy must be
reported to the Deputy Chief Legal Officer,
Corporate. Nokia employees may also use
channels stated in the Nokia Code of Conduct
for reporting incidents involving alleged
violations of the Nokia Insider Policy.
Related party transactions
We determine and monitor related parties in
accordance with the International Accounting
Standards (IAS 24) and other applicable
regulations. We maintain information of our
related parties as well as monitor and assess
related party transactions. As a main principle,
all transactions are conducted at arm’s-length
and are considered to be part of the ordinary
course of business. In an exceptional case
where these principles would be deviated
from, the company would set up a separate
process to determine related parties and
seek relevant approvals in accordance with
internal guidelines and applicable regulations.
Main procedures relating to
insider administration
Our insider administration is organized
according to the applicable European Union
and Finnish laws and regulations. In addition,
the Board of Directors has approved the Nokia
Insider Policy, which sets out Nokia-wide rules
and practices to ensure full compliance with
applicable rules and that inside information
is recognized and treated in an appropriate
manner and with the highest integrity. The
Nokia Insider Policy is applicable to all directors,
executives and employees of the company.
Persons discharging managerial
responsibilities
Nokia has identified members of the Board
of Directors and the Group Leadership
Team as persons discharging managerial
responsibilities who, along with persons
closely associated with them, are required
to notify Nokia and the Finnish Financial
Supervisory Authority of their transactions
with Nokia’s financial instruments. Nokia
publishes the transaction notifications.
In addition, under the Nokia Insider Policy,
persons discharging managerial responsibilities
are obligated to clear with the Deputy
Chief Legal Officer, Corporate, a planned
transaction in Nokia’s financial instruments
in advance. It is also recommended that
trading and other transactions in Nokia’s
financial instruments are carried out in
times when the information available to
the market is as complete as possible.
Further, the management has also:
■ assessed the design of the controls in place
aimed at mitigating the financial reporting
risks;
■ tested operating effectiveness of all key
controls; and
■ evaluated all noted deficiencies in internal
controls over financial reporting in the
interim and as of year-end.
In 2020, Nokia has followed the procedures
as described above and has reported on
the progress and assessments to the
management and to the Audit Committee
of the Board on a quarterly basis.
Description of the organization of the
internal audit function
We also have an internal audit function that
acts as an independent appraisal function
by examining and evaluating the adequacy
and effectiveness of our system of internal
control. Internal audit reports to the Audit
Committee of the Board. The head of the
internal audit function has direct access to
the Audit Committee, without involvement of
the management. The internal audit staffing
levels and annual budget are approved by the
Audit Committee. All authority of the internal
audit function is derived from the Board.
The internal audit aligns to the business
regionally and by business and function.
Annually, an internal audit plan is developed
with input from the management, including
key business risks and external factors.
This plan is approved by the Audit Committee.
Audits are completed across the business
focused on site level, customer level, business
project level, IT system implementation, IT
security, operations activities or at a Group
function level. The results of each audit are
reported to the management identifying
issues, financial impact, if any, and the
correcting actions to be completed. Quarterly,
the internal audit function communicates the
progress of the internal audit plan completion,
including the results of the closed audits,
to the Audit Committee.
Internal audit also works closely with our
Ethics and Compliance office to review any
financial concerns brought to light from
various channels and, where relevant,
works with Enterprise Risk Management
to ensure priority risk areas are reviewed
through audits.
In 2020, the internal audit plan was
completed and all results of these reviews
were reported to the management and
to the Audit Committee.
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Corporate governance Corporate governance statement
continued
Share ownership of the Board of Directors and the Nokia Group Leadership Team
The following table sets forth the number of shares and American Depositary Shares (ADS) held by the members of the Board at December 31,
2020 when they held a total of 1 033 100 shares and ADSs in Nokia, which represented approximately 0.02% of our total shares and voting
rights excluding shares held by Nokia Group.
Name
Sari Baldauf (Board Chair)
Kari Stadigh (Board Vice Chair)
Bruce Brown
Thomas Dannenfeldt
Jeanette Horan
Edward Kozel
Elizabeth Nelson
Søren Skou
Carla Smits-Nusteling
Shares(1)
163 220
308 190
30 299
60 630
31 707
78 708
ADSs(1)
165 788
86 698
107 860
(1) The number of shares or ADSs includes shares and ADSs received as director compensation as well as shares and ADSs acquired through other means. Stock options or other equity awards that are
deemed as being beneficially owned under the applicable SEC rules are not included.
The following table sets forth the number of shares and ADSs held by the President and CEO and the other members of the Group Leadership
Team in office at December 31, 2020 when they held a total of 3 446 939 shares and ADSs in Nokia, which represented approximately 0.06%
of our total shares and voting rights excluding shares held by Nokia Group.
Name
Pekka Lundmark
Nassib Abou-Khalil
Basil Alwan
Ricky Corker
Barry French
Sanjay Goel
Bhaskar Gorti
Federico Guillén
Jenni Lukander
Sandra Motley
Sri Reddy
Raghav Sahgal
Gabriela Styf Sjӧman
Tommi Uitto
Marcus Weldon
Stephanie Werner-Dietz
Marco Wirén
Position in 2020
President and CEO
Chief Legal Officer
Co-president of IP/Optical Networks
President of Customer Operations, Americas
Chief Marketing Officer
President of Global Services
President of Nokia Software
President of Customer Operations Officer, EMEA & APAC
President of Nokia Technologies
President of Fixed Networks
Co-president of IP/Optical Networks
President of Nokia Enterprise
Chief Strategy Officer
President of Mobile Networks
Chief Technology Officer and President of Bell Labs
Chief Human Resources Officer
Chief Financial Officer
Shares(1)
ADSs(1)
81 000
100 000
788 850
40 204
206 333
193 021
319 006
130 784
472 273
214 201
9 767
23 092
398 814
245 357
4 000
47 451
77 482
17 304
78 000
(1) The number of shares or ADSs includes shares and ADSs received as compensation as well as shares and ADSs acquired through other means. Stock options or other equity awards that are deemed as
being beneficially owned under the applicable SEC rules are not included.
Auditor fees and services
Deloitte Oy served as our auditor for the period ending December 31, 2020 and PricewaterhouseCoopers Oy for the period from January 1 to
December 31, 2019. The auditor is elected annually by our shareholders at the Annual General Meeting for the financial year commencing next
after the election. The Audit Committee of the Board prepares the proposal to the shareholders in respect of the appointment of the auditor
based upon its evaluation of the qualifications and independence of the auditor to be proposed for election or re-election on an annual basis.
The following table presents fees by type paid to Deloitte’s (2020) and PricewaterhouseCoopers’ (2019) network of firms for the years ended
December 31:
EURm
Audit fees(1)
Audit-related fees(2)
Tax fees(3)
All other fees(4)
Total
2020
22.3
0.4
0.6
1.6
24.9
2019
22.7
1.2
1.9
–
25.8
(1) Audit fees consist of fees incurred for the annual audit of the Group’s consolidated financial statements and the statutory financial statements of the Group’s subsidiaries.
(2) Audit-related fees consist of fees billed for assurance and related services that are reasonably related to the performance of the audit or review of the Group’s financial statements or that are
traditionally performed by the independent auditor, and include consultations concerning financial accounting and reporting standards; advice and assistance in connection with local statutory
accounting requirements; due diligence related to mergers and acquisitions; and audit procedures in connection with investigations in the pre-litigation phase and compliance programs. They also
include fees billed for other audit services, which are those services that only the independent auditor can reasonably provide, and include the provision of comfort letters and consents in connection
with statutory and regulatory filings and the review of documents filed with the SEC and other capital markets or local financial reporting regulatory bodies.
(3) Tax fees include fees billed for: (i) services related to tax compliance including preparation and/or review of tax returns, preparation, review and/or filing of various certificates and forms and consultation
regarding tax returns and assistance with revenue authority queries; compliance reviews, advice and assistance on other indirect taxes; and transaction cost analysis; (ii) service related to tax audits;
(iii) services related to individual compliance (preparation of individual tax returns and registrations for employees (non-executives), assistance with applying visa, residency, work permits and tax status
for expatriates); (iv) services related to technical guidance on tax matters; (v) services related to transfer pricing advice and assistance with tax clearances; and (vi) tax consultation and planning (advice
on stock-based remuneration, local employer tax laws, social security laws, employment laws and compensation programs and tax implications on short-term international transfers).
(4) Other fees include fees billed for company establishments; liquidations; forensic accounting, data security, other consulting services and reference materials and services.
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Corporate governance Compensation
Compensation
This section sets out our remuneration governance,
policies and how they have been implemented
within Nokia and includes our Remuneration Report
where we provide disclosure of the compensation
of our Board members and the President and CEO
for 2020.
The content of the Remuneration Report, which
will be presented to an advisory vote at the 2021
Annual General Meeting, is clearly indicated
below and also exists as a standalone version
published on a stock exchange release. Other
compensation-related information provided before
and after the Remuneration Report for 2020 is
not subject to a vote at the 2021 Annual General
Meeting, but provides further information on the
compensation policies applied within Nokia as well
as on the compensation of the rest of the Group
Leadership Team.
We report information applicable to executive
compensation in accordance with Finnish regulatory
requirements and with requirements set forth by
the U.S. Securities and Exchange Commission that
are applicable to us.
Highlights
■ 2020 was a year of significant change with the Chair of the Board
of Directors, President and CEO, and Chief Financial Officer all
changing. This was then followed by a restructure of the Group
Leadership Team, effective January 1, 2021.
■ Mr. Lundmark joined Nokia as President and CEO on the same target
compensation arrangement as his predecessor.
■ Mr. Lundmark purchased EUR 2.6 million of shares in the market
prior to joining the company, of which the majority were eligible
for the agreed co-invest based long-term incentive arrangement
available to him on joining. Mr. Lundmark’s interests and the
interests of Nokia’s shareholders are intended to be fully aligned
through such ownership.
■ Business performance for 2020 was mixed, with free cash flow
exceeding target, but profit and revenue falling short of the
incentive targets. This was reflected in Mr. Lundmark’s short-term
incentive, which was at 84% of target, pro-rated for his time in role.
■ Our pay policies and practices continue to ensure that there is no
gender pay gap in Nokia.
Word from the Chair of the Personnel Committee
of the Board
Dear Fellow Shareholder,
2020 has been a year of significant change and challenges. Shortly
after the appointment of Mr. Pekka Lundmark as President and CEO,
the world saw significant levels of disruption with the arrival of
COVID-19. All Nokia employees are to be commended for the
important role they played in keeping our operations going in
a safe manner, and working with our customers to ensure critical
performance of networks around the world to support the major
changes in how people lived and worked. I also want to recognize and
thank our former President and CEO, Rajeev Suri, for his continued
commitment through 2020 as he supported Pekka Lundmark in taking
over the leadership of the company and engaging with our largest
customers and stakeholders during this period of transition.
On the regulatory front, I am pleased to report that shareholders
supported Nokia’s Remuneration Policy with 86% of the votes in favor
of the proposed policy. The policy will remain in place for four years
and we will report each year on the outcomes of the policy in our
Remuneration Report, where our shareholders will be asked to vote in
support of the compensation paid. The Remuneration Report, and all
elements of the compensation delivered in 2020, are fully consistent
with the approved policy.
Business context
While 2020 was a challenging year for Nokia with the significant
leadership changes, and global disruption caused by the COVID-19
pandemic, Nokia’s employees delivered for our customers when it
counted most, ensuring that they had the equipment and services
to operate networks around the world. This was achieved despite
disruption in supply chains and restrictions in movement in many
of our markets. As a result, we saw our operating profit in line with
guidance, while below the incentive target, and free cash flow being
positive at EUR 1 356 million. This is reflected in the outcome of our
incentive arrangements.
Strategy and compensation
At the core of Nokia’s philosophy lie two principles:
■ pay for performance and aligning the interests of employees with
shareholders; and
■ ensuring that compensation programs and policies support the
delivery of the corporate strategy and create long-term sustainable
shareholder value.
For 2021, which will be a year of transition with the announced
organization and strategy changes, we have taken the decision to
simplify our annual short-term incentive plan (STI plan) and to focus
the annual incentive on operating profit (70%), a strategic objective
(20%), along with an environment, social and governance (ESG) related
metric (10%). While we have always believed that ESG is core to how
we run our business and our role in society, 2020 has demonstrated
clearly the importance of our role in society and the Personnel
Committee decided that it would now be appropriate to formalize
this as part of our incentive structure.
Shareholder outreach
Having met with many of our shareholders throughout 2018 and
2019 to get their input on our compensation policies and programs,
we had a more limited outreach in 2020. One comment we did hear
in 2020 was to formally incent ESG as part of our incentive framework.
In addition, we were pleased with the support our shareholders
demonstrated with the support to our Remuneration Policy in the
2020 Annual General Meeting.
Share ownership requirement
The President and CEO is required to own three times his base salary
in Nokia. Mr. Lundmark starts his tenure with Nokia with a significant
purchase of EUR 2.6 million of shares under the eLTI co-investment
arrangement under which he was given a matching award of
EUR 5.2 million of Nokia 2020 performance shares. He also received
an award of EUR 1.3 million of Nokia 2020 restricted shares to buy
out awards forfeited on leaving his former employer.
Short and long-term incentives in 2021
Our 2021 incentive plans follow this structure:
Delivering sustainable value – Long-term incentive
Absolute Total Shareholder Return 100%
Focus on increase in share price and restoration of the dividend
Delivering the next year’s step in the strategic plan –
Short-term incentive
Operating
profit 70%
Strategic
objective 20%
Deliver
operating
profit
Deliver meaningful
strategic actions
Environmental, social and
governance aspects (ESG)
10%
Deliver on our responsibilities
to reduce carbon emissions
and become a more diverse
employer
The 2021 long-term incentive is based on performance over the
life of the three-year plan from the date of the award. The metric
is absolute total shareholder return. By using this metric, we will
incentivize executives to deliver the desired business results and
support the restoration of the dividend and the transparency for
participants to see how the plan is performing.
In summary, we believe that our compensation policies have facilitated
an orderly transition in leadership in an exceptionally disrupted year
and that the policy and plans set the company up well to support the
strategy announced by Mr. Lundmark in October 2020.
In the Remuneration Report, we also show a comparison of the
development of compensation for the Board members and the
President and CEO, against average employee remuneration and
Nokia’s financial development over the last five years. The comparison
shows a clear link between President and CEO pay and company
performance, with President and CEO realized pay falling nearly
8% between 2019 and 2020 in line with company performance.
We will continue to monitor this alignment.
Bruce Brown, Chair of the Personnel Committee
New CEO compensation
Pekka Lundmark’s base salary and target incentives are at the same
level as his predecessor.
■ Mr. Lundmark received his base compensation for the period
from August 1, 2020 to the end of the financial year together
with a pro rata bonus for the last five months of 2020, based
on the performance of the company. His bonus for 2020 totaled
EUR 573 068.
In addition, Mr. Lundmark received an award of EUR 1.3 million of
restricted shares on joining to buy out the awards he forfeited on
leaving his previous employer. Mr. Lundmark was invited to join the
co-investment based long-term incentive arrangement (eLTI) targeted
to engage senior leaders with the long-term nature of our business
and share price, and purchased EUR 2.6 million of Nokia shares against
which he was given a matching award of EUR 5.2 million of Nokia 2020
performance shares. This investment by Mr. Lundmark aligns him
with shareholders from the start and is a sign of his commitment
and engagement with the company. Delivery of actual Nokia shares
would take place in 2023 subject to performance conditions.
Former CEO compensation
Mr. Suri continued to lead Nokia until July 31, 2020 and remained
employed during 2020 to support the transition of leadership and
relationships with our key customers and stakeholders, remaining
active with our customers and helping us close contracts with them
up to and after stepping down as President and CEO. His leadership
was critical during the disruptions caused by COVID-19.
■ Mr. Suri received his base salary and incentives throughout 2020.
The balance of his notice period was paid out in cash in accordance
with his contract and his annual incentive and benefits were similarly
handled in accordance with the rules of the incentive plan and his
contract. Facing a period of up to six months before Mr. Lundmark
would be able to join, and an increasingly uncertain global economy
due to COVID-19, retaining Mr. Suri’s ongoing commitment was
essential to ensure stability of the company until Mr. Lundmark
was able to join.
Mr. Suri received a payment of EUR 2 028 666 on departure in
accordance with amounts due under his contract.
2020 remuneration outcomes
In a year of challenge and change, our incentive plan payments reflect
the performance of the company. In a year of challenge and change,
our incentive plan payments reflect the performance of the company.
The structure of the President and CEO’s compensation arrangements,
with the emphasis on results based variable pay, and the 2020
above-target free cash flow achievement and the below-target revenue
and profit achievement, have led to an overall payment of 84% of
target short-term incentive for Mr. Lundmark as President and CEO.
2020 was also the year in which Mr. Suri’s 2018 long-term award
vested. The outcome of this, at 56.82% of target vesting, is reflective
of the performance achievement during the period.
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Corporate governance
Compensation
continued
Remuneration Policy 2020
Our Remuneration Policy was supported by 86% of the vote at the 2020 Annual General Meeting. The information below is provided as a
summary for ease of reference.
In addition to applying the Remuneration Policy to our President and CEO, the principles of our policy extend to the Group Leadership Team.
This includes caps to equity award amounts and provisions related to clawback.
The Board regularly monitors the effectiveness of the measures used in our incentive plans to ensure that they align with and drive the strategy
of the company.
Remuneration summary for the President and CEO
Year ending December 31, 2021, subject
to and in accordance with the separately
published Remuneration Policy supported
by the Annual General Meeting 2020
Pekka Lundmark
EUR 1 300 000
Element
Name
Base salary
Year ended
December 31, 2020
Pekka Lundmark (from 1 August)
EUR 1 300 000
(full-year equivalent)
Year ended
December 31, 2020
Rajeev Suri (to 31 July)
EUR 1 300 000
(full-year equivalent)
Short-term
incentives
Target award: 125% of base salary
Target award: 125% of base salary
Target award: 125% of base salary
Minimum 0% of base salary
Minimum 0% of base salary
Minimum 0% of base salary
Maximum 281.25% of base salary
Maximum 281.25% of base salary
Maximum 281.25% of base salary
Measures:
■ 100% Nokia scorecard
– 70% operating profit
– 20% strategic objectives
– 10% Environment, social
and governance
Target award: 200% of base salary
(EUR 2 600 000)
Measures:
■ 100% Nokia scorecard
– 20% revenue
– 40% operating profit
– 40% free cash flow
Measures:
■ 100% Nokia scorecard
– 20% revenue
– 40% operating profit
– 40% free cash flow
Achievement against measures is multiplied
by the business results multiplier (operating
profit), the overriding affordability measure.
Target award: 200% of base salary
(EUR 2 600 000 full-year equivalent)
Achievement against measures is multiplied
by the business results multiplier (operating
profit), the overriding affordability measure.
No 2020 LTI award granted to Mr. Suri
Minimum 0% of base salary
Minimum 0% of base salary
Maximum 400% of base salary(1)
Maximum 400% of base salary(1)
Metric: Absolute Total Shareholder Return
Metric: Absolute Total Shareholder Return
Long-term
incentives
(Performance
Shares)
Pension
Contribution to the mandatory TyEL
pension plan in Finland.
Contribution to the mandatory TyEL pension
plan in Finland.
Contribution to the mandatory TyEL pension
plan in Finland.
Purpose
Operation
Opportunity
Provide competitive base
salary to attract and retain
individual with the requisite
level of knowledge, skills
and experience to lead
our businesses.
To incentivize and reward
performance against delivery
of the annual business plan.
Base pay is normally reviewed annually taking into
consideration a variety of factors, including, for example,
the following:
■ performance of the company and the individual;
■ remuneration of our external comparator group;
■ changes in individual responsibilities; and
■ employee salary increases across Nokia and in the local
market.
Short-term incentives are based on performance against
single-year targets and normally paid in cash.
Targets for the short-term incentives are set at the start
of the year, in the context of analyst expectations and the
annual plan, selecting measures that align to the delivery
of Nokia’s strategy.
Achievement is assessed at the end of the year.
Short-term incentives are subject to the clawback policy
(see below).
To reward for delivery of
sustainable long-term
performance, align the
President and CEO’s interests
with those of shareholders
and aid retention.
Long-term incentive awards are normally made in
performance shares and paid for performance against
longer-term targets.
Targets are set in the context of the Nokia long-term plans
and analyst forecasts ensuring that they are considered
both demanding and motivational.
Long-term incentives are subject to the clawback policy
(see below).
To provide for retirement with
a level of certainty.
Retirement age is defined and pensions are provided in
line with local country arrangements; in Finland this is the
statutory Finnish pension system (Finnish TyEL).
Pay reviews are set within the context of employee
increases and changes within the Nokia peer group.
Changes reflect not only improving performance but also
improving competence and skills as would be applied to any
other employee in Nokia.
Target award: 125% of base salary
Minimum 0% of base salary
Maximum 281.25% of base salary
Target award: 200% of base salary
Minimum 0% of base salary
Maximum 400% of base salary(1).
The Board’s Personnel Committee retains discretion to make
awards up to twice that level in exceptional circumstances
such as for example upon recruitment, significant change in
responsibilities, significant strategic change or other similar
events. The use of discretion would be explained at the time.
Pursuant to Finnish legislation, Nokia is required to make
contributions to the Finnish TyEL pension arrangements
in respect of the President and CEO. Such payments can
be characterized as defined contribution payments.
The amount is disclosed in the Remuneration Report.
The value will be the cost to the company.
Benefits &
mobility
Life and critical illness insurance, private
medical insurance and company car.
Life and critical illness insurance, private
medical insurance and company car.
Life and critical illness insurance, private
medical insurance and company car. In
addition Mr. Suri received mobility related
benefits during his tenure for the first seven
months of the year.
To attract, retain and protect
the President and CEO.
Total Target
Remuneration
Share
ownership
requirement
EUR 5 525 000
Target: 3 times base salary
EUR 5 525 000(2)
(full year equivalent)
Target: 3 times base salary
N/A(3)
Target: 3 times base salary
Target (amount): EUR 3 900 000
Target (amount): EUR 3 900 000
Target (amount): EUR 3 900 000
(1) Excluding share price growth.
(2) Excluding 2020 matching performance share award under the eLTI co-investment arrangement.
(3) Mr. Suri was President and CEO until July 31, 2020.
Under the TyEL arrangements, base salary, incentives and
other taxable benefits are included in the definition of
earnings while gains from equity-related plans are not.
No supplemental pension arrangements are provided
in Finland.
Benefits are made available as part of the same policy
that applies to employees more broadly in the relevant
country, with additional security provisions, as
appropriate
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Corporate governance
Compensation
continued
Illustration of the earning opportunity for the President and CEO
The illustration below shows the pay components of the President and
CEO at minimum, target and maximum payout. This also includes an
annualized amount representing the matching performance share
award for the 2020 eLTI co-investment arrangement.
Earning opportunity of the President and CEO (EURm)
16
14
12
10
8
6
4
2
0
Min
Target
Max
Base salary
Short-term incentive
Long-term incentive
Co-investment arrangement
Share ownership requirement
Nokia believes that it is desirable for its executives to own shares in
Nokia to align their interests with those of shareholders and to ensure
that their decisions are in the long-term interest of the company. The
President and CEO is required to own three times his or her base salary
in Nokia shares and is given a period of five years from appointment to
achieve the required level of share ownership.
Remuneration on recruitment
Our policy on recruitment is to offer a compensation package that is
sufficient to attract, retain and motivate the individual with the right
skills for the required role.
On occasion, we may offer compensation to buy out awards or other
lost compensation which the candidate held prior to joining Nokia,
but which lapsed upon the candidate leaving their previous employer.
Due consideration is given to the potential value and timing of such
awards, taking into account any conditions attached to the awards
and the likely performance against such conditions.
Clawback
The President and CEO is subject to a clawback policy where any
restatement of financial results may result in the reclaiming of
amounts previously paid, which had been based on numbers that
have since been materially restated. Any such reclaimed amount,
and the period over which payments can be reclaimed, will take into
account the circumstances and duration of any misstatement. In the
case of unintentional misstatement, payments made within the last
three years may be subject to the policy at the discretion of the
Personnel Committee.
Termination provisions
In the event of a termination of employment, any payable
compensation is determined in line with legal advice regarding local
legislation, country policies, contractual obligations and the rules of
the applicable incentive and benefit plans. Current termination
provisions of the President and CEO’s service agreement are described
in the Remuneration Report.
Change of control arrangements, if any, are based on a double trigger
structure, which means that both a specified change of control event
and termination of the individual’s employment must take place for
any change of control-based severance payment to materialize.
Remuneration summary for the Board of Directors
The Board’s Corporate Governance and Nomination Committee
periodically reviews the remuneration for the Chair and members of
the Board against companies of similar size and complexity to ensure
Nokia is able to attract a suitably diverse and relevant mix of skills,
experience and other personal qualities in order to maximize the value
creation for shareholders.
The Annual General Meeting resolves annually on the remuneration
to the Chair and members of the Board. The Chair of the Board’s
remuneration was last changed in 2008. The Board members’ annual
fees were last changed in 2016 with the previous change in 2007.
The structure of the Board remuneration for the current term of the
Board is set out in the table below.
Fees
Fees consist of annual fees and meeting fees.
Approximately 40% of the annual fee is paid in Nokia
shares purchased from the market on behalf of the
Board members or alternatively delivered as treasury
shares held by the company. The balance is paid in
cash, most of which is typically used to cover taxes
arising from the paid remuneration.
Meeting fees are paid in cash.
Meeting fees are not paid to the Chair of the Board.
Non-executive directors are not eligible to participate
in any Nokia incentive plans and do not receive
performance shares, restricted shares or any other
equity-based or other form of variable compensation
for their duties as members of the Board.
Non-executive directors do not participate in any
Nokia pension plans.
Members of the Board shall normally retain until the
end of their directorship such number of shares that
corresponds to the number of shares they have
received as Board remuneration during their first three
years of service in the Board (the net amount received
after deducting those shares needed to offset any
costs relating to the acquisition of the shares,
including taxes).
Directors are compensated for travel and
accommodation expenses as well as other costs
directly related to Board and Committee work.
The compensation is paid in cash.
Incentives
Pensions
Share
ownership
requirement
Other
Remuneration for the term that began at the Annual General Meeting
held on May 27, 2020 and ends at the close of the Annual General
Meeting in 2021 consists of the following fees:
Annual fee
Chair
Vice Chair
Member
Chair of Audit Committee
Member of Audit Committee
Chair of Personnel Committee
Chair of Technology Committee
Meeting fee(1)
Meeting requiring intercontinental travel
Meeting requiring continental travel
EUR
440 000
185 000
160 000
30 000
15 000
30 000
20 000
EUR
5 000
2 000
(1) Paid for a maximum of seven meetings per term. Not paid to the Chair of the Board.
Proposals of the Board of Directors to the Annual General Meeting
2021 were published on February 4, 2021. The Board proposes on
the recommendation of the Board’s Corporate Governance and
Nomination Committee to introduce additional annual fees to be
paid to the members of the Personnel Committee and Technology
Committee in addition to the Committee Chairs. Other remuneration
payable to the Board members would remain unchanged and no
additional annual fee is proposed to be paid to the members of the
Corporate Governance and Nomination Committee or the Chair of the
Board for her service in any of the Board Committees.
Consequently, on the recommendation of the Board’s Corporate
Governance and Nomination Committee, in line with the company’s
Remuneration Policy presented to and supported by the Annual
General Meeting 2020, the Board of Directors proposes to the Annual
General Meeting that the annual fee payable for a term ending at the
close of the next Annual General Meeting be as follows: EUR 440 000
for the Chair of the Board, EUR 185 000 for the Vice Chair of the
Board, EUR 160 000 for each member of the Board, EUR 30 000 each
for the Chairs of the Audit Committee and the Personnel Committee
and EUR 20 000 for the Chair of the Technology Committee as an
additional annual fee and EUR 15 000 for each member of the Audit
Committee and Personnel Committee and EUR 10 000 for each
member of the Technology Committee as an additional annual fee.
Meeting fees would remain at current level. Furthermore, the Board
also proposes that members of the Board of Directors shall be
compensated for travel and accommodation expenses as well as
other costs directly related to Board and Board Committee work.
It is proposed that approximately 40% of the annual fee be paid in
Nokia shares purchased from the market, or alternatively by using
treasury shares held by the company. The meeting fee, travel
expenses and other expenses would be paid in cash.
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Corporate governance Compensation
continued
Please note that the Remuneration Report, applicable to the President and CEO and the Board, subject to
an advisory vote at the 2021 Annual General Meeting, starts below and is also published on a stock exchange
release. Other compensation-related information provided before and after the Remuneration Report is not
subject to a vote at the 2021 Annual General Meeting, but provides further information on the compensation
policies applied within Nokia and the compensation of the Group Leadership Team.
Remuneration Report 2020
Introduction
This Remuneration Report of Nokia Corporation (the Report) has been approved by the company’s Board of Directors (the Board) to
be presented to the 2021 Annual General Meeting. The resolution of the Annual General Meeting on the Report is advisory. The Report
presents the remuneration of the President and CEO and the members of the Board for the financial year 2020 in accordance with the
Finnish Decree of the Ministry of Finance 608/2019, the Finnish Corporate Governance Code of 2020 as well as other applicable Finnish
laws and regulations. The Annual General Meeting held on May 27, 2020 resolved to support Nokia Corporation’s Remuneration Policy
(the Policy) with 86.37% of the votes in favor of the Policy. Both persons who have acted as the President and CEO as well as the members
of the Board have been remunerated in accordance with this Policy during the financial year 2020. No temporary or other deviations from
the Policy have been made and no clawback provisions have been exercised during the financial year 2020.
In 2020 our remuneration structure promoted the company’s long-term financial success by setting the performance criteria for short-
and long-term incentives to support the company’s short- and long-term goals, as well through shareholding requirements set for the
President and CEO and the Board members. Aligned with Nokia’s pay-for-performance remuneration principle, performance-based
compensation was emphasized over fixed base salary. The setting and application of the performance criteria for incentive programs
executed the philosophy of pay-for-performance and supported the delivery of the corporate strategy as well as the creation of long-term
sustainable shareholder value.
The table below compares the development of the remuneration of our Board of Directors, President and CEO, average employee pay and
company performance.
Year
2016
2017
2018
2019
2020
Aggregate remuneration
of the Board of
Directors (EUR)(1)
2 050 902
2 138 000
2 203 000
2 219 000
2 016 000
President and
CEO actual
remuneration (EUR)
9 508 156
6 423 559
4 651 009
3 897 625
3 587 781
Average Salaries
and Wages (EUR)(2)
61 108
63 461
63 220
61 980
65 787
Revenue (EURm)
23 614
23 147
22 563
23 315
21 852
Total Shareholder Return
(Rebased to 100 at
31 Dec 2015)(3)
73.29
64.05
85.92
57.48
54.95
(1) Aggregate total remuneration paid to the members of the Board during the financial year as annual fee and meeting fee, as applicable, and as approved by general meetings of shareholders.
The value depends on the number of members elected to the Board for each term as well as on the composition of the Board committees and travel required. Meeting fees were introduced
in 2016 and the Board’s Technology Committee was established in 2018 after which the Board has had four Committees.
(2) Average salaries and wages are reported in the company’s financial statements based on average employee numbers and total salaries and wages.
(3) Total shareholder return on last trading day of the previous year.
We also present this data graphically:
Comparative data (rebased year end 2015 = 100)
200%
150%
100%
50%
0
The rest of the annual fee was paid in cash, most of which is typically used to cover taxes arising from the remuneration. It is the company’s
policy that the non-executive members of the Board do not participate in any of the company’s equity programs and do not receive
performance shares, restricted shares, or any other equity-based or other variable compensation for their duties as Board members.
All members of the Board were non-executive during the financial years 2016-2020.
The pay-for-performance remuneration principle applied to the President and CEO as well as the shareholding requirement of the
President and CEO and the Board members, as applicable, contribute to an alignment of interests with shareholders, while also promoting
and incentivizing decisions that are in the long-term interest of the company.
We look forward to our shareholders’ support and confirmation that the Report is aligned with the Remuneration Policy.
The President and CEO
The following table shows the actual remuneration received by the two persons who have acted as the company’s President and CEO in
2020 and 2019. As our CEO changed in the financial year 2020, both individual and aggregate figures are presented in respect of service
as President and CEO for comparison purposes. The long-term incentive payments reflect actual payments in the respective years
attributable to the vesting of the 2017 Nokia performance share plan in 2020 (comparative figures show the payment of the 2016 Nokia
performance share plan in 2019).
EUR
Salary
Short-term incentive(3)
Long-term incentive(4)
Other compensation(5)
Total
2020
(Combined)
1 301 032
1 518 765
687 740
80 244
3 587 781
Pay mix(1)
37%
43%
20%
2020
(Lundmark)
541 667
573 068
N/A
14 712
1 129 447
Pay mix(1)
49%
51%
N/A
2020
(Suri)(2)
759 365
945 697
687 740
65 512
2 458 314
Pay mix(1)
32%
40%
29%
2019
1 300 000
637 163
1 841 843
118 619
3 897 625
Pay mix(1)
34%
17%
49%
(1) Paymix reflects the proportions of base salary, short-term incentive and long-term incentive of total compensation, excluding other compensation.
(2) Mr. Suri’s compensation is shown in respect of his service as President and CEO to July 31, 2020. In addition, in respect of his services as an advisor between stepping down as President and CEO
on July 31, 2020 and his last day of work on January 1, 2021 he received EUR 540 635 salary, EUR 679 303 bonus and EUR 32 047 in benefits. After his departure, in accordance with his contract,
Mr. Suri received payment in lieu of the balance of his notice period of EUR 866 667 in respect of salary, EUR 1 083 333 in respect of bonus and EUR 78 666 in respect of benefits.
(3) Short-term incentives represent amounts earned in respect of the financial year, but that are paid in April of the following year.
(4) The long-term incentive payment to Mr. Suri represents the vesting of his 2017 performance share award.
(5) Other compensation includes for Mr. Suri’s housing equaling EUR 23 804 (2019: EUR 48 049); travel assistance equaling EUR 2 798 (2019: EUR 16 813); tax services equaling EUR 16 350
(2019: EUR 16 826); and other benefits including mobile phone, driver and supplemental medical and disability insurance equaling EUR 22 561 (2019: EUR 36 931). For Mr. Lundmark other
compensation includes mobile phone, driver and disability insurance equaling EUR 14 712.
Pursuant to Finnish legislation, Nokia is required to make contributions to the Finnish TyEL pension arrangements in respect of the
President and CEO. Such payments can be characterized as defined contribution payments. In 2020, payments to the Finnish state pension
system equaled EUR 259 952 for Mr. Suri in respect of his service as President and CEO (EUR 353 846 in 2019) and EUR 103 256 for
Mr. Lundmark. No supplementary pension arrangements were offered.
Hire and 2020 arrangements for Mr. Lundmark
Mr. Lundmark was appointed as President and CEO from August 1, 2020, which was a month earlier than initially announced on March 2,
2020. His hire arrangements are summarized below and are in accordance with the Remuneration Policy:
Item
Salary
Action
Pro-rated from August 1, 2020
Short-term
incentive 2020
Long-term
incentive 2020
eLTI
co-investment
arrangement
Paid at actual for 2020
Performance share award vests in 2023
subject to TSR performance
In return for a purchase and continued
holding of 2.6m EUR worth of Nokia shares,
a 2:1 award of Nokia 2020 performance
shares was made. These vest in 2023 subject
to TSR performance and continued holding
of the purchased shares.
Amount
EUR 1.3 million per annum,
pro-rated
EUR 573 068
Target EUR 2.6 million
Target EUR 5.2 million
Note
In line with Policy and contract
In line with Policy and STI plan rules
In line with Policy, contract and 2020 LTI
plan rules
In line with Policy and eLTI arrangement
rules and in common with the
arrangement provided to Mr. Suri,
Mr. Lundmark was invited to participate
in the eLTI co-investment arrangement.
This required him to make a substantial
personal investment in Nokia shares
aligning his personal interests with
those of shareholders from the start.
In line with Policy, 2020 restricted share
plan rules and in recognition of forfeited
awards from Mr. Lundmark’s previous
employer.
At year end
2015
2016
2017
2018
2019
2020
Remuneration of the Board of Directors
President and CEO actual remuneration
Average salaries and wages
Revenue
Total Shareholder Return
While the graph reflects the euro values paid during each financial year, in practice the Board members’ remuneration closely aligns with the
performance of the company and the total shareholder return. Approximately 40% of the Board members’ annual fees were paid in Nokia
shares purchased from the market on their behalf and the directors shall retain until the end of their directorship such number of shares
that corresponds to the number of shares they have received as Board remuneration during their first three years of service in the Board.
Restricted
shares
Benefits
Award in recognition of forfeiting previous
employer awards. In determining the value
of this restricted share award, the Board
took due account of the structure, time
horizons, value and performance targets
of his forfeited awards. Will vest in three
equal tranches in 2021, 2022 and 2023.
Pro-rated from August 1, 2020
EUR 1.3 million
Standard Finnish benefits plus
tax compliance support. No
housing or relocation paid.
In line with Policy and contract
72
NOKIA IN 2020
NOKIA IN 2020
73
Corporate governance Compensation
continued
Short-term incentive
The 2020 short-term incentive framework for the President and CEO was based on three core metrics: revenue, operating profit and free
cash flow. Achievement against the 2020 targets was as follows:
Metric
Revenue
Operating profit
Free cash flow
Weight
20%
40%
40%
Target EURm
23 070
2 234
849
Achievement
82.23%
74.16%
135.80%
Performance against these key financial targets was then multiplied by a business results multiplier (BRM), which acts as a funding factor
(based on operating profit) for the short-term incentive plan for most employees, to determine the final payment. The BRM for 2020
was 84%. Accordingly, the short-term incentive of Mr. Lundmark as the President and CEO equaled EUR 573 068 or 84% of the pro-rated
target award.
Long-term incentives
In 2020, Mr. Lundmark was awarded the following equity awards under the Nokia equity program. The performance condition for the 2020
performance shares is based on absolute total shareholder return and the actual achievement will be detailed following the end of the
three year performance period. See the more detailed hire arrangements for Mr. Lundmark above for further information. Mr. Suri was not
awarded any performance shares or restricted shares under the 2020 long-term incentive plans.
Performance share awards(1)
Awarded as regular performance share award
Awarded as eLTI performance share award
Restricted share awards(2)
Units awarded
671 800
1 390 894
Grant date fair
value (EUR)
Grant date
1 753 398 November 6, 2020
August 10, 2020
4 923 765
Vesting
Q4 2023
Q3 2023
Awarded as recruitment award
352 400
1 471 975
August 10, 2020 Q4 2021, 2022 and 2023
(1) The 2020 performance share plan has a three-year performance period based on absolute total shareholder return. The maximum payout is 200% subject to maximum performance against the
performance criterion. Vesting is subject to continued employment.
(2) Award in recognition of forfeiting previous employer awards. Vesting of the tranches of the 2020 restricted share award is conditional on continued employment.
The restriction period of Mr. Suri’s 2018 performance share award ended on December 31, 2020 and the award vested at 56.82% of target
and was worth EUR 1 347 542. In addition, the restriction period for Mr. Suri’s 2018 performance share award, resulting from his 2018
co-investment, also ended on December 31, 2020 at 56.82%, worth EUR 2 288 234. Achievement against the 2018 targets was:
Performance Share Award 2018
2018 annual award
677 600 market share, earnings per share, free cash flow
2018 eLTI matching performance share award 1 150 618 market share, earnings per share, free cash flow
Units awarded
Target
Achievement
56.82%
56.82%
Units vesting
385 012
653 781
Share ownership
Our share ownership policy requires that the President and CEO holds a minimum of three times his or her base salary in Nokia shares in
order to ensure alignment with shareholder interests over the long term. This requirement was met by Mr. Suri. Mr. Lundmark is within the
five year time limit to achieve this shareholding and has made a significant investment in Nokia shares.
Mr. Lundmark
Beneficially owned shares as of December 31, 2020
Unvested shares under outstanding Nokia equity plans(2)
Total
(1) The values are based on the closing price of a Nokia share of EUR 3.15 on Nasdaq Helsinki on December 31, 2020.
(2) The number of units represents the number of unvested awards as of December 31, 2020.
Units
788 850
2 415 094
3 203 944
Value(1) (EUR)
2 484 878
7 607 546
10 092 424
Mr. Lundmark’s termination provisions are as follows:
Termination by Reason
Cause
Nokia
Notice
None
Nokia
Reasons other
than cause
Up to 12 months
President
and CEO
Any reason
12 months
President
and CEO
Nokia’s material
breach of the service
agreement
Up to 12 months
Compensation
The President and CEO is entitled to no additional compensation and all
unvested equity awards would be forfeited after termination.
The President and CEO is entitled to a severance payment equaling up to
12 months of compensation (including annual base salary, benefits, and target
incentive) and unvested equity awards would be forfeited after termination.
The President and CEO may terminate his service agreement at any time
with 12 months’ prior notice. The President and CEO would either continue
to receive salary and benefits during the notice period or, at Nokia’s
discretion, a lump sum of equivalent value. Additionally, the President and
CEO would be entitled to any short or long-term incentives that would
normally vest during the notice period. Any unvested equity awards would
be forfeited after termination.
In the event that the President and CEO terminates his service agreement
based on a final arbitration award demonstrating Nokia’s material breach of
the service agreement, he is entitled to a severance payment equaling up to
12 months of compensation (including annual base salary, benefits and target
incentive). Any unvested equity awards would be forfeited after termination.
The President and CEO is subject to a 12-month non-competition and non-solicit obligation that applies after the termination of the
service agreement or the date when he is released from his obligations and responsibilities, whichever occurs earlier.
Board of Directors
The shareholders resolve annually on director remuneration based on a proposal made by the Board of Directors on the recommendation
of the Board’s Corporate Governance and Nomination Committee.
At the Annual General Meeting held on May 27, 2020, Risto Siilasmaa and Olivier Piou stepped down from the Board and the Annual General
Meeting resolved to elect nine members to the Board. The following Board members were re-elected for a term ending at the close of the
Annual General Meeting 2021: Sari Baldauf, Bruce Brown, Jeanette Horan, Edward Kozel, Elizabeth Nelson, Søren Skou, Carla Smits-Nusteling
and Kari Stadigh. Thomas Dannenfeldt was elected as a new member of the Board for the same term.
The aggregate amount of compensation paid to Board members in 2020 equaled EUR 2 016 000 of which EUR 1 885 000 consisted of
annual fees and the rest of meeting fees. In accordance with the resolution by the Annual General Meeting 2020, approximately 40% of the
annual fee from Board and Board Committee work was paid in Nokia shares purchased from the market on behalf of the Board members
following the Annual General Meeting. The directors shall retain until the end of their directorship such number of shares that corresponds
to the number of shares they have received as Board remuneration during their first three years of service in the Board. The rest of the
annual fee was paid in cash, most of which is typically used to cover taxes arising from the remuneration. All meeting fees were paid in cash.
It is the company’s policy that the non-executive members of the Board do not participate in any of the company’s equity programs and
do not receive performance shares, restricted shares, or any other equity-based or other variable compensation for their duties as Board
members. No such variable compensation was paid since all persons acting as Board members during the financial year 2020 were
non-executive.
The following table outlines the total annual compensation paid in 2020 to the members of the Board for their services, as resolved by the
shareholders at the Annual General Meeting.
Annual fee (EUR) Meeting fees (EUR)(1)
Sari Baldauf (Board Chair)(2)
Kari Stadigh (Board Vice Chair)
Bruce Brown
Thomas Dannenfeldt (from May 27, 2020)
Jeanette Horan
Edward Kozel
Elizabeth Nelson
Olivier Piou (until May 27, 2020)(3)
Risto Siilasmaa (until May 27, 2020)(3)
Søren Skou
Carla Smits-Nusteling
Total
440 000
185 000
190 000
175 000
175 000
195 000
175 000
–
–
160 000
190 000
1 885 000
5 000
11 000
22 000
–
20 000
17 000
17 000
11 000
–
11 000
17 000
131 000
Total
remuneration
paid (EUR)
445 000
196 000
212 000
175 000
195 000
212 000
192 000
11 000
171 000
207 000
2 016 000
40% of annual
fees paid in
shares (EUR)
176 000
74 000
76 000
70 000
70 000
78 000
70 000
–
–
64 000
76 000
754 000
60% of annual
fees and all
meeting fees paid
in cash (EUR)
269 000
122 000
136 000
105 000
125 000
134 000
122 000
11 000
–
107 000
131 000
1 262 000
Number of Shares
Approximately 40%
of the annual fee
48 523
20 401
20 953
19 299
19 299
21 504
19 299
–
–
17 644
20 953
207 875
(1) Meeting fees include all meeting fees paid for the term that ended at the Annual General Meeting held on May 27, 2020 and meeting fees accrued and paid in 2020 for the term that began at the
same meeting.
(2) Meeting fee paid for the term that ended at the Annual General Meeting on May 27, 2020. Sari Baldauf was elected Chair of the Board on May 27, 2020. Meeting fees are not paid to the Chair of
the Board.
(3) Stepped down at the Annual General Meeting on May 27, 2020 and thus did not receive any annual fee in 2020.
74
NOKIA IN 2020
NOKIA IN 2020
75
Corporate governance Compensation
continued
Remuneration governance
We manage our remuneration through clearly defined processes,
with well-defined governance principles, ensuring that no individual
is involved in the decision-making related to their own remuneration
and that there is appropriate oversight of any compensation decision.
Remuneration of the Board is annually presented to shareholders for
approval at the Annual General Meeting and the remuneration of the
President and CEO is approved by the Board.
Remuneration of the Board is annually presented to shareholders
for approval at the Annual General Meeting. The Board submits its
proposal to the Annual General Meeting on the recommendation of
the Board’s Corporate Governance and Nomination Committee, which
actively considers and evaluates the appropriate level and structure
of directors’ remuneration. Shareholders also authorize the Board
to resolve to issue shares, for example to settle the company’s
equity-based incentive plans based on the proposal of the Board.
The Board of Directors approves, and the independent members
of the Board confirm, the compensation of the President and CEO,
upon recommendation of the Personnel Committee. The Personnel
Committee consults regularly with the President and CEO and the
Chief People Officer though they are not present when their own
compensation is reviewed or discussed. This enables the Personnel
Committee to be mindful of employee pay and conditions across
the broader employee population. The Committee has the power,
in its sole discretion, to retain compensation consultants to assist
the Personnel Committee in evaluating director and executive
compensation.
The Personnel Committee Chair regularly engages with shareholders
on pay and broader matters to hear their views on our compensation
policies, programs and associated disclosures and reflect on their
feedback. For example, we had increased the performance period to
three years in response to shareholders’ feedback.
Work of the Personnel Committee
The Personnel Committee convened six times during 2020
with a general theme for each meeting. All meetings were held
in accordance with COVID-19 restrictions.
D E C
JAN
N O V
F
E
B
1
2
M
A
R
R
P
A
M AY
T
C
O
S
E
P
4
3
A
U
G
JUL
J U N
1 Approvals & reporting
2 Philosophy & structure
3 Long-term direction & market review
4 Planning
January
■ Incentive targets and
objectives
July
■ Annual General Meeting update
■ Personnel Committee advisor
■ Nokia Equity Program
update
■ Investor feedback on
remuneration practices
■ Review of Share Ownership
and Clawback Policies
March
■ President and CEO
remuneration
October
■ Alignment on long-term
incentive approach
■ Remuneration policy review
■ Risk review
May
■ Long-term incentive
nominations for the Group
Leadership Team
■ Investor feedback from
Remuneration Policy voting in
the Annual General Meeting
December
■ 2021 incentive program
framework
■ Culture
■ Remuneration Report
for 2020
The President and CEO
The President and CEO has an active role in the compensation
governance and performance management processes for the Group
Leadership Team and the wider employee population at Nokia.
The President and CEO is not a member of the Personnel Committee
and does not vote at Personnel Committee meetings, nor does he
participate in any conversations regarding his own compensation.
Advisors
The Personnel Committee engaged Willis Towers Watson, an
independent external consultant, to assist in the review and
determination of executive compensation and program design and
provide insight into market trends and regulatory developments.
Nokia Group Leadership Team remuneration
At the end of 2020, the Group Leadership Team consisted of 17 persons split between Finland, other European countries and the United States.
For information regarding the current Group Leadership Team composition refer to the Corporate Governance Statement.
Name
Pekka Lundmark
Rajeev Suri
Nassib Abou-Khalil
Basil Alwan
Ricky Corker
Barry French
Sanjay Goel
Bhaskar Gorti
Federico Guillén
Jenni Lukander
Sandra Motley
Sri Reddy
Raghav Sahgal
Kathrin Buvac
Gabriela Styf Sjӧman
Tommi Uitto
Marcus Weldon
Stephanie Werner-Dietz
Marco Wirén
Kristian Pullola
Position in 2020
President and CEO (from Aug 1, 2020)
President and CEO (until July 31, 2020)
Chief Legal Officer
Co-president of IP/Optical Networks
President of Customer Operations, Americas
Chief Marketing Officer
President of Global Services
President of Nokia Software
President of Customer Operations Officer, EMEA & APAC
President of Nokia Technologies
President of Fixed Networks
Co-president of IP/Optical Networks
President of Nokia Enterprise (from Jun 1, 2020)
President of Nokia Enterprise (until May 30, 2020)
Chief Strategy Officer
President of Mobile Networks
Chief Technology Officer and President of Bell Labs
Chief Human Resources Officer
Chief Financial Officer (from Sep 1, 2020)
Chief Financial Officer (until Aug 31, 2020)
Appointment date
August 1, 2020
May 1, 2014
August 1, 2019
January 8, 2016
January 1, 2019
January 8, 2016
April 1, 2018
January 8, 2016
January 8, 2016
August 1, 2019
January 31, 2019
May 15, 2018
June 1, 2020
January 8, 2016
December 1, 2019
January 31, 2019
April 1, 2017
January 1, 2020
September 1, 2020
January 1, 2017
The remuneration of the members of the Group Leadership Team
(excluding the President and CEO) consists of base salary, fringe
benefits and short- and long-term incentives. Short-term incentive
plans are based on rewarding the delivery of business performance
utilizing certain, or all, of the following metrics as appropriate to the
member’s role: revenue, operating profit, free cash flow and defined
strategic objectives.
Executives on the Group Leadership Team are subject to the same
remuneration policy framework as the President and CEO. This
includes being subject to clawback and shareholding requirements.
The shareholding requirement for members of the Group Leadership
Team is two times their base salary.
Remuneration of the Group Leadership Team in 2020
Remuneration of the Group Leadership Team (excluding the President and CEO) in 2020 and 2019, in the aggregate, was as follows:
Salary, short-term incentives and other compensation(2)
Long-term incentives(3)
Total
2020
EURm(1)
24.4
3.7
28.1
2019
EURm(1)
21.7
4.4
26.1
(1) The values represent each member’s time on the Group Leadership Team.
(2) Short-term incentives represent amounts earned in respect of 2020 performance. Other compensation includes mobility related payments, local benefits and pension costs.
(3) The amounts represent the value of equity awards that vested in 2020.
The members of the Group Leadership Team (excluding the President and CEO) were awarded the following equity awards under the Nokia equity
program in 2020:
Award
Units awarded(1)
Grant date fair value (EUR)
Performance shares(2)
Restricted shares(3)
1 575 900
1 902 100
4 132 482
4 931 049
Grant date
November 6, 2020 and
December 16, 2020
March 18, 2020, May 7,
2020 and July 1, 2020
Vesting
Q4 2023
Q3, 2020; Q1, Q3 and Q4 in 2021,
2022 and 2023
(1) Includes units awarded to persons who were Group Leadership Team members during 2020.
(2) The 2020 performance share plan has a three-year performance period based on absolute total shareholder return. The maximum payout is 200% subject to maximum performance against the
performance criterion. Vesting is subject to continued employment.
(3) Vesting of the tranches of the 2020 restricted share award is conditional to continued employment.
76
NOKIA IN 2020
NOKIA IN 2020
77
Corporate governance
Compensation
continued
Unvested equity awards held by the Nokia Group Leadership Team, including the President and CEO
The following table sets forth the potential aggregate ownership interest through the holding of equity-based incentives of the Group
Leadership Team in office, including the President and CEO, as of December 31, 2020:
Number of equity awards held by the Group Leadership Team(1)
% of the outstanding shares(2)
% of the total outstanding equity incentives
(per instrument)(3)
Shares receivable
through performance
shares at grant
7 380 503
0.13%
Shares receivable
through performance
shares at maximum(4)
14 761 006
0.26%
Shares receivable
through restricted
shares
1 897 548
0.03%
7.42%
7.42%
41.91%
(1) Includes the 17 members of the Group Leadership Team in office as of December 31, 2020.
(2) The percentages are calculated in relation to the outstanding number of shares and total voting rights of Nokia as of December 31, 2020, excluding shares held by Nokia Group. No member of the
Group Leadership Team owns more than 1% of the outstanding Nokia shares.
(3) The percentages are calculated in relation to the total outstanding equity incentives per instrument.
(4) At maximum performance, under the performance share plans outstanding as of December 31, 2020, the payout would be 200% and the table reflects this potential maximum payout. The restriction
period for the performance share plan 2018 ended on December 31, 2020 and Nokia’s performance against the performance criteria set out in the plan rules, was above the threshold performance.
The settlement to the participants under the performance share 2018 plan took place in February 2021.
Review of our incentive plans
Each year we monitor the performance of our incentive plans against
the targets for the plan, total shareholder return and the impact that
the plans have on total compensation compared with market peers.
Target setting
Targets for the short-term incentives are set annually at or before the
start of the year, balancing the need to deliver value with the need to
motivate and drive performance of the Group Leadership Team.
Targets are selected from a set of strategic metrics that align with
driving sustainable value for shareholders and are set in the context of
market expectations and analyst consensus forecasts. Targets for our
long-term incentive plans are set in a similar context. The long-term
incentive targets are set at the start of the performance period and
locked in for the life of the plan.
Short-term incentives
In 2020 short-term incentive targets and achievements were based
on a mix of revenue, operating profit and cash flow as well as personal
targets. Targets were measured either at a Nokia Group level or,
alternatively, a mix of Nokia Group and business group level for
business group presidents. For 2021 the incentive structure will be
simplified to focus on four metrics:
■ Operating profit of Nokia
■ Operating profit for the relevant business group
■ Role related strategic objectives
■ ESG (carbon emissions and diversity)
Those Group Leadership Team members not leading a business group
will have the equivalent proportion of their incentive based on Nokia’s
operating profit.
Long-term incentives
We annually review compensation against key metrics such as total
shareholder return and share price to validate the effectiveness of our
equity plans.
The 2017 performance share plan vested on January 1, 2020 with
28.9% of the target award vesting based on the achievement against
the revenue and earnings per share targets during the performance
period (financial years 2017 and 2018).
The 2018 performance share plan vested on January 1, 2021 with
56.82% of the target award vesting based on the achievement against
the market share, earnings per share and free cash flow targets during
the performance period (financial years 2018 and 2019).
The 2019 performance share plan was the first to be based on a three
year performance period and its performance will be assessed after
the financial year 2021 has ended.
The Personnel Committee of the Board determined that the metric
for the 2020 performance share plan should be based on total
shareholder return. This reflects our commitment to driving the best
direct, long-term results and fully aligns plan participants with the
interests of shareholders. The global pandemic necessitated a delay
to the award date for our main long-term incentive award from July
to November. The performance period was adjusted accordingly to
ensure that a three-year performance period was maintained and the
November 2020 awards will not vest until a corresponding date three
years later in 2023. The performance conditions were not adjusted.
Nokia long-term incentive plan and employee share purchase plan
2021-2023
The long-term incentive plan (LTI Plan) intends to effectively contribute
to the long-term value creation and sustainability of the Company
and align the interests of the executives and employees with those of
Nokia’s shareholders. Nokia’s long-term incentive plan for 2021-2023
is a key tool which supports these objectives. Under the LTI Plan the
company may grant eligible executives and other employees awards
in the form of both performance shares and restricted shares.
Awards under the LTI Plan may be granted between the date the plan is
approved and December 31, 2023 subject to applicable performance
metrics as well as performance and/or restriction periods of up to
36 months depending on the award. Consequently, the restriction
periods for the last awards granted under the LTI Plan would end
in 2026. Performance metrics as well as weightings and targets for
the selected metrics for performance shares are set by the Board
of Directors annually to ensure they continue to support Nokia’s
long-term business strategy and financial success.
The potential maximum aggregate number of Nokia shares that may
be issued based on awards granted under the LTI plan in 2021, 2022
and 2023 is 350 million. Until the Nokia shares are delivered, the
participants will not have any shareholder rights, such as voting or
dividend rights associated with the performance or restricted shares.
If the participant’s employment with Nokia terminates before the
vesting date of the award or a part of an award, the individual is not,
as a main rule, entitled to settlement based on the plan.
For the awards made in 2021, the majority of long-term incentive plan
participants will receive restricted shares rather than performance
shares although the executives, including the President and CEO, will
continue to receive performance shares as the main form of long-term
incentives. The performance shares will be subject to performance
criterion which will continue to be absolute total shareholder return
and the plan vests no earlier than three years from the grant. The
regular restricted share awards will have a three-year vesting period
with cliff vesting but, in limited cases predominantly related to
retention, the company may introduce different vesting periods with
tranche vesting. This will simplify plan participation for the employees.
The purpose of the employee share purchase plan (ESPP) is to
encourage share ownership within the Nokia employee population,
increasing engagement and sense of ownership in the company.
Under the ESPP 2021-2023, subject to the Board commencing annual
plan cycles, the eligible employees may elect to make contributions
from their monthly net salary to purchase Nokia shares at market value
on pre-determined dates on a quarterly basis during the applicable
plan period. Nokia would deliver one matching share for every two
purchased shares that the participant still holds at the end of
applicable plan cycle. In addition, the participants may be offered free
shares subject to meeting certain conditions related to participation
as determined by the Board.
The maximum number of shares that can be issued under all plan
cycles commencing under the ESPP in 2021, 2022 and 2023 is
35 million. Participants have immediate shareholder rights over all
shares purchased from the market. Until the matching or free Nokia
shares are delivered, the participants will not have any shareholder
rights, such as voting or dividend rights associated with the matching
or free shares.
Pay for performance
Core to our compensation philosophy is a desire to pay for performance.
Each year we review overall total shareholder return compared with
long-term incentive payouts mapping the performance of the plans
against the total shareholder return curve.
Share price and total shareholder return vs long-term
incentive performance
250%
200%
150%
100%
50%
0
TSR
value
25.72% 23.75%
86%
100% 100%
46%
29%
57%
Nil
Nil
2011
2012
2013
2014 2015
2016
2017 2018 2019* 2020*
Long-term incentive plan, as of 31 December
Achieved
Overachieved
Nokia total shareholder return (“TSR”)
* Performance period not yet completed.
Looking at the performance of our long-term incentive plans against
total shareholder return, there is a reasonable alignment with the
performance of the plans declining as total shareholder return,
declines and the trend lines are reasonably aligned.
The Board continues to actively monitor the performance of
our long-term incentive plans to ensure that they deliver value
for shareholders.
Our peers
In looking for suitable comparators, we have considered ourselves a
European technology company and looked at businesses of similar
size, global scale and complexity, such as:
ABB
ASML
Airbus
Atos
BAe Systems
BT
Cap Gemini
Deutsche Telekom
Ericsson
Infineon
Kone
Phillips
SAP
Vodafone
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79
Corporate governance Board review
Business description
Board’s review
Selected financial data
Operating and financial review
Results of operations
Continuing operations
Discontinued operations
Results of segments
Networks
Nokia Software
Nokia Technologies
Group Common and Other
Liquidity and capital resources
Financial position
Cash flow
Financial assets and debt
Venture fund investments and commitments
Treasury policy
Foreign exchange impact
Our response to COVID-19
Sustainability and corporate responsibility
Sustainability governance
Risk management
Strategy and targets
Dealing with the COVID-19 pandemic
Improving lives with technology
Combating climate change
Conducting our business with integrity
Our culture – respecting people
Shares and shareholders
Share details
Shareholders
Articles of Association
Risk factors
Significant subsequent events
Key ratios
Alternative performance measures
82
83
84
85
85
85
87
88
88
89
90
91
92
92
92
92
93
93
93
94
98
99
99
100
100
101
102
103
106
108
108
110
112
114
117
118
119
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81
Business description
Board’s review
Business description
Board’s review
The shares of Nokia Corporation are listed
on the Nasdaq Helsinki Stock Exchange,
the New York Stock Exchange and the Euronext
Paris Stock Exchange.
Nokia Corporation is a public limited liability
company incorporated and domiciled in
Helsinki, Finland. Nokia Oyj is the parent
company (Parent Company or Parent) for all its
subsidiaries (Nokia or the Group). Nokia offers
mobile and fixed network hardware, software
and services to communication service
providers (CSPs), enterprise customers and
webscales. Our comprehensive portfolio of
products, services and licensing enables the
infrastructure for 5G and the Internet of
Things. We have a global presence with
customers in more than 100 countries
around the world and operations in Europe,
the Middle East & Africa, Greater China,
North America, Asia-Pacific and Latin America.
In October, Nokia announced
its new operating model and
strategic priorities to ensure
technology leadership,
alignment with the customer
buying behavior and sustainable
financial performance.
Nokia’s new operating model, effective from
January 2021, is set to improve agility,
alignment with customer needs, accountability,
cost-efficiency and transparency. At the
center of the operating model are four
accountable business groups that better
align Nokia with customers’ buying behavior.
Nokia provides more detailed information
on the strategies of its business groups at
its Capital Markets Day on March 18, 2021.
The Audit Committee focused on the planning
and implementation of climate-related
financial reporting and the monitoring of Nokia’s
conflict mineral reporting. The Personnel
Committee assessed how to integrate
environmental and social objectives into the
Company’s incentive plans. The Corporate
Governance and Nomination Committee
assessed the sustainability related trends
from the corporate governance perspective.
The year 2020 will be remembered as a year
that accelerated digitalization and increased
the role of critical networks in the midst of a
global pandemic. Although COVID-19 caused
unprecedented shutdowns around the world,
network infrastructure solutions kept the
global economy and daily life running.
Nokia delivered a financially solid 2020 with
strengthened gross margin and operating
margin performance. This development was
supported by enhanced our competitiveness
and cost position of our mobile radio
products, the overall positive development of
Nokia’s Network business and a regional mix
shift towards the higher margin North America
region. Free cash flow was strengthened,
and the financial position remained stable.
Important milestones during the year
included the completion of the search for a
new CEO, with the Board appointing Pekka
Lundmark as Nokia’s CEO on March 2, 2020.
Mr. Lundmark started in his new role on
August 1, 2020 and Rajeev Suri, Nokia’s
long-serving CEO, stepped down on July 31,
2020 while continuing as an advisor to the
Nokia Board until January 1, 2021.
In October, Nokia announced its new
operating model and strategic priorities to
ensure technology leadership and sustainable
financial performance. Based on the strategy
work launched during the year, Nokia sees a
gradual shift in value creation from monolithic
systems towards silicon, software, and
services. Nokia’s role is to be a provider of
competitive network elements and solutions
to critical networks that run mission-critical
services extending to all corners of society.
Overall, 2020 included important steps
in the right direction. The decisive actions
in Mobile Networks R&D strengthened
competitiveness and product cost structure
of mobile radio products improving the
Mobile Access, although there is still work
to be done. Demand for 5G radio access
products increased, and growth in ReefShark
shipment volumes contributed to lower
product costs and improved gross margin
for 5G products. Nokia’s objective to reach
35% shipment volume for its ReefShark
products was exceeded by the end of the
year, when the total shipment volume
reached 43%. In addition, Nokia’s Enterprise
business continued to deliver double-digit
year-on-year growth and Nokia has already
secured 260 private wireless customers.
Nokia holds technology leadership positions
already in many key areas. In Network
Infrastructure, Nokia’s FP4-based products
are industry-leading. In addition, during 2020,
Nokia filed more than 1 500 new inventions
with more than 3 500 patent families now
declared as essential for 5G.
During the year, Nokia continued its strong
commitment to making the world more
socially, ethically, and environmentally
responsible. For example, Nokia remained
on track to achieve its target of reducing
emissions from its products by 75% by 2030,
with the customer base station sites Nokia
has modernized so far using 58% less energy
on average. In 2020, sustainability was a focus
area of the Board, including its annual review
of the related targets and achievements as
well the ongoing work of the Committees.
During 2020, the Board held 20 meetings,
and its Committees had in total 22 meetings.
Due to COVID-19, Nokia’s Annual General
Meeting took place at the company’s
headquarters in Espoo on May 27, 2020
under special arrangements and under
temporary legislation approved by the Finnish
Parliament. Approximately 43 000 shareholders
representing about 2 300 million shares
and votes were represented at the meeting.
Following the earlier announcement of the
long-serving Board Chair Risto Siilasmaa
that he will step down from the Board at the
Annual General Meeting 2020, Sari Baldauf
was elected as the new Chair of the Board
and Kari Stadigh as the Vice Chair.
Overall, 2021 is expected to be a year of
transition, with meaningful headwinds due to
market share loss and price erosion in North
America. Nokia will make further investments
5G R&D, meaning that some short-term
margin will be sacrificed to ensure technology
leadership in 5G and sustainable long-term
financial performance. Nokia’s top priorities
for 2021 include completing the turnaround
in Mobile Networks and implementation of the
new operating model while strengthening
accountability and inspiring corporate culture.
As stated in connection with the 2020
results announcement, the Board is satisfied
with Nokia’s operational performance and
strengthened cash position. However, the
Board does not propose a dividend or
dividend authorization for the financial year
2020 to secure adequate investments in
5G and strategic areas, while continuing to
establish a sustainable cash generation.
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83
Board review Selected financial data
Operating and financial review
Selected financial data
The selected financial data set forth below as of and for each of the years in the five-year period ended December 31, 2020 has been derived
from, and should be read in conjunction with, our consolidated financial statements prepared in accordance with IFRS. The consolidated
financial statements as of December 31, 2020 and 2019 and for the years ended December 31, 2020, 2019 and 2018 are included in this
Annual Report.
In 2019 the Group applied IFRS 16, Leases, for the first time. In 2018 the Group applied IFRS 9, Financial Instruments, and IFRS 15, Revenue
from Contracts with Customers, for the first time. As the new standards were not adopted retrospectively, the financial information for the
comparative periods has not been restated for the effects of the new standards.
For the year ended December 31
From the consolidated income statement
Net sales
Change %
Operating profit/(loss)
% of net sales
Financial income
Financial expense
Profit/(loss) before tax
Income tax expense
(Loss)/profit for the year from continuing operations
(Loss)/profit attributable to equity holders of the parent
(Loss)/profit attributable to non-controlling interests
Earnings per share attributable to equity holders of the parent
Basic, continuing operations, EUR
Diluted, continuing operations, EUR
From the consolidated statement of financial position
Non-current assets(1)
Total cash and current financial investments(2)
Other current assets
Assets held for sale
Total assets
Capital and reserves attributable to equity holders of the parent
Non-controlling interests
Interest-bearing liabilities(3)(4)
Non-interest-bearing liabilities(1)(4)(5)
Total equity and liabilities
Other information
Research and development expenses(6)
% of net sales
Purchases of property, plant and equipment, and intangible assets
% of net sales
Personnel expenses(7)
Average number of employees
Order backlog, EUR billion
Key financial indicators
Dividend per share, EUR(8)
Total dividends paid(8)
Return on capital employed, %
Return on shareholders’ equity, %
Equity ratio, %
Net debt to equity (gearing), %
Net cash and current financial investments(4)(9)
Free cash flow
2020
2019
2018
(in EURm, except for percentage and personnel data)
21 852
(6.3)%
885
4.0%
156
(320)
743
(3 256)
(2 513)
(2 520)
7
(0.45)
(0.45)
17 976
8 061
10 154
–
36 191
12 465
80
5 576
18 070
36 191
(4 087)
(18.7)%
(479)
(2.2)%
(7 310)
92 039
16.6
0.00
–
5.3%
neg.
34.7%
(19.8)%
2 485
1 356
23 315
3.3%
485
2.1%
165
(506)
156
(138)
18
14
4
0.00
0.00
22 320
6 007
10 801
–
39 128
15 325
76
4 277
19 450
39 128
(4 532)
(19.4)%
(690)
(3.0)%
(7 360)
98 322
18.8
0.00
–
1.5%
0.1%
39.4%
(11.2)%
1 730
(297)
22 563
(2.5)%
(59)
(0.3)%
85
(398)
(360)
(189)
(549)
(554)
5
(0.10)
(0.10)
21 246
6 873
11 393
5
39 517
15 289
82
3 820
20 326
39 517
(4 777)
(21.2)%
(672)
(3.0)%
(8 029)
103 083
21.1
0.10
560
neg.
neg.
38.9%
(19.9)%
3 053
(199)
(1) In 2020 and 2019, non-current assets and non-interest-bearing liabilities reflect the impact of adoption of IFRS 16, Leases on January 1, 2019.
(2) Total cash and current financial investments consist of the following line items from our consolidated statement of financial position: cash and cash equivalents and current financial investments.
(3) Includes long-term and short-term interest-bearing liabilities.
(4) Lease liabilities recognized in accordance with IAS 17, Leases, for the year ended December 31, 2018, has been reclassified from long-term interest-bearing liabilities to other non-current liabilities to
ensure comparability with the presentation of interest-bearing liabilities and lease liabilities following the adoption of IFRS 16, Leases, on January 1, 2019. Consequently, net cash and current financial
investments for the year ending December 31, 2018 has been revised to exclude lease liabilities. Despite the changes in the presentation of comparatives, IFRS 16 has not been adopted retrospectively.
(5) Includes other non-current and current liabilities than long-term and short-term interest-bearing liabilities in the consolidated statement of financial position.
(6) In 2020, the Group reclassified certain items of income and expenses from other operating income and expenses to the functions. The comparative amounts for 2019 and 2018 have been revised
accordingly. Refer to Note 2, Significant accounting policies.
(7) The comparative amounts for 2019 and 2018 have been adjusted to reflect a revised amount of restructuring expenses. Refer to Note 9, Personnel expenses.
(8) No dividend is proposed by the Board of Directors related to the financial year 2020. Amounts presented related to the financial years 2019 and 2018 represent the actual amounts paid.
(9) Net cash and current financial investments equal total cash and current financial investments less long-term and short-term interest-bearing liabilities.
Operating and
financial review
The financial information included in this “Operating and financial review” section as of December 31, 2020 and 2019, and for the years ended
December 31, 2020, 2019 and 2018 has been derived from our audited consolidated financial statements included in this Annual Report. The
financial information should be read in conjunction with, and is qualified in its entirety by reference to, our audited consolidated financial statements.
Impact of COVID-19 on our operations
In 2020, the global economy and financial markets have been severely affected by the COVID-19 pandemic. The impact of COVID-19 on our
financial performance and financial position during the year has been primarily related to temporary factory closures in the first half of the year.
The factory closures related primarily to Alcatel Submarine Networks in Group Common and Other and had a negative impact on net sales, with the
majority of these net sales expected to be shifted to future periods, rather than being lost. In addition, COVID-19 has affected our operational
costs and cash flows, for example as a result of temporarily lower travel, temporary delays in capital expenditure and lower cash outflows related
to income taxes due to tax reliefs.
As of December 31, 2020, potential risks and uncertainties continue to exist related to the scope and duration of the COVID-19 impact and the
pace and shape of the economic recovery following the pandemic and it is impossible to predict with accuracy the precise impact of such risks on
us, our operations and our business.
Results of operations
This “Results of operations” section discusses the results of our continuing and discontinued operations.
In 2020, we reviewed the presentation of income and expenses related to our restructuring plans, pension plan curtailments and amendments
as well as certain asset impairments. As a result, we reclassified the restructuring and associated charges, pension curtailment and plan
amendment income and expenses as well as certain impairment charges that were previously presented in other operating income and
expenses to the functional line items to enhance the relevance of information provided in our consolidated income statement. The comparative
amounts for 2019 have been reclassified accordingly. For more information, refer to Note 2, Significant accounting policies, in the consolidated
financial statements included in this Annual Report.
Continuing operations
For the year ended December 31, 2020 compared to the year ended December 31, 2019
The following table sets forth selective line items and the percentage of net sales for the years indicated.
For the year ended December 31
Net sales
Cost of sales(1)
Gross profit(1)
Research and development expenses(1)
Selling, general and administrative expenses(1)
Other operating income and expenses(1)
Operating profit
Share of results of associated companies and joint ventures
Financial income and expenses
Profit before tax
Income tax expense
(Loss)/profit for the year
Attributable to:
Equity holders of the parent
Non-controlling interests
2020
EURm % of net sales
2019
EURm % of net sales
Year-on-year
change %
21 852
(13 659)
8 193
(4 087)
(2 898)
(323)
885
22
(164)
743
(3 256)
(2 513)
(2 520)
7
100.0
(62.5)
37.5
(18.7)
(13.3)
(1.5)
4.0
0.1
(0.8)
3.4
(14.9)
(11.5)
(11.5)
–
23 315
(15 051)
8 264
(4 532)
(3 219)
(28)
485
12
(341)
156
(138)
18
14
4
100.0
(64.6)
35.4
(19.4)
(13.8)
(0.1)
2.1
0.1
(1.5)
0.7
(0.6)
0.1
0.1
–
(6)
(9)
(1)
(10)
(10)
–
82
83
(52)
–
–
–
–
75
(1) In 2020, the Group reclassified certain items of income and expenses from other operating income and expenses to the functions. The comparative amounts for 2019 have been recast accordingly.
Refer to note 2, Significant accounting policies, in the consolidated financial statements included in this Annual Report.
84
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85
Board review
Operating and financial review
continued
Net sales
Net sales in 2020 were EUR 21 852 million, a decrease of
EUR 1 463 million, or 6%, compared to EUR 23 315 million in 2019.
The decrease in net sales was primarily due to a decrease in Networks
net sales, and, to a lesser extent, a decrease in Nokia Software and
Nokia Technologies net sales. This was partially offset by an increase
in Group Common and Other.
The following tables set forth distribution of net sales by geographical
area and net sales by customer type for the years indicated.
For the year ended December 31
Asia Pacific
Europe(1)
Greater China
Latin America
Middle East & Africa
North America
Total
2020
EURm
3 847
6 620
1 376
995
1 893
7 121
21 852
2019
EURm
4 556
6 620
1 843
1 472
1 876
6 948
23 315
Year-on-year
change %
(16)
–
(25)
(32)
1
2
(6)
(1) All Nokia Technologies IPR and licensing net sales are allocated to Finland.
For the year ended December 31
Communication service providers
Enterprise
Licensees
Other(1)
Total
2020
EURm
17 954
1 571
1 402
925
21 852
2019
EURm
19 558
1 409
1 487
861
23 315
Year-on-year
change %
(8)
11
(6)
7
(6)
(1) Includes net sales of Alcatel Submarine Networks and Radio Frequency Systems, both of which
are being managed as separate entities, and certain other items, such as eliminations of
inter-segment revenues and certain items related to purchase price allocation. Alcatel Submarine
Networks and Radio Frequency Systems net sales include also revenue from communication
service providers and enterprise customers.
Gross profit
Gross profit in 2020 was EUR 8 193 million, a decrease of
EUR 71 million, or 1%, compared to EUR 8 264 million in 2019.
The decrease in gross profit was primarily due to higher restructuring
and associated charges, a lower gain related to defined benefit plan
amendments, and lower gross profit in Nokia Software, Nokia
Technologies and Group Common and Other. These were partially
offset by higher gross profit in Networks and the absence of product
portfolio strategy costs. Gross margin in 2020 was 37.5%, compared
to 35.4% in 2019. In 2020, gross profit did not include any product
portfolio strategy costs, compared to EUR 123 million of such costs
in 2019. In 2020, gross profit included restructuring and associated
charges of EUR 393 million, compared to EUR 287 million in 2019.
In 2020, gross profit included a gain related to defined benefit plan
amendments of EUR 90 million, compared to a gain of EUR 168 million
in 2019.
Operating expenses
Our research and development expenses in 2020 were EUR 4 087 million,
a decrease of EUR 445 million, or 10%, compared to EUR 4 532 million
in 2019. Research and development expenses represented 18.7%
of our net sales in 2020 compared to 19.4% in 2019. The decrease
in research and development expenses was primarily due to lower
amortization of acquired intangible assets, a decrease in Networks
research and development expenses and the absence of product
portfolio strategy costs. This was partially offset by higher
restructuring and associated charges and an increase in Nokia
Technologies research and development expenses. In 2020, research
and development expenses included EUR 57 million of amortization
of acquired intangible assets, compared to EUR 571 million in 2019.
In 2020, research and development expenses did not include any
product portfolio strategy costs, compared to EUR 22 million
in 2019. In 2020, research and development expenses included
restructuring and associated charges of EUR 190 million, compared
to EUR 98 million in 2019.
Our selling, general and administrative expenses in 2020 were
EUR 2 898 million, a decrease of EUR 321 million compared to
EUR 3 219 million in 2019. Selling, general and administrative
expenses represented 13.3% of our net sales in 2020 compared to
13.8% in 2019. The decrease in selling, general and administrative
expenses was primarily due to a decrease in Networks selling,
general and administrative expenses, lower transaction and
integration-related costs, lower restructuring and associated charges
and, to a lesser extent, lower Nokia Technologies selling, general and
administrative expenses. The decrease in Networks selling, general and
administrative expenses, reflected continued progress related to
Nokia’s cost savings program and lower travel and personnel-related
expenses due to COVID-19. In 2020, selling, general and administrative
expenses included transaction and integration-related credits
of EUR 11 million, compared to costs of EUR 50 million in 2019.
In 2020, selling, general and administrative expenses included
restructuring and associated charges of EUR 68 million, compared
to EUR 117 million in 2019.
Other operating income and expenses in 2020 was a net expense of
EUR 323 million, an increase of EUR 295 million, compared to a net
expense of EUR 28 million in 2019. The net negative fluctuation in our
other operating income and expenses was primarily due to a non-cash
impairment charge and a net negative fluctuation in Networks other
operating income and expenses. In 2020, we recorded a non-cash
impairment loss on goodwill to other operating income and expenses
of EUR 200 million, compared to no charge in 2019.
Operating profit
Our operating profit in 2020 was EUR 885 million, an increase of
EUR 400 million, compared to an operating profit of EUR 485 million
in 2019. The increase in operating profit was primarily due to lower
research and development expenses and lower selling, general and
administrative expenses, partially offset by a net negative fluctuation
in other operating income and expenses and lower gross profit.
Our operating margin in 2020 was 4.0%, compared to 2.1% in 2019.
Profit/loss attributable to equity holders of the parent
and earnings per share
The loss attributable to equity holders of the parent in 2020 was
EUR 2 520 million, a decrease of EUR 2 534 million, compared to a profit
of EUR 14 million in 2019. The change in profit attributable to equity
holders of the parent was primarily due to higher income tax expenses,
partially offset by an improvement in operating profit, and net positive
fluctuation in financial income and expenses.
Financial income and expenses
Financial income and expenses were a net expense of EUR 164 million
in 2020, a decrease of EUR 177 million, or 52%, compared to a net
expense of EUR 341 million in 2019. The net positive fluctuation
in financial income and expenses was primarily due to a decrease
in the costs related to the sale of receivables and a net benefit
related to foreign exchange results arising from the impact of foreign
exchange volatility. We sell trade receivables to various financial
institutions without recourse in the normal course of business,
in order to manage our credit risk and working capital cycle.
Profit before tax
Our profit before tax in 2020 was EUR 743 million, an increase of
EUR 587 million compared to EUR 156 million in 2019.
Income tax
Income taxes were a net expense of EUR 3 256 million in 2020,
an increase of EUR 3 118 million compared to a net expense of
EUR 138 million in 2019. The increase in net income taxes was
primarily attributable to the derecognition of Finnish deferred tax
assets of EUR 2.9 billion and, to a lesser extent, higher income taxes
due to increased profitability in 2020 compared to 2019. The
derecognition was required due to a regular assessment of our ability
to utilize the tax assets in Finland in the foreseeable future that is
done primarily based on our historical performance. These tax assets
are not lost, and the derecognition can be reversed. They can still be
utilized in the taxation and the derecognition is not expected to affect
the overall taxation of the Nokia Group or its cash taxes. For further
details on the derecognition of Finnish deferred tax assets, please
refer to Note 12, Income taxes, of our consolidated financial
statements included in this Annual Report.
Our EPS from continuing operations in 2020 was negative EUR 0.45 (basic)
and negative EUR 0.45 (diluted) compared to EUR 0.00 (basic) and
EUR 0.00 (diluted) in 2019.
Discontinued operations
Discontinued operations include the continuing financial effects of the
HERE business and the D&S business. The Group sold its HERE digital
mapping and location services business to a German automotive
industry consortium comprised of AUDI AG, BMW Group and Daimler
AG in a transaction that was completed on December 4, 2015. The
Group sold substantially all of its Devices & Services business to
Microsoft in a transaction that was completed on April 25, 2014.
The timing and amount of financial effects are largely dependent upon
external factors such as final outcomes of uncertain tax positions.
Refer to Note 6, Discontinued operations, of our consolidated
financial statements included in this Annual Report.
For the year ended December 31, 2020 compared to the year
ended December 31, 2019
Discontinued operations loss for the year was EUR 3 million in 2020
compared to a loss of EUR 7 million in 2019. In 2019, the loss for the
year included an addition of EUR 7 million to, and a deduction of
EUR 1 million from, gain on the sale related to D&S business and
HERE business, respectively, due to tax indemnification.
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Board review Operating and financial review
continued
Results of segments
In 2020, we had three reportable segments for financial reporting purposes: (1) Networks, (2) Nokia Software and (3) Nokia Technologies.
We also present certain segment-level information for Group Common and Other. The amounts presented in this “Results of segments” section
for each reportable segment and Group Common and Other represent the amounts reported to the management. Certain costs and revenue
adjustments are not allocated to the segments for the management reporting purposes. For more information on our operational and reporting
structure as well as the reconciliation of reportable segment measures to those of the Nokia Group, refer to Note 5, Segment information,
in the consolidated financial statements included in this Annual Report.
Networks
For the year ended December 31, 2020 compared to the year ended December 31, 2019
The following table sets forth selective line items and the percentage of net sales for the years indicated.
For the year ended December 31
Net sales(1)
Cost of sales
Gross profit
Research and development expenses
Selling, general and administrative expenses
Other operating income and expenses
Operating profit
2020
EURm % of net sales
2019
EURm % of net sales
Year-on-year
change %
16 852
(11 108)
5 744
(2 908)
(1 745)
(156)
935
100.0
(65.9)
34.1
(17.3)
(10.4)
(0.9)
5.5
18 209
(12 632)
5 577
(2 943)
(1 929)
(40)
665
100.0
(69.4)
30.6
(16.2)
(10.6)
(0.2)
3.7
(7)
(12)
3
(1)
(10)
–
41
(1) In 2020, net sales include Mobile Access net sales of EUR 10 630 million, Fixed Access net sales of EUR 1 759 million, IP Routing net sales of EUR 2 768 million and Optical Networks net sales of
EUR 1 695 million. In 2019, net sales include Mobile Access net sales of EUR 11 655 million, Fixed Access net sales of EUR 1 881 million, IP Routing net sales of EUR 2 921 million and Optical Networks
net sales of EUR 1 752 million.
Net sales
Networks net sales in 2020 were EUR 16 852 million, a decrease of
EUR 1 357 million, or 7%, compared to EUR 18 209 million in 2019.
The decrease in Networks net sales was primarily due to Mobile Access
and, to a lesser extent, IP Routing, Fixed Access and Optical Networks.
Mobile Access net sales were EUR 10 630 million in 2020, a decrease
of EUR 1 025 million, or 9%, compared to EUR 11 655 million in 2019.
IP Routing net sales were EUR 2 768 million in 2020, a decrease of
EUR 153 million, or 5%, compared to EUR 2 921 million in 2019.
Fixed Access net sales were EUR 1 759 million in 2020, a decrease
of EUR 122 million, or 6%, compared to EUR 1 881 million in 2019.
Optical Networks net sales were EUR 1 695 million in 2020, a decrease
of EUR 57 million, or 3%, compared to EUR 1 752 million in 2019.
The decrease in Mobile Access net sales was primarily due to network
deployment and planning services and legacy radio technologies,
partially offset by strong growth in 5G.
The decrease in IP Routing net sales was in comparison to a particularly
strong 2019, which benefited from pent-up demand for some of its
newly introduced FP4 products.
The decrease in Fixed Access net sales was primarily due to declines in
copper access technologies, services and digital home, partially offset
by growth in fiber access technologies.
The decrease in Optical Networks net sales was in comparison to a
particularly strong 2019 and was also driven by temporary supply
chain constraints as a result of COVID-19, which impacted the first
half of 2020.
Gross profit
Networks gross profit in 2020 was EUR 5 744 million, an increase
of EUR 167 million, or 3%, compared to EUR 5 577 million in 2019.
Networks gross margin in 2020 was 34.1%, compared to 30.6%
in 2019. The increase in Networks gross profit was primarily due to
Mobile Access, partially offset by IP Routing and Fixed Access. The
increase in Mobile Access gross profit was primarily due to higher gross
margin, partially offset by lower net sales. The higher gross margin
in Mobile Access was primarily due to improved 5G gross margin and,
to a lesser extent, favorable mix, partially offset by project-related loss
provisions. The favorable mix was primarily due to a lower proportion
of network deployment net sales. The decrease in both IP Routing and
Fixed Access gross profit was primarily due to lower net sales. In 2020,
annual variable compensation within Networks cost of sales was
higher, compared to 2019.
Networks other operating income and expenses was an expense of
EUR 156 million in 2020, a change of EUR 116 million compared to
an expense of EUR 40 million in 2019. The change in other operating
income and expenses was primarily due to the net effect of loss
allowances on certain trade receivables.
Operating profit
Networks operating profit was EUR 935 million in 2020, an increase
of EUR 270 million, or 41%, compared to EUR 665 million in 2019.
Networks operating margin was 5.5% in 2020, compared to 3.7%
in 2019. The increase in operating margin was primarily attributable
to Mobile Access and, to a lesser extent, Fixed Access, partially offset
by IP Routing and Optical Networks.
Operating expenses
Networks research and development expenses were EUR 2 908 million
in 2020, a decrease of EUR 35 million, or 1%, compared to
EUR 2 943 million in 2019. The decrease in Networks research and
development expenses was primarily due to Mobile Access, partially
offset by Optical Networks. The lower research and development
expenses in Mobile Access was primarily due to progress related to
Nokia’s cost savings program, partially offset by higher investments
in 5G R&D to accelerate our product roadmaps and cost
competitiveness. The higher research and development expenses in
Optical Networks was primarily due to increased investments related
to our Elenion acquisition. In 2020, annual variable compensation
within Networks research and development expenses was higher,
compared to 2019.
Networks selling, general and administrative expenses were
EUR 1 745 million in 2020, a decrease of EUR 184 million, or 10%,
compared to EUR 1 929 million in 2019. The decrease in Networks
selling, general and administrative expenses was primarily due to
Mobile Access, reflecting continued progress related to Nokia’s cost
savings program and lower travel and personnel-related expenses due
to COVID-19. In 2020, annual variable compensation within Networks
selling, general and administrative expenses was higher, compared
to 2019.
Nokia Software
For the year ended December 31, 2020 compared to the year ended December 31, 2019
The following table sets forth selective line items and the percentage of net sales for the years indicated.
For the year ended December 31
Net sales
Cost of sales
Gross profit
Research and development expenses
Selling, general and administrative expenses
Other operating income and expenses
Operating profit
Net sales
Nokia Software net sales in 2020 were EUR 2 656 million, a decrease
of EUR 111 million, or 4%, compared to EUR 2 767 million in 2019.
The decrease in Nokia Software net sales was primarily due to core
networks and applications.
Gross profit
Nokia Software gross profit in 2020 was EUR 1 382 million, a decrease
of EUR 71 million, or 5%, compared to EUR 1 453 million in 2019.
Nokia Software gross margin in 2020 was 52.0%, compared to 52.5%
in 2019. The decrease in Nokia Software gross profit was primarily
due to lower net sales. In 2020, annual variable compensation within
Nokia Software cost of sales was higher, compared to 2019.
2020
EURm % of net sales
2019
EURm % of net sales
Year-on-year
change %
2 656
(1 274)
1 382
(459)
(397)
(19)
507
100.0
(48.0)
52.0
(17.3)
(14.9)
(0.7)
19.1
2 767
(1 314)
1 453
(458)
(395)
(11)
589
100.0
(47.5)
52.5
(16.6)
(14.3)
(0.4)
21.3
(4)
(3)
(5)
–
1
–
(14)
Operating expenses
Nokia Software research and development expenses were
EUR 459 million in 2020, an increase of EUR 1 million, compared
to EUR 458 million in 2019.
Nokia Software selling, general and administrative expenses were
EUR 397 million in 2020, an increase of EUR 2 million, or 1%,
compared to EUR 395 million in 2019.
Nokia Software other operating income and expenses was an expense
of EUR 19 million in 2020, a change of EUR 8 million compared to an
expense of EUR 11 million in 2019.
Operating profit
Nokia Software operating profit was EUR 507 million in 2020, a
decrease of EUR 82 million, or 14%, compared to EUR 589 million in
2019. Nokia Software operating margin in 2020 was 19.1% compared
to 21.3% in 2019. The decrease in Nokia Software operating margin
in 2020 was primarily due to lower gross profit.
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Board review Operating and financial review
continued
Nokia Technologies
For the year ended December 31, 2020 compared to the year ended December 31, 2019
The following table sets forth selective line items and the percentage of net sales for the years indicated.
Group Common and Other
For the year ended December 31, 2020 compared to the year ended December 31, 2019
The following table sets forth selective line items and the percentage of net sales for the years indicated.
For the year ended December 31
Net sales
Cost of sales
Gross profit
Research and development expenses
Selling, general and administrative expenses
Other operating income and expenses
Operating profit
2020
EURm
1 402
(9)
1 393
(149)
(81)
1
1 164
% of net sales
100.0
(0.6)
99.4
(10.6)
(5.8)
0.1
83.0
2019
EURm
1 487
(28)
1 459
(111)
(101)
(8)
1 239
% of net sales
Year-on-year
change %
100.0
(1.9)
98.1
(7.5)
(6.8)
(0.5)
83.3
(6)
(68)
(5)
34
(20)
–
(6)
For the year ended December 31
Net sales
Cost of sales
Gross profit
Research and development expenses
Selling, general and administrative expenses
Other operating income and expenses
Operating loss
Net sales
Nokia Technologies net sales in 2020 were EUR 1 402 million, a
decrease of EUR 85 million, or 6%, compared to EUR 1 487 million
in 2019. The decrease in Nokia Technologies net sales was primarily
due to lower brand licensing net sales and lower catch-up net sales.
Nokia Technologies selling, general and administrative expenses in
2020 were EUR 81 million, a decrease of EUR 20 million, or 20%,
compared to EUR 101 million in 2019. The decrease in Nokia
Technologies selling, general and administrative expenses was
primarily due to lower licensing-related costs.
Gross profit
Nokia Technologies gross profit in 2020 was EUR 1 393 million, a
decrease of EUR 66 million, or 5%, compared to EUR 1 459 million in
2019. The lower gross profit in Nokia Technologies was primarily due
to lower net sales, partially offset by higher gross margin. The higher
gross margin reflects costs associated with a one-time sale of patent
assets that negatively impacted 2019.
Operating expenses
Nokia Technologies research and development expenses in 2020 were
EUR 149 million, an increase of EUR 38 million, or 34%, compared to
EUR 111 million in 2019. The increase in Nokia Technologies research
and development expenses was primarily due to higher investments
to drive creation of intellectual property and higher costs to maintain
our patent portfolio.
Nokia Technologies other operating income and expenses in 2020
was a net income of EUR 1 million, a change of EUR 9 million compared
to a net expense of EUR 8 million in 2019.
Operating profit
Nokia Technologies operating profit in 2020 was EUR 1 164 million,
a decrease of EUR 75 million, or 6%, compared to an operating profit
of EUR 1 239 million in 2019. The decrease in Nokia Technologies
operating profit was primarily due to lower gross profit and higher
research and development expenses, partially offset by lower selling,
general and administrative expenses and a net positive fluctuation in
other operating income and expenses. Nokia Technologies operating
margin in 2020 was 83.0% compared to 83.3% in 2019.
Net sales
Group Common and Other net sales in 2020 were EUR 982 million,
an increase of EUR 30 million, or 3%, compared to EUR 952 million
in 2019. The increase in Group Common and Other net sales was
primarily due to Alcatel Submarine Networks, partially offset by
Radio Frequency Systems.
Gross profit
Group Common and Other gross profit in 2020 was negative
EUR 10 million, a decrease of EUR 44 million, compared to positive
EUR 34 million in 2019. The lower gross profit was primarily due to
lower gross margin in Alcatel Submarine Networks. Group Common
and Other gross margin in 2020 was negative 1.0% compared to
positive 3.6% in 2019.
2020
EURm % of net sales
982
(992)
(10)
(301)
(266)
52
(525)
100.0
(101.0)
(1.0)
(30.7)
(27.1)
5.3
(53.5)
2019
EURm
952
(918)
34
(312)
(269)
57
(490)
% of net sales
Year-on-year
change %
100.0
(96.4)
3.6
(32.8)
(28.3)
6.0
(51.5)
3
8
–
(4)
(1)
–
7
Operating expenses
Group Common and Other research and development expenses
in 2020 were EUR 301 million, a decrease of EUR 11 million, or 4%,
compared to EUR 312 million in 2019.
Group Common and Other selling, general and administrative
expenses in 2020 were EUR 266 million, a decrease of EUR 3 million,
or 1%, compared to EUR 269 million in 2019.
Group Common and Other other operating income and expense in
2020 was a net income of EUR 52 million, a change of EUR 5 million
compared to a net income of EUR 57 million in 2019.
Operating loss
Group Common and Other operating loss in 2020 was EUR 525 million,
an increase of EUR 35 million, compared to an operating loss of
EUR 490 million in 2019. The change in Group Common and Other
operating loss was primarily attributable to lower gross profit, partially
offset by lower research and development expenses.
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Board review
Operating and financial review
continued
Liquidity and capital resources
Financial position
As of December 31, 2020, our total cash and current financial
investments (defined as cash and cash equivalents and current
financial investments) equaled EUR 8 061 million, an increase of
EUR 2 054 million, compared to EUR 6 007 million as of December 31,
2019. The increase was primarily attributable to net cash inflow from
operating activities of EUR 1 759 million and proceeds from long-term
borrowings of EUR 1 595 million, partially offset by capital expenditure
of EUR 479 million, repayment of long-term borrowings of
EUR 246 million, and payment of principal portion of lease liabilities
of EUR 234 million. As of December 31, 2018, our total cash and
current financial investments equaled EUR 6 873 million.
As of December 31, 2020, our net cash and current financial
investments (defined as total cash and current financial investments
less long-term and short-term interest-bearing liabilities) equaled
EUR 2 485 million, an increase of EUR 755 million, compared to
EUR 1 730 million as of December 31, 2019. The increase was
mainly attributable to net cash inflow from operating activities
of EUR 1 759 million, partially offset by capital expenditure of
EUR 479 million, and payment of the principal portion of the lease
liabilities of EUR 234 million. As of December 31, 2018, our net
cash and current financial investments equaled EUR 3 053 million.
As of December 31, 2020, our cash and cash equivalents equaled
EUR 6 940 million, an increase of EUR 1 030 million compared to
EUR 5 910 million as of December 31, 2019. As of December 31, 2018,
our cash and cash equivalents equaled EUR 6 261 million.
Cash flow
Our cash inflow from operating activities in 2020 was EUR 1 759 million,
an increase of EUR 1 369 million compared to a cash inflow of
EUR 390 million in 2019. The increase was primarily attributable to
a decrease in cash tied-up to net working capital of EUR 710 million
in 2020 compared to EUR 1 788 million cash tied-up in 2019, and
net profit, adjusted for non-cash items, of EUR 2 751 million, an
increase of EUR 113 million compared to EUR 2 638 million in 2019.
The primary driver for the decrease in net working capital tied-up was
related to a decrease in liabilities of EUR 845 million compared to a
decrease of EUR 2 232 million in 2019, and a decrease in inventories
of EUR 553 million compared to a decrease of EUR 285 million in 2019.
The decrease in liabilities was primarily attributable to a decrease in
trade payables, driven by lower inventory levels, a decrease in deferred
revenue and restructuring and associated cash outflows, partially
offset by an increase in provisions and an increase in liabilities related
to employee benefits. The decrease in inventories was attributable to
improved inventory management and temporary dynamics related to
COVID-19. In 2020, the increase in receivables was EUR 418 million
compared to a decrease of EUR 159 million in 2019.
In 2020, cash inflow from operating activities included paid taxes
of EUR 280 million, a decrease of EUR 236 million compared to
EUR 516 million in 2019; interest received of EUR 33 million compared
to EUR 57 million in 2019; and interest paid of EUR 35 million,
compared to EUR 1 million in 2019.
The cash outflow from investing activities equaled EUR 1 517 million
in 2020, an increase of EUR 1 350 million compared to EUR 167 million
cash outflow in 2019. Cash outflow from investing activities was
primarily driven by cash outflow of EUR 1 154 million due to purchase of
current financial investments in 2020, compared to EUR 473 million in
2019, and cash outflow due to the capital expenditure of EUR 479 million
in 2020 compared to EUR 690 million in 2019.
Major items of capital expenditure in 2020 included investments in R&D
equipment, test equipment, hardware for telecommunication and cloud
environment, plants, buildings and construction for transformation
projects, and repair or improvements of sites.
In 2020, our cash inflow from financing activities was EUR 883 million,
compared to EUR 479 million cash used in 2019. The cash inflow
was primarily driven by cash inflow from long-term borrowings of
EUR 1 349 million, partially offset by paid dividends of EUR 148 million,
paid by subsidiaries of the Group to non-controlling interest, compared
to EUR 570 million in 2019, primarily relating to dividends to equity
holders of the parent. The payments of the principal portion of lease
liabilities were EUR 234 million in 2020 compared to EUR 221 million
in 2019.
Financial assets and debt
As of December 31, 2020, our net cash and current financial
investments equaled EUR 2 485 million consisting of EUR 8 061 million
in total cash and current financial investments, and EUR 5 576 million
of long-term and short-term interest-bearing liabilities.
We hold our total cash and current financial investments
predominantly in euro. Our current financial investments mainly
include high-quality money market and fixed income instruments with
strict maturity limits. We also have a EUR 1 500 million revolving credit
facility available for liquidity purposes. The facility has no financial
covenants and remains undrawn.
As of December 31, 2020, our interest-bearing liabilities consisted of
EUR 350 million notes due in 2021, USD 500 million notes due in 2022,
EUR 750 million notes due in 2024, EUR 500 million notes due in 2025,
a EUR 500 million R&D loan from the European Investment Bank
maturing in 2025, a EUR 250 million R&D loan from the Nordic
Investment Bank with final maturity in 2025, EUR 750 million notes
due in 2026, USD 500 million notes due in 2027, EUR 500 million notes
due in 2028, USD 74 million notes due in 2028, USD 206 million notes
due in 2029, USD 500 million notes due in 2039, and EUR 322 million
of other liabilities. The EUR notes maturing in 2021, 2024, 2025, 2026,
and 2028 as well as the USD notes maturing in 2022, 2027, and 2039
are issued by Nokia Corporation, while the USD notes maturing in 2028
and 2029 are issued by Lucent Technologies Inc., a predecessor to
Nokia of America Corporation (Nokia’s wholly-owned subsidiary,
formerly known as Alcatel-Lucent USA Inc.). The loans from the Nordic
Investment Bank and from the European Investment Bank are drawn
by Nokia Corporation. Refer to Note 23, Interest-bearing liabilities,
of our consolidated financial statements included in this Annual
Report for further information regarding our interest-bearing liabilities.
In February 2020, we drew a EUR 500 million R&D loan from the
European Investment Bank. The loan facility agreement was signed
in August 2018 and the loan will mature in February 2025.
In May 2020, we executed capital markets transactions, including
issuances of EUR 500 million notes due in 2025 and EUR 500 million
notes due in 2028 and, pursuant to a cash tender offer, a purchase
of EUR 150 million of notes due in 2021. The notes were issued under
our EUR 5 billion Euro Medium-Term Note Programme.
In June 2020, we exercised our option to extend the maturity date
of the EUR 1 500 million revolving credit facility. Subsequent to the
extension, EUR 1 412 million of the facility has its maturity in June
2025 with a one-year extension option remaining, and EUR 88 million
of the facility has its maturity in June 2024.
We consider that with EUR 8 061 million of total cash and current
financial investments, and with our undrawn revolving credit facility,
we have sufficient funds to satisfy our future working capital needs,
capital expenditure, R&D investments, structured finance, venture
fund commitments, acquisitions and debt service requirements, at
least through 2021. We further consider that with our current credit
ratings of BB+ by Standard & Poor’s, Ba2 by Moody’s, and BBB- by
Fitch, we have access to the capital markets should any funding needs
arise in 2021.
We aim to re-establish investment grade credit ratings.
Off-balance sheet arrangements
There are no material off-balance sheet arrangements that have, or
are reasonably likely to have, a current or future effect on our financial
condition, revenues or expenses, results of operations, liquidity,
capital expenditures or capital resources that are material to investors,
except for the purchase obligations and lease commitments, as well
as guarantees and financing commitments disclosed in Note 30,
Commitments, contingencies and legal proceedings, and in Note 36,
Financial risk management, of our consolidated financial statements
included in this Annual Report.
Venture fund investments and commitments
We make financing commitments to a number of unlisted venture
funds that make technology-related investments. The majority of the
investments are managed by NGP Capital, a global venture capital firm
backing companies that are creating the connected world through
sensors, 5G mobile, hybrid cloud and intelligent technology.
As of December 31, 2020, our venture fund investments equaled
EUR 745 million, compared to EUR 740 million as of December 31,
2019. Refer to Note 24, Fair value of financial instruments, of
our consolidated financial statements included in this Annual
Report for further information regarding fair value of our venture
fund investments.
As of December 31, 2020, our venture fund commitments equaled
EUR 189 million, compared to EUR 244 million as of December 31,
2019. As a limited partner in venture funds, we are committed to
capital contributions and entitled to cash distributions according to
the respective partnership agreements and underlying fund activities.
Refer to Note 30, Commitments, contingencies and legal proceedings,
of our consolidated financial statements included in this Annual Report
for further information regarding commitments and contingencies.
Treasury policy
Treasury activities are governed by the Nokia Treasury Policy approved
by the President and CEO and supplemented by operating procedures
approved by the CFO, covering specific areas such as foreign exchange
risk, interest rate risk, credit risk and liquidity risk. The objective of
treasury’s liquidity and capital structure management activities is to
ensure that we have sufficient liquidity to go through unfavorable
periods without being severely constrained by the availability of funds
to execute Nokia’s business plans and implement Nokia’s long-term
business strategy. We are risk-averse in our treasury activities.
Foreign exchange impact
We are a company with global operations and net sales derived from
various countries, invoiced in various currencies. Therefore, our
business and results from operations are exposed to changes in
exchange rates between the euro, our reporting currency, and other
currencies, such as the US dollar and the Chinese yuan. The magnitude
of foreign exchange exposures changes over time as a function of
our net sales and costs in different markets, as well as the prevalent
currencies used for transactions in those markets. Significant changes
in exchange rates may also impact our competitive position and
related price pressures through their impact on our competitors.
To mitigate the impact of changes in exchange rates on our results,
we hedge material net foreign exchange exposures (net sales less
costs in a currency) typically with a hedging horizon of approximately
12 months. For the majority of these hedges, hedge accounting is
applied to reduce income statement volatility.
In 2020, approximately 25% of Group net sales and total costs were
denominated in euro, and approximately 50% of Group net sales and
total costs were denominated in US dollars. In 2020, approximately 5%
of Group net sales and total costs were denominated in Chinese yuan.
The average currency mix for Group net sales and total costs:
Currency
EUR
USD
CNY
Other
Total
2020
2019
Net sales
~25%
~50%
~5%
~20%
~100%
Total costs
~25%
~50%
~5%
~20%
~100%
Net sales
~25%
~50%
~5%
~20%
~100%
Total costs
~25%
~45%
~10%
~20%
~100%
For the full year 2020 compared to the previous year, the US dollar
was weaker against the euro. The weaker US dollar in 2020 on a
year-on-year basis had a negative impact on our net sales reported in
euros. However, the weaker US dollar also contributed to slightly lower
costs of sales and operating expenses on a year-on-year basis. In total,
before hedging, the weaker US dollar on a year-on-year basis had a
slightly negative effect on our operating profit in 2020.
During 2020, the Chinese yuan depreciated against the euro on a
year-on-year basis and this had a slightly negative impact on our net
sales reported in euros. However, the weaker Chinese yuan also
contributed to slightly lower cost of sales and operating expenses
on a year-on-year basis. In total, before hedging, the slightly weaker
Chinese yuan on a year-on-year basis had an approximately neutral
impact on our operating profit in 2020.
For a discussion of the instruments used by us in connection with our
hedging activities, refer to Note 36, Financial risk management, of our
consolidated financial statements included in this Annual Report. Refer
also to “Operating and financial review and prospects – Risk factors”.
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Board review Our response to COVID-19
Our response
to COVID-19
The COVID-19 pandemic changed
the world in ways we didn’t
anticipate or expect. Together,
we faced a once-in-a-generation
struggle that called governments,
regulators, businesses, NGOs,
groups and individuals to do
everything they could to keep
themselves and communities
safe, and economies resilient and
connected. In this section we
focus on the impact of COVID-19
on our employees, communities
and the industry. For the impact
of COVID-19 on our operations
and financial performance, refer
to “Operating and financial
review” section.
The health of our employees
and their families is our
first priority
The pandemic is of course first and foremost
a health emergency. While Nokia was in a
strong position to support the vital networks
that enabled the world to keep working,
learning and communicating, protecting the
health of our employees and their families
was our highest priority.
We took, and continue to take, several
measures to protect our employees, their
families, and our customers while keeping
our work and networks going. We provide
more details about this in the “Sustainability
and corporate responsibility” section.
As the pandemic spread,
internet traffic surged
The pandemic had a fundamental impact on
network traffic volumes. As people started
spending more time at home, working,
watching TV, and gaming, it put an unexpected
strain on networks around the world.
In 2020, global internet traffic and traffic in
service provider networks experienced a
year’s worth of growth in just a few weeks.
Statistics show:
■ 30–50% increase in network traffic;
■ 50–100% increase in video streaming
traffic;
■ 350% increase in videoconferencing traffic;
■ 100–150% increase in gaming traffic; and
■ 40–50% increase in Distributed Denial of
Service traffic that renders websites or
online services inoperable.
Over time, networks became more critical in
all aspects of life. The virtually uninterrupted
network performance during the pandemic’s
early days was a testament to the
performance and resilience of service
provider networks around the world.
We enabled networks to stay
online
The unwavering commitment of Nokia team
members and the extraordinary efforts of all
our customers – service providers, webscales
and large digital enterprises – were key for
keeping networks running and people online.
Almost all business decisions in 2020 were
affected by the pandemic to some degree,
but some deployments were more directly
COVID-19 influenced. In the earliest days of
2020, our team assisted in opening the first
5G base station at one of the key epidemic
hospitals in Wuhan in just two days. In rural
California, we met a customer’s goal of
providing a wireless solution that can deliver
high-speed broadband to people who did not
have access previously and address traffic
needs driven by COVID-19. In Pennsylvania,
we enabled a large medical center to connect
ventilators and inpatient beds for real-time
patient monitoring. In India, we completed the
world’s largest Dynamic Spectrum Refarming
deployment to improve network coverage and
enhance connectivity to meet growing data
demand driven by COVID-19. In Algeria, we
implemented ultra-high network capacity
technology to meet growing mobile traffic
demand. In Sri Lanka and the Philippines, we
deployed next generation fiber networks to
bring ultra-fast broadband access to homes
during the unprecedented events of 2020.
And in Chile, the pandemic has increased
the value of our IMPACT Connected Device
Platform, which enables remote management
of networks and IoT devices.
Ensuring employee safety while conducting
environmental testing.
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Board review
Our response to COVID-19
continued
Beyond our existing portfolio, we applied our
technical expertise to create new ways of
connecting and working to ease the strain
of the pandemic. We created a camera that
takes the temperature of 20 people every
30 milliseconds and incorporated it into
a solution that allows real-time health
monitoring and tracking, providing
organizations with an automated, simple
and scalable approach to identify COVID-19
symptoms and monitor mask compliance
for facilities with thousands of people.
We introduced artificial intelligence
technology to optimize our supply chain.
This enabled our customers to receive their
orders in the shortest amount of time and
keep local households online and connected.
Re-establishing the new normal
By September, traffic levels settled down to
20–30% above the pre-pandemic level, albeit
with expected seasonal growth. We believe
that these elevated traffic levels could be
the “new normal” for the near future. Many
believe that the level of usage seen in 2020
was an acceleration of trends already
underway before the pandemic.
Having experienced a once-in-a-lifetime
pandemic, all operators are in a position to
reconsider past assumptions and take a fresh
look at their future investment strategies.
We have captured additional insight into the
global 2020 network usage and how service
providers can effectively prepare for the new
normal in the Nokia Deepfield Network
Intelligence Report 2020.
“ Having experienced
a once-in-a-lifetime
pandemic, all
operators are
in a position to
reconsider past
assumptions and
take a fresh look
at their future
investment
strategies. ”
Working together to fight the pandemic
around the world
Nokia team members came together in myriad ways to provide
support to those directly affected by the pandemic:
One example was our US-based “Apart Together” campaign that
sold t-shirts to raise funds.
In Finland, we participated in the “lunch for children” campaign
and donated goods to local organizations to ensure quality food
was available to underprivileged families.
Across India, we worked to provide food to those most in need
in local communities.
In Belgium and Greece, we 3-D printed special touch-free door
handles for the office doors to help fight the virus’ spread.
In Hungary, we donated laptops to foundations and developed a
help-desk to support local schools and remote education. We also
organized training for parents working from home with children.
In Ireland, we 3-D printed and donated mask strips.
In Romania, we 3-D printed and donated face shields (see above).
In Singapore, we helped improve internet connectivity for
dormitories and community care facilities to ensure that they
stay connected with robust and stable internet access.
All Nokia colleagues were encouraged to vote for how the Nokia
Coronavirus Global Donation Fund of USD 500 000 should be
shared in their respective regions.
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Board review Sustainability and
corporate responsibility
Sustainability
and corporate
responsibility
Technology is intertwined with our daily lives,
working in the background to connect us to
the people, needs and information that are
important to us.
We believe the positive impact of the
technology we create and deliver far
outweighs the potential negative impacts and
provides our greatest positive contribution to
the United Nations Sustainable Development
Goals (SDGs). Communications technologies
provide access to better healthcare, education
and greater economic opportunity, enable
more efficient industrial, agricultural and
resource use, and contribute to a more
equitable, secure society, and a cleaner,
safer planet.
Our products and solutions are designed to
drive social, environmental, and economic
progress. Furthermore, we continue to
develop processes, policies and programs
that align with globally recognized ethical
and responsible business practices and
frameworks.
Sustainability governance
Sustainability issues are reviewed by the
Board of Directors as part of an annual
sustainability review, which includes a review
of the sustainability strategy, key targets and
actions, and performance. Nokia Group
Leadership Team and its members are
responsible for the management and
implementation of sustainability-related
activities within their individual organizations
when relevant to their responsibility area. In
2020, the Chief Marketing Officer had overall
responsibility for sustainability in the Group
Leadership Team.
The alignment of sustainability strategy,
priorities, and the implementation of
sustainability activities across Nokia is steered
by our Sustainability Council. The Council
consists of senior leaders, including
management representatives with
climate-related responsibilities, from units
such as product development, real estate, and
procurement. Responsibilities of the Council
include the assessment and monitoring
of climate-related topics, review of the
materiality, targets and overall performance
of various sustainability-related matters and
giving additional exposure to sustainability
risks and opportunities. In 2020, the Council
was managed by our Head of Sustainability
who reported to the Chief Marketing Officer.
The Council typically meets bi-annually, and
more frequently upon request. Day-to-day
sustainability issues and activities are
orchestrated by a dedicated corporate team
and subject matter experts in different
functions. Sustainability-related actions
and programs all have their named
responsible owners.
Risk management
Sustainability risks are part of our Enterprise
Risk Management framework with
multi-disciplinary company-wide risk
identification, assessment, and management
processes. We recognize and aim to mitigate
the potential risks and negative impacts
associated with our business whether related
to technology, supply chain, climate or people,
while also driving the opportunities within and
beyond our business in order to contribute
to achieving the SDGs. Our Code of Conduct
defines our way of working and we have clear
policies and processes for each identified
material sustainability risk.
The main features of our risk management
systems are described as part of our
Corporate governance statement (see
Corporate Governance—Risk management,
internal control and internal audit functions
at Nokia). In addition, the “Risk factors”
section of this report provides discussion
on the most important risk factors affecting
our operations. These risks include
sustainability-related threats such as: risks
related to product safety, environmental
accidents, health, privacy and security,
including cybersecurity threats; risk of
potential human rights abuse through misuse
of the technology we provide; risk of potential
lack of proper respect for human rights,
fair labor conditions, the environment and
communities in our operations and supply
chains; risk of non-compliance with
regulations or our supplier and customer
requirements; violation of ethical standards,
including our Code of Conduct; labor unrest
and strikes; inability to retain, motivate,
develop and recruit appropriately skilled
employees; purchasing boycotts and public
harm to our brand; risks related to issues with
tariffs and taxation, including tax disputes;
and disruptions in our manufacturing, service
creation, delivery, logistics or supply chain
caused, for instance, by natural disasters,
military actions, civil unrest, public health and
safety threats (including disease outbreaks),
many of which may be fueled by the adverse
effects resulting from climate change.
“ We are on a journey to a
world where our technology
improves lives and enables
a more sustainable society
and healthier planet. ”
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Board review
Sustainability and
corporate responsibility continued
Our key sustainability targets
Focus area
Improving lives
with technology
Climate
Integrity
Culture
Target
Helping our customers connect the next billion subscriptions between 2016 and 2022
Science Based Target (Scope 1 and 2):
Reduce GHG emissions from our own operations by 41% between 2014 and 2030
Science Based Target (Scope 3):
Reduce GHG emissions from our products by 75% between 2014 and 2030
Achieve 95% completion rate for Ethical Business Training in 2020
Increase the share of women in leadership by 25% between 2016 and 2020
Target status
Achieved
On track
On track
Achieved
Not achieved
Strategy and targets
At the core of our sustainability approach
is the belief that the purpose of technology
is to improve people’s lives. During 2020,
we launched our new sustainability strategic
approach, which is focused on the areas we
believe will have the greatest impact on
sustainable development and our business.
Although we need to be agile with our
sustainability approach, we have identified
three main cornerstones through which
we can truly improve people’s lives with
technology and on which we need to focus
to maintain our leading position in industry
sustainability: climate, integrity and culture.
In terms of the fundamental necessities of
responsible business, we also need to ensure
we continuously develop our existing
sustainability-related housekeeping practices
to create value and comply with stakeholder
requests, legal requirements, customer
expectations and increased demand
for efficiency and transparency. The
housekeeping practices provide a solid
foundation to our sustainable development
as a company, including areas such as:
operational environmental management and
circularity; health and safety; labor practices
in our own operations; responsible sourcing;
and preventing the misuse of technology.
In 2020, we had 20 short- and long-term
sustainability targets. The key targets are
listed in the table above. Other targets are set
for specific material sustainability topics and
can be found as part of our 2020 People &
Planet report. We take a systematic approach
to identifying sustainability risks and
opportunities, and we aim to minimize the
negative impact of our operations and to find
new opportunities for revenue increase and
cost savings. Sustainability with targets,
activities and follow-up processes is included
in various business activities and related
strategies. Our business model is described in
the “Business overview” section of this report.
Dealing with the COVID-19
pandemic
As a global business, many aspects of
our operations have been impacted by
the ongoing COVID-19 pandemic.
Telecommunications is an essential service
and one that became even more so as
countries progressively locked down in 2020
to reduce the spread of the virus. We have had
to adapt our ways of working to ensure that
our people remain safe while our operations
continue. This has been led centrally by a
global crisis and continuity management team
with regional and country crisis management
teams ensuring local implementation.
Our primary aim was to limit the likelihood of
exposure for Nokia staff and those working for
us. This means that in very early phases of the
pandemic we transferred all our employees
to a temporary work from home policy
regardless of whether they were able to
conduct their work remotely or not. Other
actions included restricting travel, imposing
self-quarantine requirements on return for
employees who have been traveling,
prohibiting visitors from accessing Nokia sites,
eventually closing virtually all Nokia sites, and
only allowing access to Nokia sites to a small
number of people involved in critical work that
could not be conducted offsite.
In order to facilitate operations where remote
work is not possible, including field teams and
factory operations, guidelines and mitigating
controls were implemented. As countries have
eased restrictions, we have made changes
both to the physical working environments
and our procedures for their use, ensuring
that physical distancing is maintained and
hygiene levels remain high, and that processes
are in place for both infection management
and contact tracing. We continually update
our guidance as the situation develops.
We recognize that the pandemic impacts
our employees’ work and personal lives in
diverse ways. We offer flexible working hours
so people can also fulfill their personal
responsibilities during these challenging
times. We conducted our 2020 annual salary
review cycle and continued to pay incentives
to our employees where applicable. We have
continued to pay salary and benefits for
employees who cannot work from home
and whose work site is closed and ensured
additional paid leave and sick leave for
employees who are in self-quarantine and
cannot work remotely. We have also kept
frequent contact with our colleagues who
were on an international assignment and
supported them with accommodation,
medical coverage and registration to
local embassies.
Health workers demonstrate proper handwashing
to a child patient at the Bayat Community
Health Centre in Klaten, Central Java, Indonesia
© UNICEF/UNI329153/Ijazah
ahead of the targeted timeline. In addition,
our approach has been validated in the market
with 1 545 mission-critical customers and
our private wireless solutions are used by
260 customers globally.
During 2020, we announced several new deals
that will bring connectivity to the most rural
and underserved areas, making sure small
businesses, farms and schools are connected.
We also continued our shared value project
with UNICEF in Kenya. The aim of the project
is to bring together all relevant parties in
collaboration to demonstrate the best
solutions to connect the unconnected schools
to digital learning in Kenya, and to enable
accessible, quality and inclusive education
through digital connectivity particularly for
girls and disabled children. The project started
in 2018 and the first schools were connected
in September using our Fixed Wireless
Access solution.
As most of our employees continue working
remotely, we are providing guidance on how
staff can maintain a healthy work-life balance
and look after their physical and mental
well-being. For example, our Personal Support
Service provides our employees with the
opportunity of attending virtual learning
events on a broad range of health and
well-being related topics, as well as
professional, confidential support. We
introduced separate people management
guidelines during the crisis, and we ensure our
employees, line managers and senior leaders
are updated on the pandemic guidelines via
multiple channels: webcasts, newsletters, line
manager and Human Resources calls, and
a dedicated COVID-19 information hub.
We also ran several employee surveys to track
how our employees were coping with the
pandemic, share experiences and provide
an additional channel for feedback and to
request guidance and support.
Amid the crisis, we also launched our
COVID-19 donation fund in March 2020
and engaged with local organizations such
as hospitals, community groups and
non-governmental organizations in 48
countries, helping them fight the pandemic
and mitigate its impacts.
Improving lives with technology
Our technology connects people to the
services, places, opportunities and other
people that matter to them. One of our key
targets includes helping our customers to
connect the next billion subscribers by 2022,
compared to approximately 5.5 billion at the
end of 2016. The target is measured by
number of subscriptions in Nokia radio
customers’ networks. In 2020, the radio
networks we supplied to our customers
served around 6.6 billion subscriptions
worldwide, meaning we reached the target
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Board review
Sustainability and
corporate responsibility continued
Combating climate change
Climate change remains a significant risk
to society. We recognize that we provide
products and services globally that may
affect the environment as manufacturing,
distributing, and operating these products
require energy and other resources. The most
material climate-related opportunities and
risks are related to our ability to help other
industries to reduce their emissions and the
energy efficiency of our products. We believe
that the opportunities our technology
provides to our customers, industry and
society, and the measures we have taken in
our operations can positively contribute to
the fight against climate change. Our own
operations are not very sensitive to the
changes in energy pricing or natural
catastrophes. However, climate change can
impact our customers and supply chain,
as well as the global economy, political and
social stability.
We have utilized climate-related scenarios to
support the review of our climate-related risks,
opportunities, and related implications to our
business. In our analysis, we applied global
warming scenarios of 1.5°C and 2.0°C, based
on 2DS scenario by the lnternational Energy
Association’s and RCP2.6 (Representative
Concentration Pathway) scenario by the
Intergovernmental Panel on Climate Change.
The results of this analysis have provided
information for our risks and opportunity
analysis, stressed the need for greater and
more urgent greenhouse gas (GHG) emission
reduction activities and served as a basis for
our Science Based Target setting. We have
also aligned our climate-related disclosures in
our CDP report according to the guidance of
the Task Force on Climate-related Financial
Disclosures. CDP is a global organization that
runs a bespoke global disclosure system for
investors, companies, cities, states, and
regions to manage their environmental
impacts. We publish our detailed GHG
emissions also in our People & Planet report.
We constantly strive to drive down the
energy required by our products in use in
our customers’ communications networks,
helping them to reduce their carbon footprint
as this is by far the greater part of our own
carbon footprint. We have delivered zero
emission products to over 150 customers
around the world. Modernization of legacy
networks drives improved energy efficiency.
The customer base station sites we
modernized in 2020 used on average 54%
less energy than those where our customers
did not modernize. Not only does this reduce
environmental impacts, it also provides an
improved financial upside for our customers.
During 2020, we worked hard to recalibrate
our existing long-term science-based targets
in line with the goal to limit rises in global
average temperatures to 1.5°C. This is a
commitment we made in 2019, and we expect
to communicate our updated science-based
targets in early 2021. The existing targets
seek to reduce emissions from sold products
in use by 75% and operational emissions by
41% by 2030, as compared to the 2014
baseline. At the end of 2020, we were on track
to reach the targets by 2030. The progress
of these targets is linked to the pricing
mechanism of our Revolving Credit Facility
loan announced in 2019.
We have in place a robust environmental
management system and environmental
policy, supported by documented processes
and procedures globally to ensure
implementation. The system helps us to
monitor our progress and identify needed
improvements. Our own operational
footprint is certified under the ISO 14001
environmental management system standard
and in 2020 the coverage of employees
within the scope of that certification was
90%. Circular economy and waste reduction
are also key in our work and we offer
refurbishment, reuse, and recycling of older
equipment as an integral component of the
product lifecycle management. In 2020,
we sent around 4 700 metric tons of old
telecommunications equipment for
materials recovery and we refurbished or
reused approximately 79 400 units with a
combined total weight of 570 metric tons.
Our ground-breaking liquid-cooled 5G base
station system offers 90% lower cooling system
energy consumption and 80% lower base station
CO2 emissions.
Conducting our business
with integrity
Our long-standing reputation for integrity
is our most important asset. At Nokia, every
employee is responsible and accountable for
upholding our high ethical values. Trust has
never been more important, and we strive
every day to earn and to keep the trust of our
customers, governments, employees and
other stakeholders with whom we interact.
In these challenging times, our unwavering
commitment to integrity remains steadfast.
Our Code of Conduct is the foundation upon
which this commitment rests. Our Code sets
out four straightforward defining principles:
we follow the laws where we do business; we
set an example for one another by being
honest and fair; we promote a culture of
integrity through mutual respect and trust;
and we hold each other accountable to adhere
to the Code and report potential violations.
These guiding principles are supplemented by
14 key business policy statements covering
critical issues and risks we face: Improper
Payments/Anti-Corruption, Conflicts of
Interests, Fair Competition, Privacy, Dealing
with Government Officials, Intellectual
Property & Confidential Information, Working
with Third Parties, Trade Compliance, Insider
Trading, Health, Safety & Labor Conditions,
Controllership, Fair Employment Practices,
Human Rights, and Environment. An additional
Code of Ethics sets out further expectations
of our CEO and senior executive financial
officers. Our Third-Party Code of Conduct
applies to the various third parties with whom
we work and clearly states our expectations
of them on ethical conduct. Our codes are
further supplemented by policies, procedures
and guidance documents covering a range
of topics such as third-party screening
procedures, corporate hospitality, and more.
In 2020, we continued our longstanding
practice of providing annual training to our
employees on ethical business practices, as
well as other important topics such as quality,
health, safety, and well-being. Our Ethical
Business Training was completed by 96.2% of
our employees, surpassing the target of 95%.
In response to COVID-19, we redoubled our
efforts to stay connected with employees
worldwide, leveraged the use of internal
social media channels, increased our
communications on our global Ombuds
program, and conducted various other virtual
activities. Throughout 2020, we closely
monitored and responded to the impact of
the pandemic on our compliance program,
shifting our resources and priorities as
circumstances dictated, and planning for
continued monitoring and action as required.
Anti-corruption and bribery
We do not engage in, nor do we tolerate,
corrupt behavior by our employees or
suppliers. We employ a multi-faceted
approach to prevent corruption. We have clear
and unequivocal policies concerning improper
payments, facilitation payments, gifts and
hospitality, sponsorships and donations,
and other areas of risk for public and
private corruption.
We carry out training and regularly
communicate to our employees regarding
legal and compliance risks, and we review
these risks and our mitigation measures with
the company’s senior leadership and Audit
Committee. We conduct periodic audits and
risk assessments to ensure that we identify
and respond to corruption risks across
our operations. Our Compliance Controls
Framework (CCF) reviews are comprehensive,
bottom-up assessments that identify gaps
or shortcomings in our compliance program,
and we develop and implement risk mitigation
plans in response to each review. We also carry
out risk-based due diligence and monitoring
procedures for different categories of third
parties (such as suppliers and business
partners) to assess and to manage potential
risks related to engaging and working with
them. In addition, we screen our
end-customers to assess possible legal,
compliance and reputational risks associated
with them (including, but not limited to,
sanctions and money laundering risks).
The Anti-Corruption Center of Excellence
(CoE) is a dedicated group within our
compliance team that assesses and
monitors risks associated with commercial
third parties and the provisioning of
hospitality, sponsorships, and donations
on behalf of Nokia. The activities of the CoE
are digitalized and tool-based, including
for example monitoring and online training.
Third parties are not only expected to adhere
to our Third-Party Code of Conduct; they are
required annually to sign our anti-corruption
certification.
We provide a range of trainings and resources
that include comprehensive online courses,
targeted micro-learnings, compliance job aids,
and before the pandemic also face-to-face
training. In 2020, anti-corruption training was
delivered to business groups, regional groups,
Nokia service companies, joint ventures and
other stakeholders with over 3 000 individuals
trained. We also celebrated Nokia Integrity Day
in October with a variety of online activities,
including two virtual global events hosted
by our Chief Compliance Officer and a
compliance panel. This gave employees
around the world the opportunity to review
real high-risk case scenarios and engage with
6.6 billion
In 2020 the radio networks we supplied to
our customers served around 6.6 billion
subscriptions worldwide.
54%
The customer base station sites we
modernized in 2020 used on average 54%
less energy than those where our customers
did not modernize.
96.2%
Our Ethical Business Training was completed
by 96.2% of our employees, surpassing
the target of 95%.
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Board review
Sustainability and
corporate responsibility continued
the compliance team to ask questions and
discuss compliance topics. Integrity Day
celebrates Nokia’s commitment to integrity
and seeks to draw all employees into a
conversation about the importance of this
core value.
Oversight and grievance mechanisms
Our Board of Directors, Audit Committee,
and executive leadership team all provide
oversight of our ethics and compliance
program. Our Chief Compliance Officer
provides periodic reports and updates
concerning compliance programs,
investigations, and evolving external
enforcement and risk trends. Employees are
expected and encouraged to report concerns
about ethical misconduct or potential
violations of law, our Code of Conduct or
our company policies. We provide numerous
channels and mechanisms to facilitate such
reporting and strive to ensure that employees
feel comfortable reporting concerns, including
means to report anonymously where
permissible by local law. Nokia’s global
Ombuds program helps drive our ‘speak up’
culture and allays any concerns employees
may feel about potential reprisal for having
filed a report.
In 2020, we received 776 concerns, of
which 329 were investigated by our Business
Integrity Group as alleged violations of our
Code of Conduct. 106 of such integrity
allegations were substantiated with cause
found after investigations. Specifically, two
concerns were received as alleged violations
of our anti-bribery policies, involving third
parties. One of these concerns was not
substantiated, and the other investigation
was not concluded by the end of 2020.
We also implemented corrective actions
including 16 dismissals and 20 written
warnings following these and other
investigations. Beyond individual discipline,
these investigations resulted in detailed
root cause analysis, and remedial measures
and improvements were identified and
monitored for implementation, thereby
ensuring constant improvement.
Data privacy and security
We have established a comprehensive
company-wide privacy program based on
relevant laws, best practices, and standards.
This program is supported by, and aligned
with, corporate, business-group, and central
functions-level policies and processes. We aim
to mitigate privacy risk in relation to the data
we collect, process, and store. We observe the
concept of data minimization, meaning we
endeavor only to collect personal data that is
necessary for the purposes for which they are
collected and to retain such data for no longer
than is necessary. We implement appropriate
controls to ensure that only persons with a
clear and justifiable need to know can access
personal data. We have formal processes and
procedures in place to manage and mitigate
any related risk to data subjects in the event
of a personal data breach. These processes
also include mechanisms to communicate in
a timely fashion with supervisory authorities,
should that be required. We measure and
monitor privacy maturity and ambition by
undertaking privacy maturity assessments
across the business. A program of privacy
awareness and training ensures we
continuously and effectively address
areas of highest privacy impact.
Security is a key concern in 5G, IoT and
other new technologies. We aim to develop
products and services that meet or
surpass the applicable security standards.
Nevertheless, we and our products may
be subject to cybersecurity breaches,
including those resulting from hacking,
viruses, malicious software, unauthorized
modifications, or other activities that may
cause potential security risks and other harm
to us, our customers or consumers, and other
end-users of our products and services. We
have developed and implemented processes
and tools for use in product development,
referred to as Design for Security or DfSec,
which underlies all product development. We
maintain internal IT security and cybersecurity
operations, including monitoring our internal
network resources and we have ISO 27001
certifications for selected operations. We have
also implemented policies, processes, and
tools to enhance the security of our products
and services, including managing the security
risks in third parties.
Human rights – freedom of expression
and privacy
We are committed to the principles of the
Universal Declaration of Human Rights, the
United Nations Global Compact, and the
Organisation for the Economic Co-operation
and Development (OECD) guidelines for
Multinational Enterprises. We encourage our
suppliers and business partners to share
these values. We endorsed the United Nations
Guiding Principles on Business and Human
Rights in 2011. Our Code of Conduct together
with our Human Rights Policy sets out our
approach to human rights. Our human rights
processes cover the whole value chain, from
supplier management to product end use and
we have set clear targets for all areas separately.
Our Human Rights Due Diligence (HRDD)
process, which is embedded in our global
sales process, provides the mechanism and
tools to effectively deal with our most salient
human rights risks arising from the potential
misuse of the products and technology we
provide. We aim to ensure the technology
we provide is not used to infringe on human
rights, including the right to privacy, freedom
of expression and assembly. Before any sale is
made, the HRDD process is used to identify
the potential risk level to human rights
through potential misuse of our technology.
Of the cases handled by HRDD in 2020,
70% were resolved as ‘Go’, 30% as ‘Go with
conditions’, and 0% as ‘No go’. In addition to
potential product misuse, human rights risks
appear in our global supply chain. Our supply
chain risks and activities are further discussed
in the Responsible Sourcing section below
and in a separate modern slavery statement.
We are a member of the Global Network
Initiative (GNI), a multi-stakeholder group
of companies, civil society organizations
(including human rights and press freedom
groups), investors, and academics working
together to protect and advance freedom
of expression and privacy in the ICT sector.
A condition of membership for companies
is agreement to adhere to the GNI Principles
and allowing GNI to conduct an independent
assessment of the member company’s progress
towards implementing the GNI Principles.
“ We constantly strive to drive
down the energy required by our
products in use in our customers’
communications networks. ”
We continued our CDP Supply Chain Program,
creating environmental improvement
programs and improving our upstream
indirect emissions that occur in the chain.
In 2020, 430 of our key suppliers responded
to the CDPs request to disclose their climate
performance information and 262 also
provided emission reduction targets. We also
had 275 suppliers responding on the water
aspect via the CDP program. To move forward
with climate-related targets, we also
encouraged suppliers to set climate targets
for the next stage to be in line with the
Science Based Targets initiative.
We see the highest risk exposure to health
and safety in the delivery of field work, which
is predominantly delivered by our contractors
in tasks such as working at height, driving
for work and electrical installation and
maintenance. Consequently, we have set
stringent key performance indicators related
to the supplier ability to deliver safely, which
is evaluated by our Health and Safety Maturity
Assessment process. By the end of 2020,
97% of suppliers delivering high-risk activity
had been assessed using our H&S Maturity
Assessment Process and 99% of the assessed
suppliers met H&S compliant supplier status.
We also carried out impact assessments on
96% of all high-risk projects. 99% of those
projects were found to meet our minimum
non-negotiable requirements.
The potential risks associated with the mining
and trade of metals that provide key minerals
in electronic components may include impacts
related to military conflict, human rights
violations, as well as negative environmental
impacts. This is one reason why the
traceability of our materials and ensuring
our products are conflict-free are a priority for
us, as evidenced in our updated Responsible
Minerals Policy, which can be found online.
Tin, tantalum, tungsten, gold and cobalt are
in scope of our due diligence. By the end of
2020, 98% of our suppliers had achieved full
visibility to the smelters in our supply chain,
and for 95% of our suppliers the entire supply
chain consists of smelters that have been
validated conflict-free or active in validation
process. Out of all the smelters identified
as part of our supply chain, 80% have been
validated as conflict-free or are active in the
validation process. Our latest Conflict Minerals
report was also updated during the year.
Responsible sourcing
We expect our suppliers to adhere to our
Third Party Code of Conduct and provide
them with our Supplier Requirements,
including the Responsible Business Alliance
(RBA) Code of Conduct and additional,
Nokia-specific sustainability requirements.
The requirements cover such topics as
environment, health, safety and security,
privacy, risk management, labor rights
management, and ethics. We also run
assessments and audits of our suppliers
and provide training to ensure they meet
our ethical requirements and continuously
improve on their performance. In 2020, we
introduced a sustainability award as part of
our Supplier Diamond Awards to recognize
innovation around sustainability.
In 2020, we implemented 391 supply chain
audits (332 in 2019), including 24 onsite
in-depth audits on corporate responsibility
topics, 27 onsite audits against our supplier
requirements and 340 supplier assessments
conducted using the EcoVadis scorecards.
We also ran training workshops for suppliers,
which were this year organized remotely,
including for example topics such as climate
change, conflict-free sourcing, modern
slavery, as well as a special series of sessions
around health and safety topics. These
trainings covered altogether over 1 300 supplier
participants. Following growing concerns
around mistreatment of ethnic and other
minorities, we have conducted a refresher
training session regarding modern slavery
for our suppliers, conducted further risk
assessments, and strengthened our
Corporate Responsibility auditing guidelines
to communicate Nokia’s requirements
concerning the treatment of ethnic or any
other minorities and for appropriate actions
to be taken. We also continued our work with
the Joint Audit Cooperation (JAC), a group
of our major customers which collaborate
to drive improvement and transparency
in supply chain management.
104
NOKIA IN 2020
NOKIA IN 2020
105
Board review Sustainability and
corporate responsibility continued
Our culture – respecting people
We believe our people are our greatest
asset and we aim to enable a culture that
encourages high-performance, integrity,
and inclusion. The market for skilled
employees in our business is extremely
competitive. Our workforce has fluctuated
over recent years as we have introduced
changes in our strategy to respond to our
business targets and our activities. These
changes may in the future cause disruption
and fatigue among employees. It is imperative
that we work to create and sustain a corporate
culture that is motivational, inclusive, and
encourages creativity and continuous learning
to meet challenges.
In 2020, the average number of employees
was 92 039 (98 322 in 2019 and 103 083 in
2018). The table below shows the average
number of employees in 2020 by geographical
location:
Region
Finland
Other European countries
Middle East & Africa
China
Asia Pacific
North America
Latin America
Total
Average number
of employees
6 098
32 686
3 319
13 749
20 511
12 002
3 674
92 039
With a change in our leadership in 2020,
we took the opportunity to refresh our view
on the employee experience. For Day 1 of
Pekka Lundmark’s tenure, we launched a
global survey that asked whether employees
felt pride in working for Nokia, and whether
they felt the working atmosphere enabled
them to give their best. The survey garnered
over 50 000 responses in July. 88.7% of
employees responded that they feel pride
in working for Nokia, while 75.1% agreed
that the working atmosphere enabled them
to give their best.
We are committed to employee development
and career growth. In 2020, many of our
instructor-led programs were impacted by
COVID-19 and repurposed to be delivered
virtually. We delivered our corporate
leadership programs targeting new line
managers to senior leaders virtually for over
1 100 participants. We also continued to train
our senior managers on coaching skills by
delivering virtual Coaching for Success
programs. In 2020, over 7 000 employees
studied leadership related online solutions
and videos. We have nearly 300 internal
coaches who are made available to all
employees. We also focused on supporting
line managers and employees during the
pandemic with five quick guides, including
topics such as resilience and well-being,
leading virtual teams and working from home.
We believe that a diverse workforce
is our platform for greater innovation.
Health, safety and labor conditions
Our Code of Conduct is the basis for labor
conditions, enhanced by a full set of global
human resources policies and procedures
that enable fair employment. We adhere to
the International Labor Organization (ILO)
Declaration on Fundamental Principles
and Rights at Work and we meet, or where
possible exceed, the requirements of labor
laws and regulations wherever we have
operations. We work hard to ensure decent
working conditions and fair employment,
taking into account both international and
local laws and guidelines.
Our health and safety management system
is the basis for our overall program and an
integral part of how we manage health and
safety. The management system is certified
with the internationally recognized OHSAS
18001, and during 2020 we started our
transitioning to the new ISO 45001 standard.
Certification is provided by a third party,
Bureau Veritas, and it covers activities within
all Networks’ business groups, customer
operations and supporting corporate
functions. We implement training, analysis,
assessments and consequence management
to address job-related health and safety risks.
We run a wide range of programs targeted
at constantly improving our health and
safety performance, while also encouraging
employees and contractors to report near
misses and dangerous incidents.
Inclusion and diversity
Inclusion was highlighted as a critical behavior
in Nokia’s 2020 turnaround agenda. We
believe that by acting inclusively we can
leverage the differences to achieve better
business results and growth. To make sure
that our leaders understand how bias can
adversely impact people-related actions
and decisions, we arranged workshops on
navigating bias with inclusion. During 2020,
these virtual workshops reached over 85%
of all leaders, with a satisfaction rate of 98%.
As part of our Diversity & Inclusion strategy
implementation, we also continued to focus
on training women in leadership, and
delivered on our Accelerated Women Leader
program. The program was sponsored by
executives and includes mentoring and
coaching. We also delivered our ‘Out Leader’
program consisting of external networking
and mentoring by Nokia leaders, aiming for
further inclusion of sexual minorities.
As a cornerstone of our commitment to equal
treatment, we continue to annually monitor
pay equity and fund special remediation
increases as necessary, to ensure that the
unexplained pay-gap which was first closed
in 2019, stays closed in 2020 and in future
years. In 2020, 23.5% of Nokia’s leadership
team’s positions were held by women, while
the share of women in all leadership positions
across Nokia was 15.3%. In total, women
accounted for 22.2% of our workforce.
Back in 2016, we set a target to increase the
percentage of women in leadership by 25%
by the end of 2020. Each business group has
been able to successfully hire and retain its
women employees but the pipeline of women
to senior positions is still weak. Most of the
women in the company still find themselves in
middle management. Hence, we were not able
to reach the target.
106
NOKIA IN 2020
NOKIA IN 2020
107
Board review Shares and shareholders
Shares and
shareholders
Share details
Shares and share capital
Nokia has one class of shares. Each Nokia share entitles the holder to one vote at general meetings of Nokia.
As of December 31, 2020, the share capital of Nokia Corporation equaled EUR 245 896 461.96 and the total number of shares issued was
5 653 886 159. As of December 31, 2020, the total number of shares included 36 389 799 shares owned by Group companies representing
approximately 0.6% of the total number of shares and the total voting rights.
In 2020, under the authorization held by the Board of Directors, the Parent Company issued 13 350 000 new shares without consideration
to itself to fulfill the company’s obligation under the Nokia Equity Programs.
In 2020, under the authorization held by the Board of Directors, the Parent Company issued 11 915 070 treasury shares to employees,
including certain members of the Group Leadership Team, as settlement under Parent Company equity-based incentive plans and the
employee share purchase plan. The shares were issued without consideration and in accordance with the rules of the plans.
Information on the authorizations held by the Board of Directors in 2020 to issue shares and special rights entitling to shares, to transfer shares
and repurchase own shares, as well as information on related party transactions, the shareholders, stock options, shareholders’ equity per
share, dividend yield, price per earnings ratio, share prices, market capitalization, share turnover and average number of shares is available in the
“Corporate governance—Compensation” and “Financial statements” sections.
The Board of Directors held at December 31, 2020 a total of 1 033 100 shares and ADSs in Nokia, which represented approximately 0.02%
of our total shares and voting rights excluding shares held by Nokia Group. The CEO owned at December 31, 2020 a total of 788 850 shares.
Refer to Note 20, Shares of the Parent Company, of our consolidated financial statements included in this annual report for further information
regarding Nokia shares.
Nokia does not have minimum or maximum share capital or a par value of a share.
As of December 31
Share capital, EURm
Shares, (000s)
Shares owned by the Group, (000s)
Number of shares excluding shares owned by the Group, (000s)
Average number of shares excluding shares owned by the Group
during the year
Basic, (000s)(1)
Diluted, (000s)(1)
Number of registered shareholders(2)
2020
246
5 653 886
36 390
5 617 496
2019
246
5 640 536
34 955
5 605 581
2018
246
5 635 945
42 783
5 593 162
2017
246
5 839 404
259 887
5 579 517
2016
246
5 836 055
115 552
5 720 503
5 612 418
5 612 418
246 886
5 599 912
5 626 375
248 526
5 588 020
5 588 020
243 409
5 651 814
5 651 814
247 717
5 732 371
5 741 117
237 700
(1) Used in calculation of earnings per share for profit or loss for the year attributable to equity holders of the parent.
(2) Each account operator is included in the figure as only one registered shareholder.
Key ratios
For the year ended December 31, Continuing operations
Earnings per share, basic, EUR
Earnings per share, diluted, EUR
P/E ratio, basic(1)
Dividend per share, EUR(2)
Total dividends paid, EURm(2)
Payout ratio, basic(2)
Dividend yield, %(1)(2)
As of December 31
Shareholders’ equity per share, EUR
Market capitalization, EURm(1)
2020
(0.45)
(0.45)
neg.
0.00
–
–
–
2019
0.00
0.00
–
0.00
–
–
–
2018
(0.10)
(0.10)
neg.
0.10
560
neg.
1.99
2020
2.22
17 701
2019
2.73
18 476
2018
2.73
28 134
2017
(0.26)
(0.26)
neg.
0.19
1 063
neg.
4.88
2017
2.89
21 704
2016
(0.13)
(0.13)
neg.
0.17
963
neg.
3.70
2016
3.51
26 257
(1) Based on Nokia closing share price at year-end on Nasdaq Helsinki
(2) No dividend is proposed by the Board of Directors of the Parent Company for the financial year 2020. Amounts presented for the financial years 2019, 2018, 2017 and 2016 represent the actual
amounts paid to equity holders of the parent.
Share turnover
For the year ended December 31
Number of shares traded during the year (000s)(1)
Average number of shares excluding shares owned by the Group
during the year (000s)
Share turnover %
2020
2019
13 903 762 11 003 630
2018
8 960 687
2017
8 839 680
2016
9 604 722
5 612 418
248
5 599 912
196
5 588 020
160
5 651 814
156
5 732 371
168
(1) Source: Nasdaq Helsinki, the NYSE composite tape and Euronext Paris (since November 2016).
The principal trading markets for the shares are Nasdaq Helsinki and Euronext Paris, in the form of shares, and the NYSE, in the form of ADSs.
Share price development
Annual data
2020 Full year High/Low
2020 Full year Average (Volume-weighted)
Year-end value December 31, 2020
Year-end value December 31, 2019
Change from December 31, 2019
to December 31, 2020
Stock option exercises
Year(1)
2018
2019
Stock option category
Nokia Stock Option Plan 2012 1Q
Nokia Stock Option Plan 2012 2Q
Nokia Stock Option Plan 2012 3Q
Nokia Stock Option Plan 2012 4Q
Nokia Stock Option Plan 2013 1Q
Nokia Stock Option Plan 2013 2Q
Nokia Stock Option Plan 2013 3Q
Nokia Stock Option Plan 2013 4Q
Total
Nokia Stock Option Plan 2013 1Q
Nokia Stock Option Plan 2013 2Q
Nokia Stock Option Plan 2013 3Q
Nokia Stock Option Plan 2013 4Q
Total
Nasdaq Helsinki
New York Stock Exchange
Euronext Paris
High
4.34
Low
EUR
2.08
Value
High
5.14
Low
USD
2.34
Value
High
4.35
Low
EUR
2.08
3.39
3.15
3.30
(4,5)%
Subscription price
EUR
3.48
2.08
1.82
1.76
2.58
2.35
2.72
5.41
2.58
2.35
2.72
5.41
Number of new
shares 000s
0
128
170
0
0
127
0
0
425
0
23
0
0
23
3.98
3.91
3.71
5,4%
Date of
payment
2018
2018
2018
2018
2018
2018
2018
2018
2019
2019
2019
2019
Net proceeds
EURm
0.00
0.27
0.31
0.00
0.00
0.30
0.00
0.00
0.87
0.00
0.05
0.00
0.00
0.05
Value
3.44
3.14
3.31
(5,1)%
New share capital
EURm
–
–
–
–
–
–
–
–
–
–
–
–
109
(1) After 2019, the Group no longer administered any global stock option plan. Refer to Note 26, Share-based payment.
108
NOKIA IN 2020
NOKIA IN 2020
Board review
Shares and shareholders
continued
Dividend
The dividend to shareholders is Nokia’s principal method of distributing earnings to shareholders. Beginning with the distribution for the
financial year 2018, Nokia started paying dividends in quarterly instalments. On October 24, 2019, the Board resolved to pause dividend
distributions, in order to: a) guarantee Nokia’s ability to increase 5G investments, b) continue investing in growth in strategic focus areas of
enterprise and software and c) strengthen Nokia’s cash position. This was done in accordance with Nokia’s dividend policy, which states that
dividend decisions are made taking into account Nokia’s cash position and expected cash flow generation.
The Board is pleased with Nokia’s recent operational performance and the track record of sustainable cash generation that Nokia is starting to
build. The Board is satisfied that Nokia has strengthened its cash position. However, the Board continues to focus on ensuring Nokia’s ability to
increase investments in 5G and strategic areas, while continuing to establish a track record of sustainable cash generation. Therefore, the Board
does not propose a dividend or dividend authorization for the financial year 2020.
We distribute distributable funds, if any, within the limits set by the Finnish Companies Act as defined below. We make and calculate the
distribution, if any, in the form of cash dividends, assets from the reserve for invested unrestricted equity, share buy-backs, or in some other
form, or a combination of these. There is no specific formula by which the amount of a distribution is determined, although some limits set
by law are discussed below. The timing and amount of future distributions of retained earnings and/or assets from the reserve for invested
unrestricted equity, if any, will depend on our future results and financial conditions.
Under the Finnish Companies Act, we may distribute retained earnings and/or assets from the reserve for invested unrestricted equity on
our shares only upon a shareholders’ resolution and subject to limited exceptions in the amount proposed by the Board. The amount of
any distribution is limited to the amount of distributable earnings of the Parent Company pursuant to the last accounts approved by our
shareholders, taking into account the material changes in the financial situation of the Parent Company after the end of the last financial
period and a statutory requirement that the distribution of earnings must not result in insolvency of the Parent Company. Subject to exceptions
relating to the right of minority shareholders to request a certain minimum distribution, the distribution may not exceed the amount proposed
by the Board of Directors.
Shareholders
As of December 31, 2020, shareholders registered in Finland represented approximately 24% and shareholders registered in the name of a
nominee represented approximately 76% of the total number of shares of Nokia Corporation. The number of directly registered shareholders
was 246 886 as of December 31, 2020. Each account operator (14) is included in this figure as only one registered shareholder.
Largest shareholders registered in Finland as of December 31, 2020(1)
Shareholder
Solidium Oy
Keskinäinen Eläkevakuutusyhtiö Ilmarinen
Keskinäinen Työeläkevakuutusyhtiö Varma
Keskinäinen Työeläkevakuutusyhtiö Elo
Valtion Eläkerahasto
Schweizerische Nationalbank
Nordea Bank Abp
Oy Lival Ab
Svenska Litteratursällskapet i Finland r.f.
Danske Invest Finnish Equity Fund
Total number
of shares 000s
296 000
79 800
78 952
44 307
42 000
27 112
16 962
16 700
15 678
15 300
% of all shares
5.24
1.41
1.40
0.78
0.74
0.48
0.30
0.30
0.28
0.27
% of all voting rights
5.24
1.41
1.40
0.78
0.74
0.48
0.30
0.30
0.28
0.27
(1) Excluding nominee registered shares and shares owned by Nokia Corporation. Nokia Corporation owned 24 931 138 shares as of December 31, 2020.
Breakdown of share ownership as of December 31, 2020(1)
By number of shares owned
1–100
101–1 000
1 001–10 000
10 001–100 000
100 001–500 000
500 001–1 000 000
1 000 001–5 000 000
Over 5 000 000
Total
Number of
shareholders
55 705
116 103
66 069
8 472
424
42
49
22
246 886
% of
shareholders
22.56
47.03
26.76
3.43
0.17
0.02
0.02
0.01
100.00
Total number
of shares
2 970 824
52 207 178
206 558 643
206 905 293
83 320 702
30 352 097
127 487 410
4 944 084 012
5 653 886 159
% of
all shares
0.05
0.92
3.65
3.66
1.47
0.54
2.26
87.45
100.00
(1) The breakdown covers only shareholders registered in Finland, and each account operator (14) is included in the number of shareholders as only one registered shareholder. As a result, the breakdown
is not illustrative of the entire shareholder base of Nokia.
By nationality
Non-Finnish shareholders
Finnish shareholders
Total
By shareholder category (Finnish shareholders)
Corporations
Households
Financial and insurance institutions
Non-profit organizations
Governmental bodies (incl. pension insurance companies)
Total
% of shares
76.17
23.83
100.00
% of shares
2.35
8.19
2.22
1.24
9.83
23.83
As of December 31, 2020, a total of 770 246 104 ADSs (equivalent to the same number of shares or approximately 14% of the total shares)
were outstanding and held of record by 114 939 registered holders in the United States. We are aware that many ADSs are held of record by
brokers and other nominees, and accordingly the above number of holders is not necessarily representative of the actual number of persons
who are beneficial holders of ADSs or the number of ADSs beneficially held by such persons. Based on information available from Broadridge
Financial Solutions, Inc., the number of beneficial owners of ADSs as of December 31, 2020 was 522 361.
Based on information known to us as of January 29, 2021, as of December 31, 2020, Blackrock, Inc. beneficially owned 333 048 530 Nokia
shares, which at that time corresponded to approximately 5.9% of the total number of shares and voting rights of Nokia.
According to a notification received by Nokia on September 3, 2020, the holdings of Solidium Oy in Nokia amounted to a total of 283 000 000
shares, corresponding to approximately 5.01% of the total number of shares and voting rights of Nokia at that time.
To the best of our knowledge, Nokia is not directly or indirectly owned or controlled by any other corporation or any government, and there are
no arrangements that may result in a change of control of Nokia.
Shares and stock options owned by the members of the Board and the Nokia Group Leadership Team
As of December 31, 2020, the members of our Board and the Group Leadership Team held a total of 4 480 039 shares and ADSs in Nokia,
which represented approximately 0.08% of our shares and total voting rights excluding shares held by the Nokia Group.
Offer and listing details
Our capital consists of shares traded on Nasdaq Helsinki under the symbol “NOKIA” and Euronext Paris under the symbol “NOKIA”. Our ADSs,
each representing one of our shares, are traded on the NYSE under the symbol “NOK”. The ADSs are evidenced by American Depositary Receipts
(ADRs) issued by Citibank, N.A.
110
NOKIA IN 2020
NOKIA IN 2020
111
Board review Articles of Association
Articles of Association
Articles of Association
Amendment of our Articles of Association
requires a resolution of the general meeting
of shareholders, supported by two-thirds of
the votes cast and two-thirds of the shares
represented at the meeting.
Our Articles of Association include provisions
for obligations to redeem our shares.
Amendment of the provisions of Article 13
of the Articles of Association, “Obligation
to purchase shares”, requires a resolution
supported by three-quarters of the votes cast
and three-quarters of the shares represented
at the meeting.
Registration
Nokia is organized under the laws of the
Republic of Finland and registered under
the business identity code 0112038 9.
Under its current Articles of Association,
Nokia’s corporate purpose is to research,
develop, manufacture, market, sell and
deliver products, software and services in a
wide range of consumer and business-to-
business markets. These products, software
and services relate to, among others,
network infrastructure for telecommunication
operators and other enterprises, the IoT,
human health and well-being, multimedia,
big data and analytics, mobile devices and
consumer wearables and other electronics.
The company may also create, acquire and
license intellectual property and software
as well as engage in other industrial and
commercial operations, including securities
trading and other investment activities.
The company may carry on its business
operations directly, through subsidiary
companies, affiliate companies and
joint ventures.
Directors’ voting powers
Under Finnish law, resolutions of the Board
shall be made by a majority vote. A director
shall refrain from taking any part in the
consideration of an agreement between
the director and the company or third party,
or any other issue that may provide any
material benefit to him or her, which may be
contradictory to the interests of the company.
Under Finnish law, there is no age limit
requirement for directors, and there are no
requirements under Finnish law that a director
must own a minimum number of shares in
order to qualify to act as a director. However,
in accordance with the current company
policy, approximately 40% of the annual
fee payable to the Board members is paid in
Nokia shares purchased from the market or
alternatively by using treasury shares held by
Nokia, and the directors shall retain until the
end of their directorship such number of
shares that corresponds to the number
of shares they have received as Board
remuneration during their first three years
of service (the net amount received after
deducting those shares used for offsetting
any costs relating to the acquisition of the
shares, including taxes).
Share rights, preferences
and restrictions
Each share confers the right to one vote at
general meetings. According to Finnish law,
a company generally must hold an Annual
General Meeting called by the Board within
six months from the end of the financial year.
Additionally, the Board is obliged to call an
Extraordinary General Meeting, whenever
such meeting is deemed necessary, or at
the request of the auditor or shareholders
representing a minimum of one-tenth of all
outstanding shares. Under our Articles of
Association, the Board is elected at least
annually at the Annual General Meeting of
the shareholders for a term ending at the
end of the next Annual General Meeting.
Under Finnish law, shareholders may attend
and vote at general meetings in person or
by proxy. It is not customary in Finland for
a company to issue forms of proxy to its
shareholders. Accordingly, Nokia does not
do so. However, registered holders and
beneficial owners of ADSs are issued forms
of proxy by the Depositary.
To attend and vote at a general meeting,
a shareholder must be registered in the
register of shareholders in the Finnish
book-entry system on or prior to the record
date set forth in the notice of the general
meeting. A registered holder or a beneficial
owner of the ADSs, like other beneficial
owners whose shares are registered in the
company’s register of shareholders in the
name of a nominee, may vote with their
shares provided that they arrange to have
their name entered in the temporary register
of shareholders for the general meeting.
The record date is the eighth business day
preceding the meeting. To be entered in the
temporary register of shareholders for the
general meeting, a holder of ADSs must
provide the Depositary, or have his broker
or other custodian provide the Depositary,
on or before the voting deadline, as defined in
the proxy material issued by the Depositary,
a proxy with the following information: the
name, address, and social security number or
another corresponding personal identification
number of the holder of the ADSs, the
number of shares to be voted by the holder
of the ADSs and the voting instructions.
The register of shareholders as of the record
date of each general meeting is public until
the end of the respective meeting. Other
nominee registered shareholders can
attend and vote at the general meetings by
instructing their broker or other custodian to
register the shareholder in Nokia’s temporary
register of shareholders and give the voting
instructions in accordance with the broker’s
or custodian’s instructions.
Pre-emptive rights
In connection with any offering of shares, the
existing shareholders have a pre-emptive
right to subscribe for shares offered in
proportion to the amount of shares in their
possession. However, a general meeting of
shareholders may vote, by a majority of
two-thirds of the votes cast and two-thirds
of the shares represented at the meeting, to
waive this pre-emptive right provided that,
from the company’s perspective, weighty
financial grounds exist.
Monitoring of Foreign Corporate
Acquisitions
Under the Finnish Act on the Monitoring of
Foreign Corporate Acquisitions (2012/172 as
amended), a notification to the Ministry of
Economic Affairs and Employment is required
for a non-resident of Finland, directly or
indirectly, when acquiring one-tenth or more
of the voting power or corresponding factual
influence in a company. The Ministry of
Economic Affairs and Employment has to
confirm the acquisition unless the acquisition
would jeopardize important national interests,
in which case the matter is referred to the
Council of State. If the company in question
is operating in the defense sector, an approval
by the Ministry of Economic Affairs and
Employment is required before the acquisition
is made. These requirements are not
applicable if, for instance, the voting power is
acquired in a share issue that is proportional
to the holder’s ownership of the shares.
Moreover, the requirements do not apply
to residents of countries in the European
Economic Area or EFTA countries, except
where at least one tenth of shares or other
controlling right in such resident are held by
a party not resident in the European Economic
Area or EFTA.
By completing and returning the form of proxy
provided by the Depositary, a holder of ADSs
also authorizes the Depositary to give notice
to us, required by our Articles of Association,
of the holder’s intention to attend the
general meeting.
Each of our shares confers equal rights to
share in the distribution of the company’s
funds. Dividend entitlement lapses after three
years if a dividend remains unclaimed for that
period, in which case the unclaimed dividend
will be retained by Nokia.
Under Finnish law, the rights of shareholders
are related to the shares as set forth in law
and our Articles of Association. Neither
Finnish law nor our Articles of Association
sets limitations on the rights to own Nokia
securities, including the rights of foreign
shareholders to hold or exercise voting rights
in the said securities. Amendment of the
Articles of Association requires a decision of
the general meeting, supported by two-thirds
of the votes cast and two-thirds of the shares
represented at the meeting.
Disclosure of shareholder
ownership or voting power
According to the Finnish Securities Market Act,
a shareholder shall disclose his or her
ownership or voting power to the company
and the Finnish Financial Supervisory Authority
when the ownership or voting power reaches,
exceeds or falls below 5, 10, 15, 20, 25, 30, 50
or 90% of all the shares or the voting rights
outstanding. The term “ownership” includes
ownership by the shareholder, as well as
selected related parties, and calculating the
ownership or voting power covers agreements
or other arrangements, which when concluded
would cause the proportion of voting rights
or number of shares to reach, exceed or fall
below the aforementioned limits. Upon
receiving such notice, the company shall
disclose it by a stock exchange release
without undue delay.
Purchase obligation
Our Articles of Association require a
shareholder that holds one-third or one-half
of all of our shares to purchase the shares
of all other shareholders that so request.
A shareholder who becomes subject to the
purchase obligation is also obligated to
purchase any subscription rights, stock
options or convertible bonds issued by
the company if so requested by the holder.
The purchase price of the shares under our
Articles of Association is the higher of: (a) the
weighted average trading price of the shares
on Nasdaq Helsinki during the ten business
days prior to the day on which we have been
notified by the purchaser that its holding has
reached or exceeded the threshold referred
to above or, in the absence of such
notification or its failure to arrive within the
specified period, the day on which our Board
otherwise becomes aware of this; or (b) the
average price, weighted by the number of
shares, which the purchaser has paid for the
shares it has acquired during the last 12
months preceding the date referred to in (a).
Under the Finnish Securities Market Act, a
shareholder whose voting power exceeds
30% or 50% of the total voting rights in
a company shall, within one month, offer
to purchase the remaining shares of
the company, as well as any other rights
entitling to the shares issued by the company,
such as subscription rights, convertible bonds
or stock options issued by the company.
The purchase price shall be the market price
of the securities in question. Subject to
certain exceptions, the market price is
determined on the basis of the highest price
paid for the security during the preceding six
months by the shareholder or any party in
close connection to the shareholder. Subject
to certain exceptions, if the shareholder
or any related party has not during the six
months preceding the offer acquired any
securities that are the target for the offer,
the market price is determined based on the
average of the prices paid for the security
in public trading during the preceding three
months weighted by the volume of trade.
Under the Finnish Companies Act, a
shareholder whose holding exceeds
nine-tenths of the total number of shares
or voting rights in Nokia has both the right
and, upon a request from the minority
shareholders, the obligation to purchase all
the shares of the minority shareholders for
the then current market price. The market
price is determined, among other things, on
the basis of the recent market price of the
shares. The purchase procedure under the
Finnish Companies Act differs, and the
purchase price may differ, from the purchase
procedure and price under the Finnish
Securities Market Act, as discussed above.
However, if the threshold of nine-tenths has
been exceeded through either a mandatory
or a voluntary public offer pursuant to the
Finnish Securities Market Act, the market price
under the Finnish Companies Act is deemed
to be the price offered in the public offer,
unless there are specific reasons to deviate
from it.
112
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113
Board review Risk factors
Risk factors
Set forth below is a description
of risk factors that could affect
our business.
These risks, either individually or collectively,
could adversely affect our business, sales,
profitability, results of operations, financial
condition, competitiveness, costs, expenses,
liquidity, market share, brand, reputation and
share price. Unless otherwise indicated or
the context otherwise requires, references
in these risk factors to “Nokia”, the “Nokia
Group”, “Group”, “we”, “us” and “our” mean
Nokia’s consolidated operating segments.
Certain risks or events may be more prevalent
with respect to the Group or a certain
business group, business or part of the Group.
Surrounding economic, financial
and competitive environment
■ General economic and financial market
conditions and other developments in
the economies and industries where we,
our customers and suppliers operate;
■ Duration of the COVID-19 outbreak,
disruptiveness of the related measures
to contain the virus and other prolonged
impacts of the pandemic;
■ The cyclical nature of the markets in which
we operate, competitor behavior, customer
consolidation, customer purchase and
spending behavior, deployments and
rollout timing;
■ Price erosion largely driven by competition
challenging the connectivity business
models of our customers;
■ Our dependency on a limited number
of customers and large multi-year
agreements/turnkey projects;
■ Competitiveness of or developments
regarding pricing and agreement terms we
offer, including developments with respect
to customer financing or extended
payment terms or credit lines that we
provide our customers; and
■ Willingness of banks or other institutions
to purchase our receivables.
Risk factors summary
Our capability to implement our strategic
plans, improve competitiveness, sustain
or improve the operational and financial
performance of our business groups, identify
or successfully pursue business opportunities
or otherwise grow our business is dependent
on multiple external and internal factors,
partially outside our control, including such as:
Risks related to strategy
and its execution
■ Our ability to implement the new operating
model;
■ Our ability to develop market recognition as
a leading provider of technology, software
and services in the information technology
and communications and related services
business in the industries and markets in
which we operate;
■ Trends, such as cloudification, open RAN/
openness, virtualization and disaggregation
with potential impact on our portfolio
of products and services, competitive
landscape, business models and our
margin profile;
■ The degree our investments result in
technologies, products or services that
achieve or retain broad or timely market
acceptance, answer to the expanding
needs or preferences of our customers or
consumers, or in break-through innovations
that we could otherwise utilize for value
creation; and
■ Our success in improving our operations
and efficiencies through investing in R&D,
entering into licensing arrangements,
acquiring businesses and technologies,
recruiting expert employees and partnering
with third parties or forming joint ventures.
Our competitiveness
■ Our ability to adapt to changing business
models, technological changes and to meet
new competition;
■ Our ability to make and successfully
integrate acquisitions and investments or
complete divestitures, joint ventures or
partnerships;
Intellectual property rights,
technology and brand licensing
■ Our ability to create new relevant
technologies, products and services
through our R&D, as well as our ability to
protect our innovations and to maintain the
relative strength of our intellectual property
portfolio;
■ Investing in new competitive high-quality
products, services, upgrades and
technologies that achieve or retain a broad
market acceptance or bring them to market
in a timely manner;
■ Our ability to protect and monetize our
intellectual property e.g. due to market,
regulatory and other developments, or
court rulings in intellectual property-related
litigation and other disputes;
■ Our success in the development of
5G technology and the rollout and
commercialization of 5G services;
■ Uncertainty relating to the evolving global
regulatory landscape relating to intellectual
property;
■ Our capabilities to manage end-to-end
costs related to our portfolio of products
and services; and
■ Identifying and implementing the
appropriate measures to improve
cost-efficiency or to maintain achieved
efficiency levels.
■ Developments in the concentrated
smartphone market, the source of a
significant portion of our patent licensing
income;
■ Success and profitability of technology
licensing, brand licensing and other
business ventures;
Geopolitical and regulatory
environment
■ Direct and indirect regulation and political
developments regulating trade, taxes,
national security, competition law, export
controls and sanctions, cyber security, and
anti-corruption;
■ Changes in regulations or in their
application applicable to current or new
technologies or products;
■ Emerging new regulation applicable to
current or new technologies or products;
■ Our products and services meeting all
relevant quality, health, safety or security
standards and other recommendations and
regulatory requirements globally;
■ Compliance with laws and regulations
relating to privacy, data protection, and the
protection or transfer of personal data; and
■ Our ability to maintain an effective system
of governance and compliance processes,
disclosure controls and internal control over
financial reporting.
■ Claims that we have allegedly infringed third
parties’ IPR; and
■ Our ability to renew or finalize licenses
regarding technologies that are licensed to
us on acceptable commercial terms.
114
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115
Board review Risk factors
continued
Business operations
■ Our manufacturing, service creation,
delivery, logistics or supply chain to operate
without significant interruptions or
shortages;
Financial and taxes related
uncertainties
■ Complex tax laws and rules as well as
diverse tax authority practices and
interpretations;
■ Performance capabilities of our partners
and suppliers and their high standards to
meet product quality, health, safety or
security requirements or comply with other
regulations or local laws;
■ Our ability to utilize our tax attributes and
deferred tax assets;
■ Access to sources of funding on favorable
terms (or at all);
■ Inefficiencies, breaches, malfunctions or
■ Our ability to re-establish investment
grade rating or maintain our credit ratings;
■ Exchange rate fluctuations impacting our
net sales, costs and results of operations,
as well as the US dollar value of our
dividends and market price of our ADSs;
■ Pension and post-employment cost-related
risks and our ability to avoid or control costs
resulting from a need for increased funding;
and
■ Recoverability of the carrying amount of our
goodwill which could result into significant
impairment charges.
disruptions of our information technology
systems and processes or disruptions of
services relying on our or third-party IT;
■ Actual or perceived security or privacy
breaches, as well as defects, errors or
vulnerabilities in our technology and that
of third-party providers;
■ Damage caused to existing undersea
infrastructure during installation or
maintenance of undersea
telecommunications cable networks;
■ Our ability to retain, develop and recruit
appropriately skilled employees in the right
locations and to maintain motivation and
energy as our efforts to evolve our business
and improve efficiency continue;
■ The degree of control and level of influence
in the joint ventures where Nokia is the
minority partner or where Nokia does not
have direct management control; and
■ Natural or man-made disasters, military
actions, labor unrest, civil unrest or health
crises impacting our service delivery or
production sites or the production sites
of our suppliers, which are geographically
concentrated.
Matters regarding ownership
of our shares
■ The amount of dividend and/or repayment
of capital distributed to shareholders for
each financial period is uncertain;
■ Volatility of the trading price of our shares
and ADSs, including as a result of factors
outside our control; and
■ Shareholders may be required to provide
detailed information to obtain
advantageous withholding tax treatment
for dividends.
Significant
subsequent events
Changes in organizational
structure
On January 1, 2021, the Group adopted a new
operating model designed to better position
the company for changing markets and align
with customer needs. The new operating
model includes four reportable segments
aligned with customer buying behavior: (i)
Mobile Networks, (ii) Network Infrastructure,
(iii) Cloud and Network Services and (iv) Nokia
Technologies. The new operating model is
optimized for better accountability and
transparency, increased simplicity and
improved cost-efficiency.
Bond redemption
In January 2021, Nokia exercised its issuer
call option to redeem 1.00% Senior Notes
due March 2021 for the full amount of
EUR 350 million. The redemption date
for the notes was February 15, 2021.
Debt restructuring request of
an emerging market customer
In February 2021, one of the Group’s
emerging market customers commenced
negotiations to renegotiate its debt
with the aim of avoiding insolvency.
Although this event occurred after the
reporting period, it confirms that the
customer was credit-impaired as of December
31, 2020. As a result, the Group recognized an
increase in the allowance for expected credit
loss for loans extended to the customer of
EUR 58 million in financial expenses. The
Group also concluded that the collectability
of consideration due from the customer is no
longer probable resulting in adjustments in
net sales, cost of sales and other operating
expenses totaling EUR 34 million.
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117
Board review Key
ratios
Earnings per share (basic)
Profit/(loss) attributable to equity holders of the parent
Weighted average number of shares outstanding
Earnings per share (diluted)
Profit/(loss) attributable to equity holders of the parent adjusted for the effect of dilution
Adjusted weighted average number of shares
P/E ratio
Closing share price as of December 31
Earnings per share (basic) for continuing operations
Payout ratio
Dividend per share
Earnings per share (basic) for continuing operations
Dividend yield %
Dividend per share
Closing share price as of December 31
Shareholders’ equity per share
Capital and reserves attributable to equity holders of the parent
Number of shares as of December 31 - number of treasury shares as of December 31
Market capitalization
(Number of shares as of December 31—number of treasury shares as of December 31)
x closing share price as of December 31
Share turnover %
Number of shares traded during the year
Average number of shares during the year
Alternative
performance
measures
Certain financial measures presented in this Annual Report are not measures of financial performance, financial position or cash flows defined
in IFRS. As these measures are not defined in IFRS, they may not be directly comparable with financial measures used by other companies,
including those in the same industry. The primary rationale for presenting these measures is that the management uses these measures in
assessing the financial performance of the Group and believes that these measures provide meaningful supplemental information on the
underlying business performance of the Group. These financial measures should not be considered in isolation from, or as a substitute for,
financial information presented in compliance with IFRS.
Financial measure
Return on capital
employed %
Return on shareholders’
equity %
Equity ratio %
Definition
Profit before tax + interest expense on interest-bearing
liabilities / Average capital and reserves attributable to
equity holders of the parent + average non-controlling
interests + average interest-bearing liabilities
Profit attributable to the equity holders of the parent /
Average capital and reserves attributable to equity
holders of the parent
Capital and reserves attributable to equity holders of
the parent + non-controlling interests / Total assets
Net debt to equity
(gearing) %
Interest-bearing liabilities - cash and current financial
investments / Capital and reserves attributable to the
equity holders of the parent + non-controlling interests
Total cash and current
financial investments
(total cash)
Total cash and current financial investments consist
of cash and cash equivalents and current financial
investments.
Net cash and current
financial investments
(net cash)
Free cash flow
Capital expenditure
Net sales excluding
the impact of foreign
currency exchange rates
Net cash and current financial investments equals total
cash and current financial investments less long-term
and short-term interest-bearing liabilities.
Net cash from/(used in) operating activities - purchases
of property, plant and equipment and intangible assets
(capital expenditures) + proceeds from sale of property,
plant and equipment and intangible assets – purchase
of non-current financial investments + proceeds from
sale of non-current financial investments.
Purchases of property, plant and equipment and
intangible assets (excluding assets acquired under
business combinations).
When net sales are reported excluding the impact of
foreign currency exchange rates, exchange rates used
to translate the amounts in local currencies to euro,
our reporting currency, are the average actual periodic
exchange rates for the comparative financial period.
Therefore, the net sales excluding the impact of
foreign currency exchange rates exclude the impact
of changes in exchange rates during the current period
in comparison to euro.
Purpose
Return on capital employed indicates how efficiently
the Group uses its capital to generate profits.
Return on shareholders' equity indicates how efficiently
the Group uses the capital invested by its shareholders
to generate profits.
Equity ratio indicates the proportion of assets financed
by the capital provided by the equity holders of the
parent to total assets of the Group.
Net debt to equity ratio presents the relative proportion
of shareholders' equity and interest-bearing liabilities
used to finance the Group's assets and indicates the
leverage of the Group's business.
Total cash and current financial investments is used to
indicate funds available to the Group to run its current
and invest in future business activities as well as provide
return for security holders.
Net cash and current financial investments is used
to indicate the Group's liquidity position after cash
required to settle the interest-bearing liabilities.
Free cash flow is the cash that the Group generates after
net investments to tangible, intangible and non-current
financial investments and it represents the cash available
for distribution among its security holders. It is a
measure of cash generation, working capital efficiency
and capital discipline of the business.
Capital expenditure is used to describe investments
in profit generating activities in the future.
We provide information on net sales excluding the
impact of foreign currency exchange rates in order to
better reflect the underlying business performance.
118
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119
Board review Financial statements
Consolidated financial statements
Consolidated income statement
Consolidated statement of comprehensive income
Consolidated statement of financial position
Consolidated statement of cash flows
Consolidated statement of changes in shareholders’ equity
Notes to consolidated financial statements
1. Corporate information
2. Significant accounting policies
3. New and amended standards and interpretations
4. Use of estimates and critical accounting judgments
5. Segment information
6. Discontinued operations
7. Revenue recognition
8. Expenses by nature
9. Personnel expenses
10. Other operating income and expenses
11. Financial income and expenses
12. Income taxes
13. Earnings per share
14. Intangible assets
15. Property, plant and equipment
16. Leases
17. Impairment
18. Inventories
19. Prepaid expenses and accrued income
20. Shares of the Parent Company
21. Translation differences, fair value and other reserves
22. Other comprehensive income
23. Interest-bearing liabilities
24. Fair value of financial instruments
25. Derivative financial instruments
26. Share-based payments
27. Pensions and other post-employment benefits
28. Accrued expenses, deferred revenue and other liabilities
29. Provisions
30. Commitments, contingencies and legal proceedings
31. Notes to the consolidated statement of cash flows
32. Group companies
33. Significant partly-owned subsidiaries
34. Investments in associated companies and joint ventures
35. Related party transactions
36. Financial risk management
37. Subsequent events
Parent Company financial statements
Parent Company income statement
Parent Company statement of financial position
Parent Company statement of cash flows
Notes to the Parent Company financial statements
1. Accounting principles
2. Personnel expenses
3. Auditor’s fees
4. Other operating income and expenses
5. Financial income and expenses
6. Group contributions
7. Income taxes
8. Tangible assets
9. Investments
10. Prepaid expenses and accrued income
11. Shareholders’ equity
12. Distributable earnings
13. Fair value and other reserves
14. Fair value of financial instruments
15. Derivative financial instruments
16. Provisions
17. Interest-bearing liabilities
18. Accrued expenses and other liabilities
19. Commitments and contingencies
20. Loans granted to the management of the company
21. Notes to the statement of cash flows
22. Group companies
23. The shares of the Parent Company
24. Financial risk management
25. Subsequent events
Signing of the Annual Accounts and the
Review of the Board of Directors 2020
Auditor’s report
122
122
123
124
125
126
127
127
127
139
139
142
144
145
146
146
147
147
148
150
151
152
153
154
155
155
156
157
158
158
160
162
163
165
171
172
173
174
175
180
181
181
183
192
193
193
194
196
197
197
200
200
200
201
201
201
202
203
203
204
204
204
205
207
208
208
209
209
209
209
210
210
210
210
211
212
121
121
120
120
NOKIA IN 2020
NOKIA IN 2020
Consolidated income statement
Consolidated statement of comprehensive income
For the year ended December 31
Net sales
Cost of sales(1)
Gross profit(1)
Research and development expenses(1)
Selling, general and administrative expenses(1)
Other operating income(1)
Other operating expenses(1)
Operating profit/(loss)
Share of results of associated companies and joint ventures
Financial income
Financial expenses
Profit/(loss) before tax
Income tax expense
(Loss)/profit for the year from continuing operations
(Loss)/profit for the year from discontinued operations
(Loss)/profit for the year
Attributable to:
Equity holders of the parent
Non-controlling interests
Earnings per share attributable to equity holders of the parent
Basic
Continuing operations
(Loss)/profit for the year
Diluted
Continuing operations
(Loss)/profit for the year
Notes
5, 7
8
8
8
10
8, 10
34
11
11
12
6
2020
EURm
21 852
(13 659)
8 193
(4 087)
(2 898)
150
(473)
885
22
156
(320)
743
(3 256)
(2 513)
(3)
(2 516)
(2 523)
7
2019
EURm
23 315
(15 051)
8 264
(4 532)
(3 219)
237
(265)
2018
EURm
22 563
(14 251)
8 312
(4 777)
(3 549)
267
(312)
485
12
165
(506)
156
(138)
18
(7)
11
7
4
(59)
12
85
(398)
(360)
(189)
(549)
214
(335)
(340)
5
13
EUR
EUR
EUR
(0.45)
(0.45)
(0.45)
(0.45)
0.00
0.00
0.00
0.00
(0.10)
(0.06)
(0.10)
(0.06)
(1) In 2020, the Group reclassified certain items of income and expenses from other operating income and expenses to the functions. The comparative amounts for 2019 and 2018 have been
recast accordingly. Refer to Note 2, Significant accounting policies.
The notes are an integral part of these consolidated financial statements.
For the year ended December 31
(Loss)/profit for the year
Other comprehensive income
Items that will not be reclassified to profit or loss
Remeasurements of defined benefit plans
Income tax related to items that will not be reclassified to profit or loss
Items that may be reclassified subsequently to profit or loss
Translation differences
Net investment hedges
Cash flow and other hedges
Financial assets at fair value through other comprehensive income
Other increase, net
Income tax related to items that may be reclassified subsequently to profit or loss
Other comprehensive (loss)/income, net of tax
Total comprehensive (loss)/income for the year
Attributable to:
Equity holders of the parent
Non-controlling interests
The notes are an integral part of these consolidated financial statements.
Notes
22
2020
EURm
(2 516)
624
(140)
(1 232)
266
15
47
3
25
(392)
(2 908)
(2 914)
6
2019
EURm
11
414
(95)
260
(58)
(2)
8
–
11
538
549
545
4
2018
EURm
(335)
388
(90)
401
(73)
(53)
(45)
1
33
562
227
221
6
122
150
NOKIA IN 2020
NOKIA IN 2020
151
123
Financial statements
Consolidated statement of financial position
Consolidated statement of cash flows
As of December 31
ASSETS
Non-current assets
Intangible assets
Property, plant and equipment
Right-of-use assets
Investments in associated companies and joint ventures
Non-current financial investments
Deferred tax assets
Other non-current financial assets
Defined benefit pension assets
Other non-current assets
Total non-current assets
Current assets
Inventories
Trade receivables
Contract assets
Prepaid expenses and accrued income
Current income tax assets
Other current financial assets
Current financial investments
Cash and cash equivalents
Total current assets
Total assets
SHAREHOLDERS’ EQUITY AND LIABILITIES
Capital and reserves attributable to equity holders of the parent
Share capital
Share issue premium
Treasury shares
Translation differences
Fair value and other reserves
Reserve for invested unrestricted equity
Accumulated deficit
Total capital and reserves attributable to equity holders of the parent
Non-controlling interests
Total equity
Non-current liabilities
Long-term interest-bearing liabilities
Long-term lease liabilities
Deferred tax liabilities
Defined benefit pension and post-employment liabilities
Contract liabilities
Deferred revenue and other long-term liabilities
Provisions
Total non-current liabilities
Current liabilities
Short-term interest-bearing liabilities
Short-term lease liabilities
Other financial liabilities
Current income tax liabilities
Trade payables
Contract liabilities
Accrued expenses, deferred revenue and other liabilities
Provisions
Total current liabilities
Total liabilities
Total shareholders’ equity and liabilities
The notes are an integral part of these consolidated financial statements.
124
152
For the year ended December 31
Cash flow from operating activities
(Loss)/profit for the year
Adjustments, total
Change in net working capital(1)
(Increase)/decrease in receivables
Decrease/(increase) in inventories
Decrease in non-interest-bearing liabilities
Cash from operations
Interest received
Interest paid
Income taxes paid, net
Net cash from operating activities
Cash flow from investing activities
Purchase of property, plant and equipment and intangible assets
Proceeds from sale of property, plant and equipment and intangible assets
Acquisition of businesses, net of cash acquired
Proceeds from disposal of businesses, net of disposed cash
Purchase of current financial investments
Proceeds from maturities and sale of current financial investments
Purchase of non-current financial investments
Proceeds from sale of non-current financial investments
Other
Net cash used in investing activities
Cash flow from financing activities
Proceeds from stock option exercises
(Purchase of)/proceeds from sale of equity instruments of subsidiaries
Proceeds from long-term borrowings
Repayment of long-term borrowings
(Repayment of)/proceeds from short-term borrowings
Payment of principal portion of lease liabilities
Dividends paid
Net cash from/(used in) financing activities
Translation differences
Net increase/(decrease) in cash and cash equivalents
Cash and cash equivalents as of January 1
Cash and cash equivalents as of December 31
(1) Net working capital includes both short-term and long-term items.
Notes
31
2020
EURm
2019
EURm
2018
EURm
(2 516)
5 267
11
2 627
(335)
2 093
16, 23
23
23
23
16, 23
(418)
553
(845)
2 041
33
(35)
(280)
1 759
(479)
13
(104)
11
(1 154)
123
(59)
122
10
(1 517)
–
(1)
1 595
(246)
(83)
(234)
(148)
883
(95)
1 030
5 910
6 940
159
285
(2 232)
850
57
(1)
(516)
390
(690)
39
–
19
(473)
991
(180)
144
(17)
(167)
–
(1)
1 039
(766)
40
(221)
(570)
(479)
(95)
(351)
6 261
5 910
246
(544)
(645)
815
68
(159)
(364)
360
(672)
88
(31)
(18)
(2 104)
2 397
(145)
170
–
(315)
1
1
139
(29)
2
(2)
(1 081)
(969)
(184)
(1 108)
7 369
6 261
The items in the consolidated statement of cash flows do not directly correspond to the changes in the respective items in the
consolidated statement of financial position due to several reasons, principally due to the effects of foreign exchange differences
arising on consolidation and changes in the consolidation scope. The consolidated statement of cash flows combines cash flows
from both the continuing and the discontinued operations. For details of cash flows from discontinued operations, refer to Note 6,
Discontinued operations.
The notes are an integral part of these consolidated financial statements.
Notes
2020
EURm
2019
EURm
14, 17
15, 17
16, 17
17, 34
24
12
17, 24, 36
27
19
18
24, 36
7, 36
19
12
24, 25, 36
24, 36
24, 36
20
21
21
23, 24, 36
23
12
27
7
24, 28
29
23, 24, 36
23
24, 25, 36
12
24, 36
7
28
29
7 027
1 783
805
233
745
1 822
306
5 038
217
17 976
2 242
5 503
1 080
850
265
214
1 121
6 940
18 215
36 191
246
443
(352)
(1 295)
1 910
15 656
(4 143)
12 465
80
12 545
5 015
721
260
4 046
566
541
736
11 885
561
189
738
188
3 174
2 394
3 721
796
11 761
23 646
36 191
7 956
1 856
912
165
740
5 124
445
4 830
292
22 320
2 936
5 025
1 489
908
279
164
97
5 910
16 808
39 128
246
427
(352)
(372)
1 382
15 607
(1 613)
15 325
76
15 401
3 985
771
390
4 343
915
712
556
11 672
292
259
803
187
3 786
2 752
3 323
653
12 055
23 727
39 128
NOKIA IN 2020
NOKIA IN 2020
153
125
Financial statements
Consolidated statement of changes in shareholders’ equity
Notes to consolidated financial statements
EURm
As of January 1, 2018
Loss for the year
Other comprehensive income
Total comprehensive income
for the year
Share-based payments
Excess tax benefit on share-based
payments
Settlement of share-based
payments
Cancellation of treasury shares
Stock options exercised
Dividends(1)
Acquisition of non-controlling
interests
Other movements
Total transactions with owners
As of December 31, 2018
Adoption of IFRS 16
As of January 1, 2019
Profit for the year
Other comprehensive income
Total comprehensive income
for the year
Share-based payments
Excess tax benefit on share-based
payments
Settlement of share-based
payments
Dividends(1)
Other movements
Total transactions with owners
As of December 31, 2019
Loss for the year
Other comprehensive loss
Total comprehensive loss
for the year
Share-based payments
Excess tax benefit on share-based
payments
Settlement of share-based
payments
Dividends(1)
Acquisition of non-controlling
interests
Investment in subsidiary by
non-controlling interest
Other movements
Fair value
Reserve for
invested
(1 480)
shares differences
(932)
Treasury Translation and other unrestricted Accumulated
deficit
1 345
(340)
(1)
equity
15 616
reserves
842
341
221
–
341
221
–
(341)
Attributable
to equity
Non-
holders of controlling
interests
the parent
80
16 084
5
(340)
1
561
Notes
Share
capital
246
Share
issue
premium
447
21, 22
–
–
68
6
(85)
72
1 000
(11)
1
–
246
(11)
436
1 072
(408)
(1)
(592)
–
1 063
(10)
15 606
(1)
246
436
(408)
(592)
1 063
15 606
21, 22
220
319
(1 000)
(1 063)
(1)
(2)
(2 066)
(1 062)
4
(1 058)
7
(1)
–
220
319
–
6
–
–
81
(7)
(83)
56
1
–
246
(9)
427
56
(352)
–
(372)
–
1 382
1
15 607
21, 22
(922)
528
(560)
(1)
(561)
(1 613)
(2 523)
3
–
–
76
2
(62)
–
(922)
528
–
(2 520)
49
221
68
6
(24)
–
1
(1 063)
(1)
(3)
(1 016)
15 289
4
15 293
7
538
545
81
(7)
(26)
(560)
(1)
(513)
15 325
(2 523)
(391)
(2 914)
76
2
(13)
–
6
(5)
1
(4)
82
82
4
4
(10)
(10)
76
7
(1)
6
(5)
Total
equity
16 164
(335)
562
227
68
6
(24)
–
1
(1 068)
–
(3)
(1 020)
15 371
4
15 375
11
538
549
81
(7)
(26)
(570)
(1)
(523)
15 401
(2 516)
(392)
(2 908)
76
2
(13)
(5)
(10)
2
–
(1)
(10)
(10)
–
(1)
2
1
Total transactions with owners
As of December 31, 2020
–
246
16
443
–
(352)
(1)
(1 295)
–
1 910
49
15 656
(10)
(4 143)
54
12 465
(2)
80
52
12 545
(1) The Group did not pay dividends to equity holders of the parent in 2020 (dividends settled per share EUR 0.10 in 2019 and EUR 0.19 in 2018). No dividend is proposed by the Board of
Directors of the Parent Company related to the financial year 2020.
The notes are an integral part of these consolidated financial statements.
1. Corporate information
Nokia Corporation, a public limited liability company incorporated
and domiciled in Helsinki, Finland, is the parent company (Parent
Company or Parent) for all its subsidiaries (Nokia or the Group).
The Group is a global provider of mobile and fixed network
solutions combining hardware, software and services, as well as
licensing of intellectual property, including patents, technologies
and the Nokia brand. The Group’s operational headquarters are
located in Espoo, Finland. The shares of Nokia Corporation are
listed on the Nasdaq Helsinki Stock Exchange, the New York Stock
Exchange and the Euronext Paris Stock Exchange.
On March 4, 2021, the Board of Directors authorized the financial
statements for the year ended December 31, 2020, for issuance
and filing.
2. Significant accounting policies
Basis of presentation and statement of compliance
The consolidated financial statements are prepared in accordance
with International Financial Reporting Standards (IFRS) as issued
by the International Accounting Standards Board (IASB) and as
adopted by the European Union (EU). The consolidated financial
statements are presented in millions of euros (EURm), except
as otherwise noted, and are prepared under the historical cost
convention, except as disclosed in the accounting policies below.
The notes to the consolidated financial statements also conform
to the Finnish accounting legislation.
In 2020, the Group reviewed the presentation of income and
expenses related to its restructuring plans, pension plan
curtailments and amendments as well as certain asset
impairments. As a result, the Group reclassified the restructuring
and associated charges, pension curtailment and plan amendment
income and expenses as well as certain impairment charges that
were previously presented in other operating income and expenses
to the functional line items to enhance the relevance of information
provided in the Group’s consolidated income statement.
The comparative amounts for 2019 and 2018 have been
reclassified accordingly. Related to 2019, as a result of
reclassification, the Group’s cost of sales increased by
EUR 62 million, research and development expenses increased
by EUR 121 million, selling, general and administrative expenses
increased by EUR 118 million, other operating income decreased
by EUR 187 million and other operating expenses decreased by
EUR 488 million compared to the previously reported amounts.
Related to 2018, the Group’s cost of sales increased by
EUR 134 million, research and development expenses increased
by EUR 157 million, selling, general and administrative expenses
increased by EUR 86 million, other operating income decreased
by EUR 23 million and other operating expenses decreased by
EUR 400 million compared to the previously reported amounts.
Other information
This paragraph is included in connection with statutory reporting
requirements in Germany. The fully consolidated German
subsidiary, Nokia Solutions and Networks GmbH & Co. KG,
registered in the commercial register of Munich under HRA 88537,
has made use of the exemption available under § 264b and § 291
of the German Commercial Code (HGB).
Principles of consolidation
The consolidated financial statements comprise the financial
statements of the Parent Company, and each of those companies
over which it exercises control. Control over an entity exists when
the Group is exposed, or has rights, to variable returns from its
involvement with the entity and has the ability to affect those
returns through its power over the entity. When the Group has less
than a majority of voting or similar rights in an entity, the Group
considers all relevant facts and circumstances in assessing whether
it has power over an entity, including the contractual arrangements,
and voting rights and potential voting rights. The Group reassesses
whether or not it controls an entity if facts and circumstances
indicate that there are changes to the elements of control.
Consolidation of a subsidiary begins when the Group obtains
control over the subsidiary and ceases when the Group loses
control over the subsidiary. Assets, liabilities, income and expenses
of a subsidiary acquired or disposed of during the year are included
in the consolidated financial statements from the date the Group
gains control until the date the Group ceases to control the
subsidiary. A change in the ownership interest of a subsidiary,
without a loss of control, is accounted for as an equity transaction.
If the Group loses control in a subsidiary, the related assets,
liabilities, non-controlling interest and other components of
equity are derecognized with any gain or loss recognized in the
consolidated income statement. Any investment retained in the
former subsidiary is measured at fair value.
All intercompany transactions are eliminated as part of the
consolidation process. Non-controlling interests are presented
separately as a component of net profit or loss and are shown as a
component of shareholders’ equity in the consolidated statement
of financial position.
Business combinations
Business combinations are accounted for using the acquisition
method. The consideration transferred in a business combination
is measured as the aggregate of the fair values of the assets
transferred, liabilities incurred towards the former owners of
the acquired entity or business and equity instruments issued.
Acquisition-related costs are recognized as expenses in the
consolidated income statement in the period in which the costs are
incurred and the related services are received with the exception
of costs directly attributable to the issuance of equity instruments
that are accounted for as a deduction from equity.
Identifiable assets acquired and liabilities assumed are measured
at the acquisition date fair values. The Group elects whether to
measure the non-controlling interests in the acquiree at fair value
or at the proportionate share of the acquiree’s identifiable net
assets on a business combination by business combination basis.
The excess of the aggregate of the consideration transferred and
the amount recognized for non-controlling interests over the
acquisition date fair values of the identifiable net assets acquired
is recorded as goodwill.
126
154
NOKIA IN 2020
NOKIA IN 2020
155
127
Financial statements
Notes to consolidated financial statements continued
Investment in associates and joint ventures
An associate is an entity over which the Group exercises significant
influence. Significant influence is the power to participate in the
financial and operating policy decisions of the entity, but is not
control or joint control over those policies.
A joint venture is a type of joint arrangement whereby the parties
that have joint control of the arrangement have rights to the
net assets of the arrangement. Joint control is the contractually
agreed sharing of control of an arrangement, which exists only
when decisions about relevant activities require the unanimous
consent of the parties sharing control.
The Group’s investments in associates and joint ventures are
accounted for using the equity method. Under the equity method,
the investment in an associate or joint venture is initially
recognized at cost. The carrying amount of the investment is
adjusted to recognize changes in the Group’s share of net assets
of the associate or joint venture since the acquisition date.
The Group’s share of profits and losses of associates and joint
ventures is included in the consolidated income statement outside
operating profit or loss. Any change in other comprehensive
income of associates and joint ventures is presented as part
of the Group’s other comprehensive income.
After application of the equity method, as of each reporting date,
the Group determines whether there is objective evidence that the
investment in an associate or joint venture is impaired. If there is
such evidence, the Group recognizes an impairment loss that is
calculated as the difference between the recoverable amount of
the associate or joint venture and its carrying value. The impairment
loss is presented within ‘share of results of associated companies
and joint ventures’ in the consolidated income statement.
Non-current assets (or disposal groups) held for sale and
discontinued operations
Non-current assets or disposal groups are classified as assets
held for sale if their carrying amounts will be recovered principally
through a sale transaction rather than through continuing use.
For this to be the case, the asset, or the disposal group, must be
available for immediate sale in its present condition subject only
to terms that are usual and customary for sales of such assets
or disposal groups, and the sale must be highly probable. These
assets, or in the case of disposal groups, assets and liabilities, are
presented separately in the consolidated statement of financial
position and measured at the lower of the carrying amount and
fair value less costs to sell. Non-current assets classified as held
for sale, or included in a disposal group classified as held for sale,
are not depreciated or amortized.
Discontinued operations are reported when a component of the
Group, comprising operations and cash flows that can be clearly
distinguished both operationally and for financial reporting
purposes from the rest of the Group, is classified as held for sale
or has been disposed of, or the component represents a major line
of business or geographical area of operations, or is a part of a
single coordinated plan to dispose of a separate major line of
business or geographical area of operations. Profit or loss from
discontinued operations is reported separately from income and
expenses from continuing operations in the consolidated income
statement, with prior periods presented on a comparative basis.
Cash flows for discontinued operations are presented separately
in the notes to the consolidated financial statements. Intra-group
revenues and expenses between continuing and discontinued
operations are eliminated.
Revenue recognition
The Group accounts for a contract with a customer when the
contract has been approved in writing, which is generally when both
parties are committed to perform their respective obligations, the
rights, including payment terms, regarding the goods and services
to be transferred can be identified, the contract has commercial
substance, and collection of the consideration to which the Group
expects to be entitled is probable. Management considers only
legally enforceable rights in evaluating the accounting for contracts
with customers. As such, frame agreements that do not create
legally enforceable rights and obligations are accounted for based
on the issuance of subsequent legally binding purchase orders
under the frame agreements.
A contract modification or a purchase order is accounted for
as a separate contract if the scope of the contract increases
by additional distinct goods or services, and the price of the
contract increases by an amount that reflects the standalone
selling price of those additional goods or services. In case
the additional goods or services are distinct but not sold at a
standalone selling price, the contract modification is accounted
for prospectively. In cases where the additional goods or services
are not distinct, the modification is accounted for through a
cumulative catch-up adjustment.
The Group recognizes revenue from contracts with customers to
reflect the transfer of promised goods and services to customers
for amounts that reflect the consideration to which the Group
expects to be entitled in exchange for those goods and services.
The consideration may include a variable amount, which the Group
estimates based on the most likely amount. Items causing
variability include volume discounts and sales-based or usage-
based royalties. The Group includes variable consideration into
the transaction price only to the extent that it is highly probable
that a significant revenue reversal will not occur. The transaction
price also excludes amounts collected on behalf of third parties.
The Group’s payment terms are 100 days on average. Invoices
are generally issued as control transfers and/or as services are
rendered. When this is not the case, the Group recognizes a
contract asset or liability depending on the timing of payment
versus transfer of control. In case the timing of payments provides
either the customer or the Group with a significant benefit of
financing, the transaction price is adjusted for the effect of
financing and the related interest revenue or interest expense is
presented separately from revenue. As a practical expedient, the
Group does not account for financing components if, at contract
inception, the consideration is expected to be received within one
year before or after the goods or services have been transferred
to the customer.
The Group enters into contracts with customers consisting of
any combination of hardware, services and intellectual property.
The associated revenue recognized for such contracts depends
on the nature of the underlying goods and services provided.
The promised goods or services in the contract might include sale
of goods, license of intellectual property and grant of options
to purchase additional goods or services that may provide the
customer with a material right. The Group conducts an assessment
at contract inception to determine which promised goods and
services in a customer contract are distinct and accordingly
identified as performance obligations. The Group considers that
goods and services are distinct if the customer can benefit from
the good or service either on its own or together with other
resources readily available, and if the Group’s promise to transfer
the good or service is separately identifiable from other promises
in the contract.
The Group allocates the transaction price to each distinct
performance obligation on the basis of their standalone selling
prices, relative to the overall transaction price. If a standalone
selling price is not observable, it is estimated. The transaction
price may include a discount or a variable amount of consideration
that is generally allocated proportionately to all performance
obligations in the contract unless the Group has observable
evidence that the entire discount relates to only one or more,
but not all, performance obligations in a contract.
Revenue is recognized when, or as, the Group satisfies a
performance obligation by transferring a promised good or service
to a customer, which is when the customer obtains control of that
good or service. The amount of revenue recognized is the amount
allocated to the satisfied performance obligation based on the
relative standalone selling prices. A performance obligation may
be satisfied at a point in time or over time.
Hardware and software sold by the Group includes warranty, which
can either be assurance-type for repair of defects and recognized
as a centralized warranty provision (refer to Note 29, Provisions),
or service-type for scope beyond the repair of defects or for a
time period beyond the standard assurance-type warranty period
and considered a separate performance obligation within the
context of the contract. Revenue is allocated to each performance
obligation based on its standalone selling price in relation to the
overall transaction price. The standalone selling price of each
performance obligation is determined by considering factors such
as the price of the performance obligation if sold on a standalone
basis and the expected cost of the performance obligation plus a
reasonable margin when price references are not available. The
portion of the transaction price allocated to each performance
obligation is then recognized when the revenue recognition
criteria for that performance obligation have been met.
The Group presents its customer contracts in the consolidated
statement of financial position as either a contract asset or a
contract liability, depending on the relationship between the
Group’s performance and the customer’s payment for each
individual contract. On a net basis, a contract asset position
represents where the Group has performed by transferring goods
or services to a customer before the customer has provided the
associated consideration or before payment is due. Conversely,
a contract liability position represents where a customer has paid
consideration or payment is due, but the Group has not yet
transferred goods or services to the customer. Contract assets
presented in the consolidated statement of financial position are
current in nature while contract liabilities can be either current or
non-current. Invoiced receivables represent unconditional rights
to payment and are presented separately as trade receivables
in the consolidated statement of financial position.
Sale of products
The Group manufactures and sells a range of networking
equipment, covering the requirements of network operators.
Revenue for these products is recognized when control of the
products has transferred, the determination of which may require
judgment. Typically, for standard equipment sales, control
transfers upon delivery. For more complex solutions, control
generally transfers upon acceptance.
In some arrangements, mainly within the submarine cable business,
performance does not create an asset with an alternative use
and the Group recognizes revenue over time using the output
method, which faithfully depicts the manner in which the asset is
transferred to the customer as well as the Group's enforceable
rights to payment for the work completed to date. The output
measure selected by the Group may vary from each contract
depending on the nature of the contract.
Sale of services
The Group provides services related to the provision of networking
equipment, ranging from managing a customer’s network and
product maintenance services to network installation, integration
and optimization. Revenue for each separate service performance
obligation is recognized as or when the customer obtains the
benefits of the Group’s performance. Service revenue is
recognized over time for managed and maintenance services,
as in these cases the Group performs throughout a fixed contract
term and the customer simultaneously receives and consumes
the benefits as the Group performs. In some cases, the Group
performs services that are subject to customer acceptance where
revenue is recognized when the customer acceptance is received.
Sale of intellectual property licenses
The Group provides its customers with licenses to intellectual
property (IP) owned by the Group by granting software licenses
and rights to benefit from the Group’s IP in their products. When
a software license is sold, revenue is recognized upon delivery or
acceptance of the software, as the Group has determined that
each software release is distinct and the license is granted
for software as it exists at the point of transfer of control to
the customer.
When the Group grants customers a license to use IP owned by
the Group, the associated license fee revenue is recognized in
accordance with the substance of the relevant agreements. In the
majority of cases, the Group retains obligations to continue to
develop and make available to the customer the latest IP in the
licensed assets during the contract term, and therefore revenue
is recognized pro rata over the period during which the Group is
expected to perform. Recognition of the revenue as pro rata over
the term of the license is considered the most faithful depiction
of the Group’s satisfaction of the performance obligation as the
IP being licensed towards the customer includes new inventions
patented by the Group that are highly interdependent and
interrelated and created through the course of continuous
research and development (R&D) efforts that are relatively
stable throughout the year. In some contracts, the Group has no
remaining obligations to perform after granting a license to the
initial IP, and licensing fees are non-refundable. In these cases,
revenue is recognized at the beginning of the license term.
128
156
NOKIA IN 2020
NOKIA IN 2020
157
129
Financial statements Notes to consolidated financial statements continued
Government grants
Government grants are recognized when there is reasonable
assurance that the Group will comply with the conditions attached
to them and the grants will be received. Government grants
received as compensation for expenses or losses incurred are
recognized in the consolidated income statement as a deduction
against the related expenses. Government grants related to assets
are presented in the consolidated statement of financial position
as deferred income and recognized as income over the same
period the asset is depreciated or amortized.
Government grants received in the form of R&D tax credits are
recognized as a deduction against R&D expenses if the amount of
the tax credit is linked to the amount of R&D expenditures incurred
by the Group and the tax credit is a fully collectible asset that will
be paid in cash by the government in case the Group is not able
to offset it against its income tax payable. R&D tax credits that do
not meet both conditions are recognized as income tax benefit.
Employee benefits
Pensions and other post-employment benefits
The Group companies have various post-employment plans in
accordance with the local conditions and practices in the countries
in which they operate. The plans are generally funded through
payments to insurance companies or contributions to trustee-
administered funds as determined by periodic actuarial calculations.
In a defined contribution plan, the Group’s legal or constructive
obligation is limited to the amount that it agrees to contribute
to the fund. The Group’s contributions to defined contribution
plans, multi-employer and insured plans are recognized in the
consolidated income statement in the period to which the
contributions relate. If a pension plan is funded through an
insurance contract where the Group does not retain any legal
or constructive obligations, the plan is treated as a defined
contribution plan. All arrangements that do not fulfill these
conditions are considered defined benefit plans.
For defined benefit plans, including pension and post-employment
healthcare and life insurance, costs are assessed using the
projected unit credit method: the cost is recognized in the
consolidated income statement so as to spread the benefit over
the service lives of employees. The defined benefit obligation
is measured as the present value of the estimated future cash
outflows using interest rates on high-quality corporate bonds
or government bonds with maturities that most closely match
expected payouts of benefits. The liability or asset recognized in
the consolidated statement of financial position is the present
value of the defined benefit obligation as of the reporting date less
the fair value of plan assets including effects of any asset ceiling.
Service cost related to employees’ service in the current period
as well as past service cost resulting from plan amendments,
curtailments, and gains and losses on settlements are all presented
within cost of sales, research and development expenses or selling,
general and administrative expenses in the consolidated income
statement. Past service costs are recognized immediately in the
consolidated income statement when the plan amendment,
curtailment or settlement occurs. Net interest, consisting of
interest calculated by applying a discount rate to the net defined
benefit liability or asset and the effect of asset ceiling, as well
as pension plan administration costs not taken into account in
determining the return on plan assets, are presented within
financial income and expenses in the consolidated income
statement. Remeasurements, comprising actuarial gains and
losses, the effect of the asset ceiling and the return on plan assets,
excluding amounts recognized in net interest, are recognized
immediately in the consolidated statement of financial position
with a corresponding debit or credit to pension remeasurements
reserve within shareholders’ equity through other comprehensive
income in the period in which they occur. Remeasurements are
not reclassified to profit or loss in subsequent periods.
Actuarial valuations for the Group’s defined benefit post-
employment plans are performed annually or when a material
plan amendment, curtailment or settlement occurs.
Termination benefits
Termination benefits are payable when employment is terminated
before the normal retirement date, or whenever an employee
accepts voluntary redundancy in exchange for these benefits.
The Group recognizes termination benefits when it is demonstrably
committed to either terminating the employment of current
employees according to a detailed formal plan without possibility
of withdrawal, or providing termination benefits as a result of an
offer made to encourage voluntary redundancy. These benefits
are recorded as termination benefits as a component of the
restructuring provision. Local laws may provide employees with
the right to benefits from the employer upon termination whether
the termination is voluntary or involuntary. For these specific
benefits, the difference between the value of the higher benefit
for involuntary termination and the lower benefit for voluntary
termination is treated as a termination benefit and the portion
of the benefit that the Group would be required to pay to the
employee in the case of voluntary termination is treated as
a contractual or legal obligation determined by local law and
accounted for as a defined benefit arrangement as described
in the pensions section above.
Share-based payments
The Group offers three types of global equity-settled share-based
compensation plans for employees: performance shares, restricted
shares and the employee share purchase plan.
Employee services received and the corresponding increase in
equity are measured by reference to the fair value of the equity
instruments as of the grant date, excluding the impact of any non-
market vesting conditions. Non-market vesting conditions attached
to the performance shares are included in assumptions about the
number of shares that the employee will ultimately receive. The
Group reviews the assumptions made on a regular basis and, where
necessary, revises its estimates of the number of performance
shares that are expected to be settled. Plans that apply tranched
vesting are accounted for under the graded vesting model.
Share-based compensation is recognized as an expense in the
consolidated income statement over the relevant service periods.
Income taxes
The income tax expense comprises current tax and deferred tax.
Tax is recognized in the consolidated income statement except
to the extent that it relates to items recognized in other
comprehensive income, or directly in equity; then the related tax is
recognized in other comprehensive income or equity, respectively.
Current taxes are based on the results of Group companies and are
calculated using the local tax laws and tax rates that are enacted
or substantively enacted as of each reporting date. Corporate
taxes withheld at the source of the income on behalf of Group
companies are accounted for in income taxes where determined
to represent a tax on net income.
Deferred tax assets and liabilities are determined using the balance
sheet liability method for all temporary differences arising between
the tax bases of assets and liabilities and their carrying amounts
in the consolidated financial statements. Deferred tax assets are
recognized to the extent it is probable that future taxable profit
will be available against which the unused tax losses, unused tax
credits and deductible temporary differences can be utilized in
the relevant jurisdictions. Deferred tax assets are assessed for
realizability as of each reporting date. When circumstances indicate
it is no longer probable that deferred tax assets will be utilized,
adjustments are made as necessary. Deferred tax liabilities are
recognized for taxable temporary differences, and for temporary
differences that arise between the fair value and the tax base of
identifiable net assets acquired in business combinations.
Deferred tax assets and deferred tax liabilities are offset for
presentation purposes when there is a legally enforceable right
to set off current tax assets against current tax liabilities, and the
deferred tax assets and deferred tax liabilities relate to income
taxes levied by the same taxation authority on either the same
taxable entity or different taxable entities, which intend either to
settle current tax liabilities and assets on a net basis, or to realize
the assets and settle the liabilities simultaneously in each future
period in which significant amounts of deferred tax liabilities or
deferred tax assets are expected to be settled or recovered.
Deferred tax liabilities are not recognized if they arise from the
initial recognition of goodwill. Deferred tax liabilities are provided
on taxable temporary differences arising from investments in
subsidiaries, associates and joint arrangements, except for
deferred tax liability where the timing of the reversal of the
temporary difference is controlled by the Group, and it is
probable that the temporary difference will not reverse in
the foreseeable future.
The enacted or substantively enacted tax rates as of each
reporting date that are expected to apply in the period when
the asset is realized or the liability is settled are used in the
measurement of deferred tax assets and deferred tax liabilities.
Deferred tax assets and liabilities are not discounted.
The Group periodically evaluates positions taken in tax returns with
respect to situations in which applicable tax regulation is subject to
interpretation. It adjusts the amounts of current and deferred tax
assets and liabilities recorded, where it is considered probable,
i.e. more likely than not, that certain tax positions may not be fully
sustained upon review by tax authorities. The amounts recorded
are based on the most likely amount or the expected value,
depending on which method the Group expects to better predict
the resolution of the uncertainty, as of each reporting date.
Foreign currency translation
Functional and presentation currency
The financial statements of all Group companies are measured
using functional currency, which is the currency of the primary
economic environment in which the entity operates. The
consolidated financial statements are presented in euro, the
functional and presentation currency of the Parent Company.
Transactions in foreign currencies
Transactions in foreign currencies are recorded at exchange
rates prevailing as of the dates of the individual transactions.
For practical reasons, a rate that approximates the actual rate
as of the date of the transaction is often used. Monetary assets
and liabilities denominated in foreign currency are valued at the
exchange rates prevailing at the end of the reporting period.
Foreign exchange gains and losses arising from monetary assets
and liabilities as well as fair value changes of related hedging
instruments are recognized in financial income and expenses in
the consolidated income statement. Unrealized foreign exchange
gains and losses related to non-monetary non-current financial
investments are included in the fair value measurement of
these investments and recognized in other operating income
and expenses in the consolidated income statement.
Foreign Group companies
On consolidation, the assets and liabilities of foreign operations
whose functional currency is other than euro are translated into
euro at the exchange rates prevailing at the end of the reporting
period. The income and expenses of these foreign operations
are translated into euro at the average exchange rates for the
reporting period. The exchange differences arising from translation
for consolidation are recognized as translation differences in the
consolidated statement of comprehensive income. On disposal
of a foreign operation the cumulative amount of translation
differences relating to that disposal is reclassified to profit or loss.
Intangible assets
Intangible assets acquired separately are measured on initial
recognition at cost. The cost of intangible assets acquired in
a business combination is their fair value as of the date of
acquisition. Internally generated intangibles, except for
development costs that may be capitalized, are expensed as
incurred. Development costs are capitalized only if the Group has
the technical feasibility to complete the asset; has an ability and
intention to use or sell the asset; can demonstrate that the asset
will generate future economic benefits; has resources available
to complete the asset; and has the ability to measure reliably
the expenditure during development.
The useful life of the Group’s intangible assets, other than
goodwill, is finite. Following initial recognition, finite intangible
assets are carried at cost less accumulated amortization and
accumulated impairment losses. Intangible assets are amortized
over their useful lives, generally three to ten years, using the
straight-line method, which is considered to best reflect the
pattern in which the asset’s future economic benefits are expected
to be consumed. Depending on the nature of the intangible asset,
the amortization charges are presented within cost of sales,
research and development expenses or selling, general and
administrative expenses in the consolidated income statement.
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Financial statements Notes to consolidated financial statements continued
Property, plant and equipment
Property, plant and equipment are stated at cost less accumulated
depreciation and accumulated impairment losses. Depreciation is
recorded on a straight-line basis over the expected useful lives of
the assets as follows:
Buildings and constructions
Buildings and constructions
Light buildings and constructions
Machinery and equipment
Production machinery, measuring and test
equipment
Other machinery and equipment
Land and water areas are not depreciated.
20–33 years
3–20 years
1–5 years
3–10 years
Maintenance, repairs and renewals are generally expensed in the
period in which they are incurred. However, major renovations are
capitalized and included in the carrying amount of the asset when
it is probable that future economic benefits in excess of the
originally assessed standard of performance of the existing asset
will flow to the Group. Major renovations are depreciated over the
remaining useful life of the related asset. Leasehold improvements
are depreciated over the shorter of the lease term and the useful
life. Gains and losses on the disposal of property, plant and
equipment are included in other operating income or expenses.
Leases
On January 1, 2019, the Group adopted IFRS 16, Leases, which
provides a single lessee accounting model, requiring lessees to
recognize right-of-use assets and lease liabilities for all leases in
the consolidated statement of financial position. The right-of-use
asset represents the lessee’s right to use the underlying leased
asset while the lease liability represents the lessee’s obligation
to make lease payments.
The Group assesses at contract inception whether a contract is,
or contains, a lease. That is, the Group assesses whether the
contract conveys the right to control the use of an identified
asset for a period of time in exchange for consideration. At the
commencement date of the lease, the Group recognizes a right-
of-use asset and a lease liability for all leases with a lease term
exceeding 12 months. The commencement date is the date when
the lessor makes the underlying leased asset available for use by
the Group.
The Group applies a practical expedient whereby leases for which
the lease term is 12 months or less at the lease commencement
date (short-term leases) are not recognized in its consolidated
statement of financial position. Instead, the Group recognizes the
lease payments associated with short-term leases as an operating
expense on a straight-line basis over the lease term. In addition,
as a practical expedient, the Group does not separate certain non-
lease components from lease components but instead accounts
for each lease component and associated specified non-lease
component as a single lease component. Non-lease components
such as payments for maintenance and services made in
conjunction with the leased asset are included in the lease liability
whenever these payments are fixed and defined in the lease
contract. Other payments for non-lease components that are
variable based on consumption, as an example property taxes,
insurance payments and variable property service costs, are
recognized as an expense when incurred.
The majority of the Group’s leased assets relate to commercial
and industrial properties such as R&D facilities, production facilities
and office buildings. The Group also leases vehicles provided as
employee benefits and service vehicles.
Right-of-use assets are measured at cost less accumulated
depreciation and impairment losses, and adjusted for any
remeasurements of the lease liabilities. The cost of right-of-use
assets includes the amount of lease liabilities recognized, initial
direct costs incurred, and lease payments made at or before the
commencement date less any lease incentives received. Right-of-
use assets are depreciated on a straight-line basis over the lease
term as follows:
Buildings
Other
3–10 years
3–5 years
Lease liabilities are measured at the present value of lease
payments to be made over the lease term. The Group determines
the lease term as the non-cancellable term of the lease, together
with any periods covered by an option to extend the lease if it is
reasonably certain to be exercised, as well as any periods covered
by an option to terminate the lease if it is reasonably certain not
to be exercised. The lease payments include fixed lease payments
and certain fixed non-lease components less any lease incentives
receivable, variable lease payments that depend on an index or a
rate, and appropriate termination fees whenever the lease term
has been determined based on the expectation that the Group
will exercise its option to terminate. The Group does not generally
enter into lease contracts with variable lease payments linked to
future performance or use of an underlying asset.
After the commencement date, the amount of lease liabilities is
measured on an amortized cost basis using the effective interest
method where the lease liabilities increase related to the accretion
of interest and decrease for lease payments made. In addition, the
carrying amounts for the right-of-use asset and lease liability are
remeasured if there is a modification, a change in the lease term
or a change in the future lease payments resulting from a change
in an index or rate used to determine such lease payments.
The interest component of the lease payments is recognized
as interest expense within financial income and expenses.
The Group uses its incremental borrowing rate to calculate the
present value of lease payments as the interest rate implicit
in the lease is not readily determinable. The Group estimates its
incremental borrowing rate quarterly based on the rate of interest
that the Group would pay to borrow over the lease term with a
similar security to obtain an asset of a similar value to the leased
asset in a similar economic environment. The Group measures all
leases at amortized cost based on the appropriate discount rate
available in the quarter when lease commencement occurred.
Where a lease contract modification or reassessment of the lease
liability resulting from a change in the lease term occurs, the Group
remeasures the present value of the lease liability based on the
appropriate discount rate available in the quarter when the
reassessment or modification occurs.
The Group acts primarily as a lessee in its leasing transactions.
However, the Group will enter into contracts to sublease vacant
leasehold or freehold properties for sublease terms up to 10 years
to offset or mitigate the unavoidable costs associated with those
properties. In these cases, the Group classifies each sublease
as a finance lease whenever the sublease contract transfers
substantially all the risks and rewards incidental to ownership to
the subtenant. All other subleases are classified as operating leases.
Included within other financial assets in its consolidated statement
of financial position, the Group recognizes a net investment asset
for all finance subleases based on the present value of future
sublease payments at the sublease commencement date. After the
commencement date, the net investment asset is measured on an
amortized cost basis using the effective interest method where
the net investment asset increases related to the accretion of
interest income and decreases for sublease payments received.
Sublease payments received from operating subleases is
recognized as other operating income on a straight-line basis
over the lease term.
Impairment of goodwill, other intangible assets, property,
plant and equipment and right-of-use assets
The Group assesses the recoverability of the carrying value of
goodwill, other intangible assets, property, plant and equipment
and right-of-use assets if events or changes in circumstances
indicate that the carrying value may be impaired. In addition, the
Group tests the carrying value of goodwill for impairment annually
even if there is no indication of impairment.
Factors that the Group considers when it reviews indications of
impairment include, but are not limited to, underperformance
of the asset relative to its historical or projected future results,
significant changes in the manner of using the asset or the
strategy for the overall business, and significant negative industry
or economic trends.
Goodwill is allocated to the cash-generating units or groups of
cash-generating units that are expected to benefit from the
synergies of the related business combination and that reflect
the lowest level at which goodwill is monitored for internal
management purposes. A cash-generating unit, as determined for
the purposes of the Group’s goodwill impairment testing, is the
smallest group of assets generating cash inflows that are largely
independent of the cash inflows from other assets or groups of
assets. The carrying value of a cash-generating unit includes its
share of relevant corporate assets allocated to it on a reasonable
and consistent basis. When the composition of one or more groups
of cash-generating units to which goodwill has been allocated is
changed, the goodwill is reallocated based on the relative fair
value of the affected groups of cash-generating units.
The Group conducts its impairment testing by determining the
recoverable amount for an asset, a cash-generating unit or groups
of cash-generating units. The recoverable amount of an asset,
a cash-generating unit or groups of cash-generating units is the
higher of its fair value less costs of disposal and its value-in-use.
The recoverable amount is compared to the asset’s, cash-
generating unit’s or groups of cash-generating units’ carrying
value. If the recoverable amount for the asset, cash-generating
unit or groups of cash-generating units is less than its carrying
value, the asset is considered impaired and is written down to its
recoverable amount. Impairment losses are presented in cost of
sales, research and development expenses or selling, general and
administrative expenses in the consolidated income statement,
except for impairment losses on goodwill, which are presented
in other operating expenses.
Inventories
Inventories are stated at the lower of cost and net realizable value.
Cost is determined using standard cost, which approximates actual
cost on a first-in first-out (FIFO) basis. Net realizable value is the
amount that can be realized from the sale of the inventory in the
normal course of business after allowing for the costs of realization.
In addition to the cost of materials and direct labor, an appropriate
proportion of production overhead is included in the cost of
inventory. An allowance is recorded for excess inventory and
obsolescence based on the lower of cost and net realizable value.
The Group classifies its inventories to raw materials and semi-
finished goods, finished goods, and contract work in progress.
Raw materials and semi-finished goods include purchased
materials, components and supplies to be used in production.
Finished goods include goods manufactured by the Group or by
subcontractors that are ready for sale and goods purchased for
resale. Contract work in progress includes costs incurred to date
for customer contracts where the contractual performance
obligations are not yet satisfied. Contract work in progress
will be recognized as cost of sales when control of the related
performance obligation is transferred to the customer.
Fair value measurement of financial instruments
A number of financial instruments are measured at fair value as of
each reporting date after initial recognition. Fair value is the price
that would be received to sell an asset or paid to transfer a liability
in an orderly transaction between market participants at the
measurement date. The fair value of an asset or a liability is
measured using the assumptions that market participants would
use when pricing the asset or liability, assuming that market
participants act in their economic best interest, by using quoted
market rates, discounted cash flow analyses and other appropriate
valuation models. The Group uses valuation techniques that are
appropriate in the circumstances and for which sufficient data is
available to measure fair value, maximizing the use of relevant
observable inputs and minimizing the use of unobservable inputs.
All financial assets and liabilities for which fair values are being
measured or disclosed in the consolidated financial statements
are categorized within the fair value hierarchy, described as
follows, based on the lowest level input that is significant to the
fair value measurement as a whole:
Level 1—Quoted (unadjusted) market prices for exchange-traded
products in active markets for identical assets or liabilities;
Level 2—Valuation techniques for which significant inputs other
than quoted prices are directly or indirectly observable; and
Level 3—Valuation techniques for which significant inputs are
unobservable.
The Group categorizes assets and liabilities that are measured
at fair value on a recurring basis into an appropriate level of
the fair value hierarchy at the end of each reporting period.
Classification and measurement of financial assets
The Group has classified its financial assets that are debt
instruments in the following three categories: financial assets
measured at amortized cost, financial assets measured at fair
value through other comprehensive income, and financial assets
measured at fair value through profit and loss. The Group has
classified its financial assets that are equity instruments to
financial assets measured at fair value through profit and loss.
The selection of the appropriate category is made based on both
the Group’s business model for managing the financial asset
and on the contractual cash flow characteristics of the asset.
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Financial statements
Notes to consolidated financial statements continued
The Group’s business model for managing financial assets is
defined on a portfolio level. The business model must be
observable on a practical level by the way the business is managed.
The cash flows of financial assets measured at amortized cost are
solely payments of principal and interest. These assets are held
within a business model that has an objective to hold assets to
collect contractual cash flows. Financial assets measured at fair
value through other comprehensive income have cash flows that
are solely payments of principal and interest and these assets
are held within a business model that has an objective that is
achieved both by holding financial assets to collect contractual
cash flows and selling financial assets. Financial assets measured
at fair value through profit and loss are assets that do not fall in
either of these two categories. In addition to the classification as
described above, the accounting for financial assets is impacted if
the financial asset is part of a hedging relationship (see below the
section on Hedge accounting).
All purchases and sales of financial assets are recorded on the
trade date, that is, when the Group commits to purchase or sell
the asset. A financial asset is derecognized when substantially
all the risks and rewards related to the financial asset have
been transferred to a third party that assumes control of the
financial asset.
Non-current financial investments
Non-current financial investments include investments in unlisted
private equity shares and unlisted venture funds. These equity
and debt investments are classified as fair value through profit
and loss and are initially recognized and subsequently remeasured
at fair value.
Fair value is estimated using a number of methods, including, but
not limited to: quoted market rates; the current market value of
similar instruments; prices established from a recent arm’s-length
financing transaction of target companies; and analysis of market
prospects and operating performance of target companies,
taking into consideration public market comparable companies
in similar industry sectors. The Group uses judgment in selecting
the appropriate valuation methodology as well as underlying
assumptions based on existing market practice and conditions.
Fair value adjustments, foreign exchange gains and losses as well
as realized gains and losses from the disposal of these investments
are recognized within other operating income and expenses in
the consolidated income statement. Weighted average method
is used to determine the cost basis of the investments disposed.
Other non-current financial assets
Other non-current financial assets include restricted assets and
other receivables, customer and vendor financing related loan
receivables and certain other investments of a long-term nature.
Restricted assets and other receivables include restricted bank
deposits primarily related to employee benefits as well as other
loan receivables. These assets are initially measured at fair value
and in subsequent periods at amortized cost using the effective
interest method. Interest calculated using the effective interest
method as well as foreign exchange gains and losses are
recognized in financial income and expenses in the consolidated
income statement. For these assets, a loss allowance is calculated
on a quarterly basis based on a review of collectability and available
collateral, recorded as an adjustment to the carrying amount of
the investment and recognized in other financial expenses in the
consolidated income statement.
Customer- and vendor-related loan receivables are managed in a
portfolio with a business model of holding investments to collect
principal and interest as well as selling investments. They are
initially recognized and subsequently remeasured at fair value
determined using the discounted cash flow method. The changes
in fair value are recognized in fair value reserve in other
comprehensive income. Interest calculated using the effective
interest method as well as foreign exchange gains and losses are
recognized in financial income and expenses in the consolidated
income statement. Estimated credit loss is typically based on
12-month expected credit loss for existing loans and estimated
additional draw-downs during that period; refer to Impairments
section for further detail. Loss allowance is calculated on a
quarterly basis based on a review of collectability and available
collateral, and recorded in other financial expenses in the
consolidated income statement reducing fair value loss recorded
in other comprehensive income. In case a receivable is sold, the
impact of expected credit loss is reversed, and the full gain or loss
incurred for the sale is recorded in financial income and expenses
in the consolidated income statement.
The cash flows of other investments of a long-term nature do not
fulfill the criteria of being solely payments of principal and interest.
These investments are initially recognized and subsequently
remeasured at fair value using quoted market rates, discounted
cash flow models or other appropriate valuation methods as of the
reporting date. Fair value adjustments, foreign exchange gains and
losses as well as realized gains and losses from the disposal of
these investments are mainly recognized within financial income
and expenses in the consolidated income statement.
Other current financial assets
Other current financial assets include current part of other
non-current financial assets and short-term loan receivables
as well as derivative assets that are discussed separately in
the Derivative financial instruments section below.
Short-term loan receivables are initially measured at fair value
and in subsequent periods measured at amortized cost using the
effective interest method. Interest calculated using the effective
interest method as well as foreign exchange gains and losses are
recognized in financial income and expenses in the consolidated
income statement. For these loans, a loss allowance is calculated
on a quarterly basis based on a review of collectability and available
collateral, recorded as an adjustment to the carrying amount of
the investment and recognized in other financial expenses in the
consolidated income statement.
Trade receivables
Trade receivables arise from contracts with customers and
represent an unconditional right to receive the consideration and
only the passage of time is required before the consideration is
received. The Group sells trade receivables to various financial
institutions without recourse in the normal course of business,
in order to manage credit risk and working capital cycle, and
the business model for managing trade receivables is holding
receivables to collect contractual cash flows and selling receivables.
Trade receivables are initially recognized and subsequently
remeasured at fair value, determined using the discounted cash
flow method. The changes in fair value are recognized in fair value
reserve in other comprehensive income. The Group applies a
simplified approach to recognizing a loss allowance on trade
receivables and contract assets based on measurement of
lifetime expected credit losses arising from trade receivables
and contract assets without significant financing components.
Refer to Note 4, Use of estimates and critical accounting
judgments, for disclosure of the use of estimates and critical
accounting judgments necessary in the estimation of such loss
allowances. Loss allowances on trade receivables and contract
assets are recognized in other operating expenses in the
consolidated income statement. If trade receivables are sold,
the difference between the carrying amount derecognized and
the consideration received is recognized in financial expenses
in the consolidated income statement.
Corporate cash investments may also include money market funds
that do not qualify as cash equivalents, investments acquired for
trading purposes, investment structures consisting of securities
traded in combination with derivatives with complementing and
typically offsetting risk factors and other investments that have
cash flows not being solely payments of principal and interest.
In this portfolio, investments are executed with the purpose of
collecting contractual cash flows and principal repayments as
well as for capital appreciation and can be sold at any time.
Current financial investments
The Group invests a portion of the corporate cash needed to cover
the projected cash outflows of its ongoing business operations
in highly liquid, interest-bearing investments. Current financial
investments may include investments measured at amortized cost,
investments measured at fair value through other comprehensive
income and investments measured at fair value through profit
and loss.
Corporate cash investments in bank deposits used as collaterals
for derivative transactions are initially measured at fair value and
in subsequent periods measured at amortized cost using the
effective interest method. Interest calculated using the effective
interest method as well as foreign exchange gains and losses are
recognized in financial income and expenses in the consolidated
income statement.
Corporate cash investments in bank deposits, as well as fixed
income and money market securities with initial maturity or put
feature longer than three months that have characteristics of
solely payments of principal and interest and are not part of
structured investments, are managed in a portfolio with a business
model of holding investments to collect principal and interest as
well as selling investments, and are classified as fair value through
other comprehensive income. In this portfolio, investments are
executed with the main purpose of collecting contractual cash
flows and principal repayments. However, investments are sold
from time to time for liquidity management and market risk
mitigation purposes.
The fair value of these investments is determined using quoted
market rates, discounted cash flow models or other appropriate
valuation methods as of the reporting date. The changes in fair
value are recognized in fair value reserve in other comprehensive
income. Interest calculated using the effective interest method,
as well as foreign exchange gains and losses, are recognized
in financial income and expenses in the consolidated income
statement. When an investment is disposed of, the related
accumulated fair value changes are derecognized from other
comprehensive income and recognized in financial income and
expenses in the consolidated income statement. The FIFO method
is used to determine the cost basis of fixed income securities
being disposed of.
Due to the high credit quality of the Group’s investment portfolio,
the estimated credit loss is normally based on 12-month expected
credit loss. Loss allowance is calculated on a quarterly basis,
recorded in other financial expenses in the consolidated income
statement reducing fair value gains and losses recorded in other
comprehensive income.
These investments are initially recognized and subsequently
remeasured at fair value determined using quoted market rates,
discounted cash flow models or other appropriate valuation
methods as of the reporting date. Fair value adjustments,
foreign exchange gains and losses and realized gains and losses
are recognized in financial income and expenses in the
consolidated income statement.
Cash and cash equivalents
Cash and cash equivalents include cash at bank and in hand as well
as highly liquid, fixed income and money market investments that
are readily convertible to known amounts of cash with maturities
at acquisition of three months or less, as well as bank deposits
with maturities or contractual call periods at acquisition of three
months or less. Due to the high credit quality and short-term
nature of these investments, there is an insignificant risk of change
in value. Investments in money market funds that have a risk
profile consistent with the aforementioned criteria are also
classified as cash equivalents. Investments that have cash flows
that are solely payments of principal and interest are measured at
amortized cost. All other investments are measured at fair value
through profit and loss.
Classification and measurement of financial liabilities
The Group has classified its financial liabilities in the following
categories: financial liabilities measured at amortized cost and
financial liabilities measured at fair value through profit and loss.
The Group classifies derivative liabilities as well as the conditional
obligation related to Nokia Shanghai Bell at fair value through
profit and loss and all other financial liabilities at amortized cost.
All financial liabilities are initially recognized at fair value and,
in case of borrowings and payables, net of transaction costs.
Financial liabilities are derecognized when the related obligation
is discharged or cancelled or expired. Additionally, a substantial
modification of the terms of an existing financial liability is
accounted for as a derecognition of the original financial liability
and the recognition of a new financial liability. On derecognition of
a financial liability, the difference between the carrying amount
extinguished and the consideration paid is recognized in interest
expenses in the consolidated income statement.
Interest-bearing liabilities
Long-term interest-bearing liabilities are measured at amortized
cost using the effective interest method. Short-term interest-
bearing liabilities, including the current part of long-term interest-
bearing liabilities and collaterals for derivative transactions, are
measured at amortized cost using the effective interest method.
Transaction costs, interest calculated using the effective interest
method as well as foreign exchange gains and losses are
recognized in financial income and expenses in the consolidated
income statement.
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Financial statements Notes to consolidated financial statements continued
Other financial liabilities
Other financial liabilities mainly include a conditional obligation
to China Huaxin as part of the Nokia Shanghai Bell definitive
agreements where China Huaxin obtained the right to fully transfer
its ownership interest in Nokia Shanghai Bell to the Group in
exchange for a future cash settlement. The financial liability related
to the conditional obligation is measured based on the expected
future cash settlement with any changes recorded in financial
income and expenses in the consolidated income statement.
Other financial liabilities also include derivative liabilities that
are discussed separately in the Derivative financial instruments
section below.
Trade payables
Trade payables are carried at invoiced amount, which is considered
to be equal to the fair value due to the short-term nature of the
Group’s trade payables.
Impairments of financial assets excluding trade receivables
and contract assets
Impairment requirements apply to the recognition of a loss
allowance for expected credit losses (ECL) on financial assets
measured at amortized cost, financial assets measured at fair
value through other comprehensive income, financial guarantee
contracts and loan commitments. The Group continuously
assesses its financial instruments on a forward-looking basis and
accounts for the changes in ECL on a quarterly basis using the
following method:
ECL = PD x LGD x EAD
Probability of Default (PD) is estimated separately for
the centralized investment portfolio and non-centralized
investments. The estimate is based on the credit rating profile
of these investments as well as specific local circumstances as
applicable, unless there are specific events that would indicate
that the credit rating would not be an appropriate basis for
estimating credit risk at the reporting date.
For Loss Given Default (LGD), the recovery rate is also estimated
separately for centralized investment portfolios and non-
centralized investments and is based on the type of investment,
specific local circumstances as applicable as well as related
collateral arrangements, if any.
Exposure at Default (EAD) is normally the nominal value of the
investment or financial guarantee. For loan commitments, EAD is
based on estimated draw-down amounts for the next 12 months.
All the Group’s current investments at amortized cost and fair
value through other comprehensive income are considered to have
low credit risk, and the loss allowance recognized during the period
is therefore limited to 12 months’ expected losses. Financial
instruments that are rated as investment grade are considered
to have low credit risk for the purposes of this assessment.
For other non-current financial assets, loans, loan commitments
and financial guarantees extended to third parties, the ECL is
calculated separately for each significant counterparty using the
method described above, including the impact of any collateral
arrangements or other credit enhancements to LGD. The estimate
is based on 12-month ECL unless there has been a significant
increase in credit risk for the specific counterparty since the initial
recognition, in which case lifetime ECL is estimated. Breaches of
contract, credit rating downgrades and other credit measures are
typical indicators that the Group takes into consideration when
assessing whether the credit risk on a financial instrument has
increased significantly since initial recognition.
The change in the amount of loss allowance for ECL is recognized
as an impairment gain or loss in financial income and expenses
in the consolidated income statement. For assets carried at
amortized cost, the loss allowance is recorded as an adjustment
to the carrying amount. For assets carried at fair value through
other comprehensive income, the loss allowance is recorded as an
adjustment in other comprehensive income instead of adjusting
the carrying amount that has already been recorded at fair value.
For financial guarantee contracts, the loss allowance is recognized
as another liability in the statement of financial position.
Derivative financial instruments
All derivatives are recognized initially at fair value on the date a
derivative contract is entered into and subsequently remeasured
at fair value. The method of recognizing the resulting gain or loss
varies according to whether the derivatives are designated and
qualify under hedge accounting.
The cash flows of a hedge are classified as cash flows from
operating activities in the consolidated statement of cash flows in
case the underlying hedged items relate to the Group’s operating
activities. When a derivative contract is accounted for as a hedge of
an identifiable position relating to financing or investing activities,
the cash flows of the contract are classified in the same way as the
cash flows of the position being hedged. Certain derivatives are
hedging the foreign exchange risk of the Group’s cash position
and their cash flows are included in foreign exchange adjustment
in the consolidated statement of cash flows.
Derivatives not designated in hedge accounting relationships
carried at fair value through profit and loss
Foreign exchange forward contracts are valued at market-forward
exchange rates. Changes in fair value are measured by comparing
these rates with the original contract-forward rate. Currency
options are valued as of each reporting date by using the Garman
& Kohlhagen option valuation model. Changes in fair value are
recognized in the consolidated income statement.
Fair values of forward rate agreements, interest rate options,
futures contracts and exchange-traded options are calculated
based on quoted market rates as of each reporting date. The
discounted cash flow method is used to value interest rate and
cross-currency swaps. Changes in fair value are recognized in
the consolidated income statement.
For derivatives not designated under hedge accounting but
hedging identifiable forecast exposures such as anticipated foreign
currency denominated sales and purchases, the gains and losses
are recognized in other operating income or expenses in the
consolidated income statement. The gains and losses on all
other derivatives not designated under hedge accounting are
recognized in financial income and expenses in the consolidated
income statement.
Embedded derivatives included in contracts are identified and
monitored by the Group. For host contracts that are not financial
assets containing embedded derivatives that are not closely
related, the embedded derivatives are separated and measured
at fair value as of each reporting date with changes in fair value
recognized in financial income and expenses in the consolidated
income statement. For host contracts that are financial assets
containing embedded derivatives, the whole contract is measured
at fair value as of each reporting date with changes in fair value
recognized in financial income and expenses in the consolidated
income statement.
Hedge accounting
The Group applies hedge accounting on certain foreign exchange
forward contracts, options or option strategies, and interest rate
derivatives. Qualifying options and option strategies have zero net
premium, or a net premium paid. For option structures, the critical
terms of the purchased and written options are the same and the
notional amount of the written option component is not greater
than that of the purchased option.
In the fair valuation of foreign exchange forward contracts, the
Group separates the spot element and the forward element
including the impact of foreign currency basis spread and forward
points, which is considered as the cost of hedging for foreign
exchange forward contracts. In the fair valuation of foreign
exchange option contracts, the Group separates the intrinsic
value and time value, which is considered as the cost of hedging
for foreign exchange option contracts. In the fair valuation of
cross-currency swaps, the Group separates the foreign currency
basis spread that is considered as the cost of hedging for
cross-currency swaps.
Cash flow hedges: hedging of forecast foreign currency
denominated sales and purchases
The Group applies cash flow hedge accounting primarily to
forecast business foreign exchange exposure that arises from
highly probable forecast operative business transactions. The
risk management strategy is to hedge material net exposures
(identified standard sales exposure minus identified standard
costs exposure) by using foreign exchange forwards and foreign
exchange options in a layered hedging style that follows defined
hedge ratio ranges and hedge maturities in quarterly time buckets.
The hedged item must be highly probable and present an exposure
to variations in cash flows that could ultimately affect profit or loss.
The Group only designates the spot element of the foreign
exchange forward contract as the hedging instrument. Currency
options, or option strategies, may also be used for cash flow
hedging, in which case the intrinsic value of the option is
designated as the hedging instrument. Hedge effectiveness is
assessed at inception and quarterly during the hedge relationship
to ensure that an economic relationship exists. As the Group only
enters in hedge relationships where the critical terms match,
the assessment of effectiveness is done on a qualitative basis.
For qualifying foreign exchange forwards and foreign exchange
options, the change in fair value that reflects the change in spot
exchange rates on a discounted basis is recognized in hedging
reserve in other comprehensive income. The changes in the
forward element of the foreign exchange forwards and the time
value of the options that relate to hedged items are deferred in
the cost of hedging reserve in other comprehensive income and
are subsequently accounted for in the same way as the spot
element or intrinsic value.
In each quarter, the Group evaluates whether the forecast sales
and purchases are still expected to occur. If a portion of the
hedged cash flow is no longer expected to occur, all related
deferred gains or losses are derecognized from other
comprehensive income and recognized in other operating income
and expenses in the consolidated income statement as hedge
accounting criteria is no longer met. If the hedged cash flow ceases
to be highly probable, but is still expected to occur, accumulated
gains and losses remain in other comprehensive income until the
hedged cash flow affects profit or loss.
The Group’s risk management objective is to hedge forecast cash
flows until the related revenue has been recognized. Each hedge
relationship is discontinued during the quarter when the hedge
matures, which is also the quarter that it has been designated to
hedge. At this point, the accumulated profit or loss of cash flow
hedges is recycled to other operating income and expenses in the
consolidated income statement. In case the forecast amount of
revenue is not recognized during a quarter, the full accumulated
profit or loss of cash flow hedges designated for said quarter is
still recycled and the portion related to forecast revenue that was
not recognized is disclosed as hedge ineffectiveness.
As cash flow hedges primarily mature in the same quarter as the
hedged item, there is no significant ineffectiveness resulting from
time value of money. The Group will validate the magnitude of the
impact of discounting related to the amount of profit or loss
recognized in other comprehensive income on a quarterly basis.
The Group has also entered into foreign exchange forwards in
relation to forecast sales and purchases that do not qualify as
highly probable forecast transactions and hence do not satisfy the
requirements for hedge accounting. For these foreign exchange
forwards, the gains and losses are recognized in other operating
income and expenses in the consolidated income statement.
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Financial statements Notes to consolidated financial statements continued
Cash flow hedges: hedging of future interest cash flows
The Group also applies cash flow hedging to future interest cash
flows in foreign currency related to issued bonds. These future
interest cash flows are hedged with cross-currency swaps that
have been designated partly as fair value hedges and partly as cash
flow hedges with the risk related to the risk-free portion of interest
cash flows being hedged under fair value hedge accounting and the
company-specific credit spread portion being hedged under cash
flow hedge accounting. The accumulated profit or loss for the part
of these cross-currency swaps designated as cash flow hedges is
initially recorded in hedging reserve and recycled to profit or loss
at the time when the related interest cash flows are settled. The
Group separates the foreign currency basis spread from cross-
currency swaps and excludes it from the hedge relationship as cost
of hedging that is initially recognized and subsequently measured
at fair value and recorded in cost of hedging reserve in other
comprehensive income.
Fair value hedges: hedging of foreign exchange exposure
In certain cases, mainly related to long-term construction projects,
the Group applies fair value hedge accounting for foreign exchange
risk with the objective to reduce the exposure to fluctuations in the
fair value of firm commitments due to changes in foreign exchange
rates. Changes in the fair value of both spot and forward elements
of the derivatives designated and qualifying as fair value hedges,
together with any changes in the fair value of the hedged firm
commitments attributable to the hedged risk, are recorded in
financial income and expenses in the consolidated income statement.
Fair value hedges: hedging of interest rate exposure
The Group applies fair value hedge accounting to reduce exposure
to fair value fluctuations of interest-bearing liabilities due to
changes in interest rates and foreign exchange rates. The Group
uses interest rate swaps and cross-currency swaps aligned with the
hedged items to hedge interest rate risk and associated foreign
exchange risk.
The Group has entered into long-term borrowings mainly at fixed
rate and swapped a portion of them into floating rates in line with
a defined target interest profile. The Group aims to mitigate the
adverse impacts from interest rate fluctuations by continuously
managing net interest exposure resulting from financial assets and
liabilities by setting appropriate risk management benchmarks and
risk limits. The hedged item is identified as a proportion of the
outstanding loans up to the notional amount of the swaps as
appropriate to achieve the risk management objective. The Group
enters into interest rate swaps that have similar critical terms as
the hedged item, such as reference rate, reset dates, payment
dates, maturities and notional amount and hence the Group
expects that there will be no significant ineffectiveness. The
Group has not entered into interest rate swaps where it would
be paying fixed rate.
The Group’s borrowings are carried at amortized cost. Changes in
the fair value of derivatives designated and qualifying as fair value
hedges, together with any changes in the fair value of hedged
liabilities attributable to the hedged risk, are recorded in financial
income and expenses in the consolidated income statement.
The Group separates the foreign currency basis spread from
cross-currency swaps and excludes it from the hedged risk as cost
of hedging that is initially recognized and subsequently measured
at fair value and recorded in cost of hedging reserve in other
comprehensive income. If a hedge relationship no longer meets
the criteria for hedge accounting, hedge accounting ceases, cost
of hedging recorded in cost of hedging reserve is immediately
expensed and any fair value adjustments made to the carrying
amount of the hedged item while the hedge was effective are
recognized in financial income and expenses in the consolidated
income statement based on the effective interest method.
Hedges of net investments in foreign operations
The Group applies hedge accounting for its foreign currency
hedging of selected net investments. Hedged item can be an
amount of net assets equal to or less than the carrying amount of
the net assets of the foreign operation in the Group consolidated
financial statements. The risk management strategy is to protect
the euro counter value of the portion of this exposure expected to
materialize as non-euro cash repatriation in the foreseeable future.
The Group only designates the spot element of the foreign
exchange forward contract as the hedging instrument. Currency
options, or option strategies, may also be used for net investment
hedging, in which case the intrinsic value of the option is
designated as the hedging instrument. Hedge effectiveness is
assessed at inception and quarterly during the hedge relationship
to ensure that an economic relationship exists. As the Group only
enters in hedge relationships where the critical terms match, the
assessment of effectiveness is done on a qualitative basis with no
significant ineffectiveness expected.
For qualifying foreign exchange forwards, foreign exchange
options and option strategies, the change in fair value that reflects
the change in spot exchange rates is recognized in translation
differences within consolidated shareholders’ equity. The changes
in the forward element of foreign exchange forwards as well as
the changes in the time value of options (collectively known as
the “cost of hedging”) is recognized in cost of hedging reserve in
other comprehensive income. The cost of hedging at the date of
designation of the foreign exchange forward or option contract
as a hedging instrument is amortized to financial income and
expenses in the consolidated income statement over the duration
of the contract. Hence, in each reporting period, the change in fair
value of forward element of the foreign exchange forward contract
or the time value of the option contract is recorded in cost of
hedging reserve, while the amortization amount is reclassified
from cost of hedging reserve to profit or loss.
Accumulated changes in fair value from qualifying hedges are
derecognized from translation differences within consolidated
shareholders’ equity on the disposal of all or part of a foreign
subsidiary by sale, liquidation, repayment of share capital or
abandonment. The cumulative amount or proportionate share
of changes in the fair value of qualifying hedges deferred in
translation differences is recognized as income or expense
on disposal.
Provisions
Provisions are recognized when the Group has a present legal or
constructive obligation as a result of past events, it is probable
that an outflow of resources will be required to settle the
obligation and a reliable estimate of the amount can be made.
When the Group expects a provision to be reimbursed, the
reimbursement is recognized as an asset only when the
reimbursement is virtually certain. The Group assesses the
adequacy of its existing provisions and adjusts the amounts as
necessary based on actual experience and changes in facts and
circumstances as of each reporting date. For descriptions of
different classes of provisions, refer to Note 29, Provisions.
Contingent liabilities
The Group discloses ongoing legal matters that relate to possible
obligations whose existence will be confirmed by the occurrence
or non-occurrence of one or more uncertain future events not
wholly within the control of the Group. These matters are assessed
continually to determine whether an outflow of resources
embodying economic benefits has become probable so as to
recognize a provision.
Treasury shares
The Group recognizes its own equity instruments that are acquired
(treasury shares) as a reduction of equity at cost of acquisition.
When cancelled or reissued, the acquisition cost of treasury shares
is recognized in retained earnings or other distributable reserves
of the equity.
Dividends
Until 2018, dividends proposed by the Board of Directors were
recognized in the consolidated financial statements when they
were approved by the shareholders at the Annual General Meeting.
From 2019 onwards, and applicable for the first time for
distribution of funds for 2018, dividends and capital repayments
are recognized in the consolidated financial statements when
the Board of Directors has approved the quarterly payment
in accordance with the authorization granted by Annual
General Meeting.
3. New and amended standards and
interpretations
On January 1, 2020, the Group adopted the following amendments
to the accounting standards issued by the IASB and endorsed
by the EU with no material impact on the Group’s consolidated
financial statements:
Amendments to IFRS 3, Definition of a Business;
Amendments to IFRS 7, IFRS 9 and IAS 39, Interest Rate
Benchmark Reform;
Amendments to IAS 1 and IAS 8, Definition of Material; and
Amendments to References to the Conceptual Framework
in IFRS Standards.
The Group has not early adopted any new and amended standards
and interpretations that have been issued but are not yet
effective. The new and amended standards and interpretations
issued by the IASB that are effective in future periods are not
expected to have a material impact on the consolidated financial
statements of the Group when adopted. The Group intends to
adopt these new and amended standards and interpretations,
if applicable, when they become effective and are endorsed by
the EU.
4. Use of estimates and critical accounting
judgments
The preparation of financial statements requires use of
management judgment in electing and applying accounting
policies as well as making estimates and assumptions about
the future. These judgments, estimates and assumptions may
have a significant effect on the amounts recognized in the
financial statements.
The estimates and assumptions used in determining the carrying
amounts of assets and liabilities are based on historical experience,
expected outcomes and various other factors that were available
when these consolidated financial statements were prepared, and
they are believed to be reasonable under the circumstances. The
estimates and assumptions are reviewed continually and revised
if changes in circumstances occur, or as a result of new information
or more experience. As estimates and assumptions inherently
contain a varying degree of uncertainty, actual outcomes may
differ resulting in adjustments to the carrying amounts of assets
and liabilities in the subsequent periods.
The accounting matters presented in this note are determined
to involve the most difficult, subjective or complex judgments,
or are considered as key sources of estimation uncertainty.
COVID-19
In 2020, the global economy and financial markets have been
severely affected by the COVID-19 pandemic. While the direct
impact of COVID-19 on the Group’s financial performance and
financial position has been primarily related to temporary factory
closures in the first half of the year, the uncertainty related to the
duration of the pandemic and the pace and shape of the economic
recovery that follows has made it even more challenging to make
estimates and assumptions about the future, increasing the risks
that the actual results will differ significantly from those estimated.
As always, the estimates and assumptions used in determining the
carrying amounts of assets and liabilities as of the reporting date
reflect the best and latest information available at the time and
are considered reasonable under the circumstances.
Due to the high market volatility experienced particularly in the
first half of the year as a result of the impact of COVID-19, the
Group has throughout the year closely monitored the valuation of
those assets where the measurement is to a large extent based on
unobservable inputs, such as venture fund investments and certain
pension assets, and has concluded the valuation of these assets
as of December 31, 2020, is appropriate.
In addition, the Group considered the impact of COVID-19
in its annual goodwill impairment test and the assessment of
recoverability of its deferred tax assets, and while it recorded an
impairment loss on goodwill related to Fixed Networks operating
segment and derecognized its deferred tax assets related to
Finland, the reasons for both of these events were considered
unrelated to the current COVID-19 situation. For more information
on deferred tax assets and goodwill impairment test, refer to
Note 12, Income taxes, and Note 17, Impairment, respectively.
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Financial statements
Notes to consolidated financial statements continued
Revenue recognition
Critical accounting judgment
Accounting for contract modifications
A significant part of the Group’s business is conducted under
framework agreements with no fixed commitment on the overall
project scope. The accounting treatment of subsequent purchase
commitments received from the customer in the form of new
purchase orders is a critical judgment. Subsequent purchase orders
may be deemed either to represent separate contracts or to
represent a modification of the existing contract, which requires
combination with the original contract for accounting purposes.
The decision whether to segregate or combine subsequent
purchase orders can have a direct impact on the amount of
revenue recognized in a given period for arrangements with
multiple performance obligations including material rights as the
transaction price is allocated to the performance obligations
identified within the contract.
Determining and allocating the transaction price
The Group enters into complex customer arrangements, some of
which are non-committed framework agreements that contain
complex discounting structures as well as customer pricing that
varies depending on the different needs of each customer. The
appropriate identification and allocation of discounts and other
forms of variable consideration as well as determination of the
standalone selling price of each performance obligation are critical
judgments that have a direct impact on the timing and amount of
revenue recognized. The determination of standalone selling prices
of existing performance obligations and of unexercised customer
options to purchase additional goods or services will also impact
the Group’s determination whether a non-committed part of
the contract contains material rights that must be accounted for
within the context of the contract. Identified material rights are
accounted for as a performance obligation within the contract and
the Group will allocate part of the transaction price to it with the
relative standalone selling price method.
Identifying distinct performance obligations and determining
when the performance obligation is satisfied
The Group regularly enters into agreements with customers
comprising multiple performance obligations, which include a
variety of products, services and software that the Group offers.
The identification of distinct performance obligations within these
types of arrangements is considered a critical judgment as
inappropriate identification of performance obligations could
lead to the recognition of revenue in an incorrect period or for
an inaccurate amount.
Pension and other post-employment benefit obligations
and expenses
Key source of estimation uncertainty
The determination of pension and other post-employment benefit
obligations and expenses for defined benefit plans is dependent
on a number of estimates and assumptions, including the discount
rate, future mortality rate, annual rate of increase in future
compensation levels, and healthcare costs trend rates and
usage of services in the United States where the majority of our
post-employment healthcare plans are maintained. Changes in
assumptions and actuarial estimates may materially affect the
benefit obligation, future expense and future cash flow. Based
on these estimates and assumptions, as of December 31, 2020,
defined benefit obligations amount to EUR 23 501 million
(EUR 24 780 million in 2019) and the fair value of plan assets
amounts to EUR 25 688 million (EUR 26 297 million in 2019).
Critical accounting judgment
Where a surplus on a defined benefit scheme arises, the Group
analyzes the recoverability of the surplus through either a refund
or through reduction of future contributions in determining
whether it is necessary to restrict the amount of the surplus that
is recognized. The Group has two plans in the US, one plan in the
UK and one in Belgium with material surplus positions with a
combined surplus of EUR 6 147 million as of December 31, 2020
(EUR 5 794 million in 2019). The Group has made the judgment
that limits to recoverability at the reporting date apply to one of
the plans in the US and all other surpluses meet the requirements
of recoverability. For the US plan where recoverability has been
determined to be limited, the resulting asset ceiling limitation
is recorded at EUR 1 125 million as of December 31, 2020
(EUR 975 million in 2019).
Refer to Note 27, Pensions and other post-employment benefits.
Income taxes
Critical accounting judgment
The Group uses judgment in determining the extent to which
deferred tax assets can be recognized. The recognition of deferred
tax assets is based on the assessment of whether it is probable
that sufficient taxable profit will be available in the future to utilize
the deductible temporary differences, unused tax losses and
unused tax credits before the unused tax losses and unused tax
credits expire. This assessment requires estimates of the future
financial performance of a particular legal entity or a tax group that
has recognized the deferred tax asset.
A significant portion of the Group's recognized deferred tax assets
relate to unused tax losses, tax credits and deductible temporary
differences in the United States which amounted of EUR 753 million
as of December 31, 2020 (EUR 1 076 million in 2019). In addition,
as of December 31, 2020, the Group has EUR 33 620 million
(EUR 20 426 million in 2019) of temporary differences, tax losses
carry forward and tax credits for which no deferred tax assets are
recognized due to uncertainty of utilization. The majority of these
unrecognized deferred tax assets relate to France and Finland.
Refer to Note 12, Income taxes, for further details on income taxes.
Leases
Critical accounting judgment
The Group uses judgment when it evaluates the lease term.
Many of the Group’s more significant leasehold properties include
options to extend the lease term or to terminate the lease prior
to the expiration of the lease. These options provide the Group
with the financial flexibility needed to align its global portfolio
of commercial and industrial real estate properties to meet the
changing occupancy needs of its various businesses. This financial
flexibility is reflected in the measurement of the right-of-use
assets and lease liabilities that the Group records for its leasehold
properties to the extent that management concludes that any
lease extension options are not reasonably certain to be exercised.
In its assessment whether lease extension and termination options
are reasonably certain to be exercised, management applies
judgment, considering all relevant factors that create an economic
incentive for the Group to exercise either option. The Group
determines that extension of the lease term beyond the non-
cancellable lease term is reasonably certain when the leased
property is significantly customized or specialized for the
Group’s specific use, the Group has made significant leasehold
improvements that it seeks to recover over the lease term,
or lease payments in the optional renewal or break period are
significantly lower than the expected future market rent levels.
After the commencement date of the lease, the Group reassesses
the lease term only if there is a significant event or change in
circumstances that is within its control and affects its ability to
exercise or not to exercise the option. As of December 31, 2020,
the Group has potential (undiscounted) future lease payments
of EUR 468 million (EUR 560 million in 2019) relating to extension
options not expected to be exercised and EUR 51 million
(EUR 79 million in 2019) relating to termination options expected
to be exercised that are not included in the lease liability.
Refer to Note 16, Leases, for further details on leases.
Goodwill recoverability
Key source of estimation uncertainty
The recoverable amounts of the groups of CGUs are based on fair
value less costs of disposal that is determined using a level 3 fair
value measurement based on a discounted cash flow calculation.
The cash flow projections used in calculating the recoverable
amounts are based on financial plans approved by management
covering an explicit forecast period of three years. Seven
additional years of cash flow projections subsequent to the
explicit forecast period reflect a gradual progression towards the
steady state cash flow projections modeled in the terminal year.
Estimation and judgment are required in determining the
components of the recoverable amount calculation, including
among others the discount rates, the terminal growth rates and
the operating profits in the terminal year. The discount rates
reflect current assessments of the time value of money and
relevant market risk premiums reflecting risks and uncertainties
for which the future cash flow estimates have not been adjusted.
The terminal growth rate assumptions reflect long-term average
growth rates for the industry and economies in which the groups
of CGUs operate.
In 2020, the Group has considered the effects of the ongoing
COVID-19 pandemic when estimating future cash flows, revenue
growth rates, gross margins and operating margins and these
considerations have been reflected in the goodwill impairment test
performed. The Group conducted the goodwill impairment test
based on a long-range plan prepared in the fourth quarter of 2020
and concluded that the carrying amount exceeded the recoverable
amount for its Fixed Networks group of CGUs. As a result, the
Group recorded a non-cash impairment charge of EUR 200 million
to reduce the goodwill within its Fixed Networks operating segment.
Taken in isolation, either of the following changes would cause
a further material goodwill impairment in the Fixed Networks
operating segment:
increase in discount rate from 7.4% to 8.4%
reduction in the operating profit in the terminal year by
EUR 25 million
A reasonably possible change in the key assumptions used
in the valuation of all other groups of CGUs would not lead
to an impairment.
Refer to Note 14, Intangible assets and Note 17, Impairment.
Fair value of level 3 financial assets
Key source of estimation uncertainty
Fair values for level 3 financial assets are determined with valuation
techniques using material inputs that are not observable from
transactions on active market requiring estimation and judgment
both in selecting an appropriate valuation technique as well as in
defining appropriate underlying assumptions.
For unlisted venture funds and unlisted shares, the fair value is
based on a number of factors including, but not limited to, the
current market value of similar instruments; prices established
from recent arm’s-length transactions; and/or analysis of market
prospects and operating performance of target companies with
reference to public market comparable companies in similar
industry sectors. Changes in these estimates could result in
losses in future periods. Based on these estimates and
assumptions, the fair value of level 3 financial assets is
EUR 727 million (EUR 746 million in 2019), representing 7%
of total financial assets measured at fair value on a recurring
basis (9% in 2019).
Refer to Note 24, Fair value of financial instruments.
Provisions and legal contingencies
Key source of estimation uncertainty
Estimation is required in determining the value of the obligation.
The amount recognized as a provision is based on the best
estimate of unavoidable costs required to settle the obligation
at the end of the reporting period. When estimating the value,
management may be required to consider a range of possible
outcomes and their associated probabilities, risks and
uncertainties surrounding the events and circumstances as well
as making assumptions of the timing of payment. Changes in
estimates of timing or amounts of costs required to settle the
obligation may become necessary as time passes and/or more
accurate information becomes available. While the use of estimates
and assumptions by management as a whole may lead to material
adjustments to the aggregate balance of provisions, no individual
provision estimate on its own is expected to require a material
adjustment to the overall carrying amount. Based on these
estimates and assumptions, provisions amount to EUR 1 532 million
as of December 31, 2020 (EUR 1 209 million in 2019).
Critical accounting judgment
The Group recognizes a provision when it has a present legal
or constructive obligation as a result of a past event, it is probable
that an outflow of resources will be required to settle the
obligation and a reliable estimate of the amount can be made.
At times, management judgment is required in determining
whether it is probable that an outflow of economic benefits will be
required to settle the obligation. The Group is regularly subject to
various legal proceedings and investigations covering a wide range
of matters. Management judgment is required in assessing the
probability of different outcomes and a provision is recognized
when an unfavorable outcome is deemed probable and the related
obligation can be reasonably estimated.
Refer to Note 29, Provisions and Note 30, Commitments,
contingencies and legal proceedings.
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Financial statements
Notes to consolidated financial statements continued
5. Segment information
The Group has three reportable segments for financial reporting
purposes: (1) Networks, (2) Nokia Software and (3) Nokia
Technologies. Segment-level information for Group Common
and Other is also presented.
Networks reportable segment consists of four aggregated
operating segments: (1) Mobile Networks, (2) Global Services,
(3) Fixed Networks and (4) IP/Optical Networks. The aggregated
operating segments have similar economic characteristics, such
as long-term margins; have similar products, production processes,
distribution methods and customers; and operate in a similar
regulatory environment.
In addition, the Group provides net sales disclosure for the
following businesses within the Networks reportable segment:
(i) Mobile Access (comprises Mobile Networks and Global Services
operating segments), (ii) Fixed Access (comprises Fixed Networks
operating segment), (iii) IP Routing (comprises part of IP/Optical
Networks operating segment) and (iv) Optical Networks (comprises
part of IP/Optical Networks operating segment).
The President and CEO is the chief operating decision-maker
and monitors the operating results of operating and reportable
segments for the purpose of assessing performance and making
decisions about resource allocation. Key financial performance
measures of the segments include primarily net sales and segment
operating profit. The evaluation of segment performance and
allocation of resources is based on segment operating profit(1).
Accounting policies of the segments are the same as those
described in Note 2, Significant accounting policies. Inter-segment
revenues and transfers are accounted for as if the revenues were
to third parties, that is, at current market prices. Certain costs
and revenue adjustments are not allocated to the segments(1).
Segment descriptions
Networks
Networks comprises Mobile Networks, Global Services,
Fixed Networks and IP/Optical Networks operating segments.
The Mobile Networks operating segment focuses on mobile radio
including macro radio, small cells and cloud-native radio solutions
for communication service providers and enterprises.
The Global Services operating segment provides a wide range
of professional services with multi-vendor capabilities, covering
network planning and optimization, network implementation,
systems integration as well as company-wide managed services.
The Fixed Networks operating segment provides copper and fiber
access products, solutions and services. The portfolio allows for
a customized combination of technologies that brings fiber to
the most economical point for the customer.
The IP/Optical Networks operating segment provides IP routing
and optical transport systems, each with its own software and
services to build high-capacity network infrastructure for the
internet and global connectivity.
Nokia Software
The Nokia Software operating segment offers the cloud core
software portfolio in addition to software applications spanning
customer experience management, network operations and
management, communications and collaboration, policy and
charging, as well as cloud, IoT, security, and analytics platforms
that enable digital services providers and enterprises to accelerate
innovation, monetize services, and optimize their customer
experience.
Nokia Technologies
The Nokia Technologies operating segment, building on decades
of innovation and R&D leadership in technologies used in virtually
all mobile devices used today, is expanding Nokia patent licensing
business, reintroducing the Nokia brand to smartphones through
brand licensing, and establishing a technology licensing business.
The majority of net sales and related costs and expenses
attributable to licensing and patenting the patent portfolio is
recorded in Nokia Technologies, while each reportable segment
separately records its own research and development expenses.
Group Common and Other
Group Common and Other includes Alcatel-Lucent Submarine
Networks and Radio Frequency Systems, both of which are
managed as separate entities. In addition, Group Common and
Other includes Nokia Bell Labs’ operating expenses, as well as
certain corporate-level and centrally managed operating expenses.
(1) Segment results exclude costs related to the acquisition of Alcatel-Lucent and related
integration, goodwill impairment charges, intangible asset amortization and other
purchase price fair value adjustments, restructuring and associated charges and certain
other items.
Segment information
EURm
Continuing operations
2020
Net sales to external customers
Net sales to other segments
Depreciation and amortization
Goodwill impairment
Operating profit/(loss)
Share of results of associated companies
and joint ventures
2019
Net sales to external customers
Net sales to other segments
Depreciation and amortization
Operating profit/(loss)
Share of results of associated companies
and joint ventures
2018
Net sales to external customers
Net sales to other segments
Depreciation and amortization
Operating profit/(loss)
Share of results of associated companies
and joint ventures
Networks(1)
Software Technologies
and Other Eliminations
total
Total
Nokia
Nokia
Group Common
Segment
Unallocated
items(2)
16 847
5
(557)
–
935
2 656
–
(81)
–
507
1 388
14
(32)
–
1 164
963
19
(55)
–
(525)
–
(38)
–
–
–
21 854
–
(725)
–
2 081
(2)
–
(407)
(200)
(1 196)
21 852
–
(1 132)
(200)
885
25
–
1
(4)
–
22
–
22
18 207
2
(566)
665
2 767
–
(85)
589
1 473
14
(31)
1 239
897
55
(54)
(490)
–
(71)
–
–
23 344
–
(736)
2 003
(29)
–
(924)
(1 518)
23 315
–
(1 660)
485
12
–
–
–
–
12
–
12
17 403
1
(383)
773
2 713
–
(65)
450
1 486
15
(21)
1 203
978
47
(46)
(246)
–
(63)
–
–
22 580
–
(515)
2 180
(17)
–
(940)
(2 239)
22 563
–
(1 455)
(59)
12
–
–
–
–
12
–
12
(1)
Includes Mobile Access net sales of EUR 10 630 million (EUR 11 655 million in 2019 and EUR 11 273 million in 2018), Fixed Access net sales of EUR 1 759 million (EUR 1 881 million in 2019
and EUR 1 980 million in 2018), IP Routing net sales of EUR 2 768 million (EUR 2 921 million in 2019 and EUR 2 545 million in 2018) and Optical Networks net sales of EUR 1 695 million
(EUR 1 752 million in 2019 and EUR 1 606 million in 2018).
(2) Comprises costs related to the acquisition of Alcatel-Lucent and related integration, goodwill impairment charges, intangible asset amortization and other purchase price fair value
adjustments, restructuring and associated charges and certain other items.
Reconciliation of total segment operating profit to total operating profit/(loss)
EURm
Total segment operating profit
Restructuring and associated charges
Amortization and depreciation of acquired intangible assets and property, plant and equipment
Impairment of assets, net of impairment reversals
Gain on defined benefit plan amendment
Transaction and related costs, including integration costs
Release of acquisition-related fair value adjustments to deferred revenue and inventory
Divestment of businesses
Product portfolio strategy costs
Operating model integration
Fair value changes of legacy IPR fund
Other
Total operating profit/(loss)
2020
2 081
(651)
(407)
(241)
90
11
(2)
(2)
–
–
–
6
885
2019
2 003
(502)
(924)
(29)
168
(48)
(6)
(2)
(163)
(12)
–
–
485
2018
2 180
(321)
(940)
(48)
–
(220)
(16)
(39)
(583)
–
(57)
(15)
(59)
142
170
NOKIA IN 2020
NOKIA IN 2020
171
143
Financial statements
Notes to consolidated financial statements continued
Information by geographies
Net sales to external customers and non-current assets by country
EURm
Finland(3)
United States
France
India
China
Other
Total
2020
1 480
6 751
1 444
944
906
10 327
21 852
Net sales(1)
2019
1 552
6 609
1 229
1 348
1 506
11 071
23 315
2018
1 556
6 204
1 179
1 629
1 754
10 241
22 563
Non-current assets(2)
2020
2019
1 382
1 477
4 843
5 505
1 857
1 997
170
178
346
400
1 017
1 167
9 615 10 724
(1) Net sales to external customers by country are based on the location of the customer.
(2) Consists of goodwill and other intangible assets, property, plant and equipment and right-of-use assets.
(3) All Nokia Technologies IPR and licensing net sales are allocated to Finland.
No single customer represents 10% or more of revenues.
6. Discontinued operations
Discontinued operations include the continuing financial effects of the HERE business and the D&S business. The Group sold its HERE
digital mapping and location services business to a German automotive industry consortium comprised of AUDI AG, BMW Group and
Daimler AG in a transaction that was completed on December 4, 2015. The Group sold substantially all of its Devices & Services business
to Microsoft in a transaction that was completed on April 25, 2014. The timing and amount of financial effects are largely dependent
upon external factors such as final outcomes of uncertain tax positions.
Results of discontinued operations
EURm
Net sales
Cost of sales
Gross profit
Research and development expenses
Selling, general and administrative expenses
Other operating income and expenses
Operating profit/(loss)
Financial income and expenses
(Loss)/profit before tax
Income tax benefit/(expense)
(Loss)/profit for the year, ordinary activities(1)
Gain on the sale, net of tax(2)
(Loss)/profit for the year
2020
–
–
–
–
(2)
2
–
(4)
(4)
1
(3)
–
(3)
2019
–
–
–
–
(6)
(1)
(7)
(5)
(12)
(1)
(13)
6
(7)
2018
–
–
–
–
(9)
17
8
81
89
125
214
–
214
(1)
(2)
In 2018, the results of discontinued operations mostly relate to a resolution reached in the tax dispute concerning the applicability of withholding tax in respect of payments by Nokia India
Private Limited to Nokia Corporation for the supply of operating software in D&S business as well as a release of uncertain tax positions related to HERE business.
In 2019, an addition of EUR 7 million to and a deduction of EUR 1 million from gain on the sale were recognized related to D&S business and HERE business, respectively, due to tax indemnification.
Cash flows from discontinued operations
EURm
Net cash from operating activities
Net cash from investing activities
Net cash flow for the period
2020
6
7
13
2019
(7)
9
2
2018
(33)
10
(23)
7. Revenue recognition
Management has determined that the Group’s geographic areas depict how the nature, amount, timing and uncertainty of revenue and
cash flows are affected by economic factors. The Group’s primary customer base consists of companies that operate on a country-specific
or a regional basis. Although the Group’s technology cycle is similar around the world, different countries and regions are inherently in
a different stage of that cycle, often influenced by macroeconomic conditions specific to those countries and regions.
Each reportable segment, as described in Note 5, Segment information, consists of customers that operate in all geographic areas.
No reportable segment has a specific revenue concentration in any geographic area other than Nokia Technologies, which is included
within Europe.
Net sales to external customers by region(1)
EURm
Asia Pacific
Europe
Greater China
Latin America
Middle East & Africa
North America
Total
2020
3 847
6 620
1 376
995
1 893
7 121
2019
4 556
6 620
1 843
1 472
1 876
6 948
2018
4 081
6 489
2 165
1 380
1 874
6 574
21 852
23 315
22 563
(1) Net sales to external customers by region are based on the location of the customer.
Contract assets and contract liabilities
Contract asset balances decrease upon reclassification to trade receivables when the Group’s right to payment becomes unconditional.
Contract liability balances decrease when the Group satisfies the related performance obligations and revenue is recognized. There were
no material cumulative adjustments to revenue recognized arising from changes in transaction prices, changes in measures of progress
or changes in estimated variable consideration.
During the year, the Group recognized EUR 2.1 billion (EUR 1.9 billion in 2019) of revenue that was included in the current contract liability
balance at the beginning of the period.
Order backlog
As of December 31, 2020, the aggregate amount of the transaction price allocated to partially or wholly unsatisfied performance
obligations arising from fixed contractual commitments amounted to EUR 16.6 billion (EUR 18.8 billion in 2019). Management has
estimated that these unsatisfied performance obligations will be recognized as revenue as follows:
Within 1 year
2-3 years
More than 3 years
Total
2020
68%
31%
1%
2019
69%
27%
4%
100%
100%
The estimated timing of the satisfaction of these performance obligations is subject to change owing to factors beyond the Group’s
control such as customer and network demand, market conditions and, in some cases, restrictions imposed by the weather or other
factors impacting project logistics. Revenue recognized in the reporting period from performance obligations satisfied (or partially
satisfied) in previous periods (for example, due to changes in transaction price) was not material.
Completed Contracts
In April 2014, the Group entered into an agreement to license certain technology patents and patent applications owned by the Group
on the effective date of that agreement, on a non-exclusive basis, to a licensee, for a period of 10 years (the “License Agreement”).
Contemporaneously and under the terms of the License Agreement, the Group issued to the licensee an option to extend the technology
patent license for the remaining life of the licensed patents. The Group received all cash consideration due for the sale of the 10-year
license and option upon closing of the License Agreement. Management has determined that, upon transition to IFRS 15, Revenue from
Contracts with Customers, the License Agreement is a completed contract. As such, in accordance with the transition requirements of
the standard, the Group continues to apply its prior revenue accounting policies, based on IAS 18, Revenue, and related interpretations,
to the License Agreement. Under those policies, the Group is recognizing revenue over the term of the License Agreement.
As of December 31, 2020, the balance of deferred revenue related to the License Agreement of EUR 515 million (EUR 670 million in
2019), recognized in deferred revenue in the consolidated statement of financial position, is expected to be recognized as revenue
through 2024.
144
172
NOKIA IN 2020
NOKIA IN 2020
173
145
Financial statements
Notes to consolidated financial statements continued
8. Expenses by nature
EURm
Continuing operations
Personnel expenses(1)
Cost of material
Project subcontracting and other customer contract expenses
Depreciation and amortization
IT services
Impairment charges
Other
Total operating expenses(2)
2020
2019
2018
7 310
6 016
4 887
1 132
343
241
1 188
7 360
8 148
4 003
1 660
362
38
1 496
8 029
7 544
3 782
1 455
491
55
1 533
21 117
23 067
22 889
(1) The comparative amounts for 2019 and 2018 have been adjusted to reflect a revised amount of restructuring expenses. Refer to Note 9, Personnel expenses.
(2) In 2020, the Group reclassified certain items of income and expenses from other operating income and expenses to the functions. The comparative amounts for 2019 and 2018 have been
recast accordingly. Refer to Note 2, Significant accounting policies.
Operating expenses include government grant income and R&D tax credits of EUR 98 million (EUR 83 million in 2019 and EUR 124 million in
2018) most of which have been recognized in the consolidated income statement as a deduction against research and development expenses.
Restructuring charges by function(1)
EURm
Cost of sales
Research and development expenses
Selling, general and administrative expenses
Total restructuring charges
(1) Restructuring charges include defined benefit plan curtailment income and expenses.
9. Personnel expenses
EURm
Continuing operations
Salaries and wages(1)(2)
Share-based payment expense(3)
Pension and other post-employment benefit expense, net(4)
Social security costs(1)
Total
2020
245
189
67
501
2019
227
105
117
449
2018
115
119
77
311
2020
2019
2018
6 055
76
362
817
7 310
6 094
77
242
947
7 360
6 517
62
465
985
8 029
(1) The comparative amounts for salaries and wages and social security expenses have been adjusted by EUR 141 million and EUR 28 million, respectively, in 2019, and by EUR 161 million and
EUR 33 million, respectively, in 2018, to reflect a revised amount of restructuring expenses.
(2) Includes termination benefits.
(3) Presented net of related social costs, refer to Note 26, Share-based payments. Includes EUR 76 million (EUR 77 million in 2019 and EUR 62 million in 2018) for equity-settled awards.
(4)
Includes net gain on pension plan amendments, curtailments and settlements of EUR 58 million (EUR 131 million net gain in 2019 and net loss of EUR 52 million in 2018).
The average number of employees is 92 039 (98 322 in 2019 and 103 083 in 2018).
10. Other operating income and expenses
EURm
Continuing operations
Other operating income(1)
Gains from unlisted venture funds
Foreign exchange gain on hedging forecasted sales and purchases, net
Profit on sale of property, plant and equipment
Subsidies and government grants
Change in the loss allowance and impairment losses on trade receivables, net
Other
Total
Other operating expenses(1)
Goodwill impairment
Change in the loss allowance and impairment losses on trade receivables, net
Losses and expenses related to unlisted venture funds
Retirements and loss on sale of property, plant and equipment
Changes in provisions
Foreign exchange loss on hedging forecasted sales and purchases, net
Other
Total
2020
2019
2018
80
5
3
3
–
59
87
–
18
8
28
96
150
237
(200)
(171)
(19)
(10)
(5)
–
(68)
(473)
–
–
(36)
(27)
(47)
(88)
(67)
(265)
162
–
21
8
–
76
267
–
(45)
(118)
(52)
(13)
(27)
(57)
(312)
(1) In 2020, the Group reclassified certain items of income and expenses from other operating income and expenses to the functions. The comparative amounts for 2019 and 2018 have been
recast accordingly. Refer to Note 2, Significant accounting policies.
11. Financial income and expenses
EURm
Continuing operations
Financial income
Interest income on financial investments
Interest income on financing components of other contracts
Other financial income(1)
Total
Financial expenses
Interest expense on interest-bearing liabilities
Interest expense on financing components of other contracts(2)
Interest expense on lease liabilities(3)
Net interest expense on defined benefit plans
Net fair value losses on investments at fair value through profit and loss
Net fair value losses on hedged items under fair value hedge accounting
Net fair value gains on hedging instruments under fair value hedge accounting
Net foreign exchange losses
Other financial expenses(4)(5)
Total
2020
2019
2018
21
38
97
156
(127)
(83)
(25)
–
–
(122)
118
(8)
(73)
(320)
31
42
92
165
(99)
(172)
(28)
(9)
(2)
(133)
141
(106)
(98)
(506)
39
37
9
85
(105)
(162)
–
(15)
(1)
(7)
9
(100)
(17)
(398)
(1)
In 2020, includes income of EUR 79 million (EUR 64 million in 2019) due to a change in the fair value of the financial liability related to Nokia Shanghai Bell, refer to Note 33, Significant partly-
owned subsidiaries.
In 2020, includes an interest expense of EUR 31 million (EUR 94 million in 2019 and EUR 66 million in 2018) related to the sale of receivables.
Interest expense on lease liabilities is presented in financial income and expenses as a result of the adoption of IFRS 16, Leases, in the beginning of 2019.
In 2020, includes an increase in loss allowance of EUR 58 million related to loans extended to an emerging market customer. Refer to Note 37, Subsequent events.
(2)
(3)
(4)
(5) In 2019, includes an impairment of EUR 64 million related to a loan extended to certain emerging market customer recognized upon contract exit.
146
174
NOKIA IN 2020
NOKIA IN 2020
175
147
Financial statements
Notes to consolidated financial statements continued
12. Income taxes
Components of the income tax expense
EURm
Continuing operations
Current tax
Deferred tax
Total
2020
2019
2018
(295)
(2 961)
(3 256)
(367)
229
(138)
(530)
341
(189)
Income tax reconciliation
Reconciliation of the difference between income tax computed at the statutory rate in Finland of 20% and income tax recognized in the
consolidated income statement:
EURm
Income tax (expense)/benefit at statutory rate
Permanent differences
Non-creditable withholding taxes
Income taxes for prior years
Effect of different tax rates of subsidiaries operating in other jurisdictions
Effect of deferred tax assets not recognized(1)
Benefit arising from previously unrecognized deferred tax assets
Net increase in uncertain tax positions
Change in income tax rates
Income taxes on undistributed earnings
Other
Total
2020
(149)
90
(37)
26
(39)
(3 202)
105
(12)
(12)
(26)
–
(3 256)
2019
(31)
53
(31)
(13)
(8)
(99)
29
(6)
(30)
(2)
–
(138)
2018
72
(22)
(24)
26
(18)
(205)
46
(43)
(45)
26
(2)
(189)
(1)
In 2020, includes a derecognition of deferred tax assets related to Finland and in 2018 relates primarily to foreign withholding tax credits in Finland.
Income tax liabilities and assets include a net EUR 149 million liability (EUR 154 million in 2019) relating to uncertain tax positions with
inherently uncertain timing of cash outflows.
Prior period income tax returns for certain Group companies are under examination by local tax authorities. The Group has ongoing
tax investigations in various jurisdictions, including the United States, Canada, India, Brazil and South Korea. The Group’s business and
investments, especially in emerging market countries, may be subject to uncertainties, including unfavorable or unpredictable tax
treatment. Management judgment and a degree of estimation are required in determining the tax expense or benefit. Even though
management does not expect that any significant additional taxes in excess of those already provided for will arise as a result of these
examinations, the outcome or actual cost of settlement may vary materially from estimates.
Deferred tax assets and liabilities
EURm
Tax losses carried forward and unused tax credits(1)
Undistributed earnings
Intangible assets and property, plant and equipment(1)
Right-of-use assets
Defined benefit pension assets
Other non-current assets
Inventories
Other current assets
Lease liabilities
Defined benefit pension and other post-employment liabilities
Other non-current liabilities
Provisions
Other current liabilities
Other temporary differences
Total before netting
Netting of deferred tax assets and liabilities
Total after netting
3 653
(1 831)
1 822
Deferred
2020
Deferred
Deferred
2019
Deferred
tax assets tax liabilities Net balance tax assets tax liabilities Net balance
720
–
1 020
–
3
27
120
98
164
1 045
–
251
200
5
–
(104)
(291)
(197)
(1 233)
(40)
(8)
(46)
(3)
(7)
–
(86)
(63)
(13)
(2 091)
1 831
(260)
1 301
–
3 257
2
55
62
216
164
220
1 006
32
213
182
99
6 809
(1 685)
–
(83)
(279)
(221)
(1 150)
(53)
(24)
(32)
–
(29)
–
(51)
(126)
(27)
(2 075)
1 685
4 734
–
5 124
(390)
4 734
1 562
–
1 562
Movements in the net deferred tax balance during the year:
EURm
As of January 1
Adoption of new IFRS standards(1)
Recognized in income statement, continuing operations
Recognized in income statement, discontinued operations
Recognized in other comprehensive income
Recognized in equity
Acquisitions through business combinations and disposals
Translation differences
As of December 31
2020
4 734
–
(2 961)
1
(115)
2
4
(103)
1 562
2019
4 561
(1)
229
–
(84)
(7)
–
36
4 734
2018
4 169
19
341
29
(57)
6
–
54
4 561
(1) In 2019, adoption of IFRS 16, Leases. In 2018, adoption of IFRS 9, Financial Instruments, and IFRS 15, Revenue from Contracts with Customers.
Amount of temporary differences, tax losses carried forward and tax credits for which no deferred tax asset was recognized due to
uncertainty of utilization:
EURm
Temporary differences
Tax losses carried forward
Tax credits
Total
2020
14 258
19 021
341
33 620
2019
1 716
18 609
101
20 426
The Group continually evaluates the probability of utilizing its deferred tax assets and considers both favorable and unfavorable factors
in its assessment. Deferred tax assets are recognized to the extent it is probable that future taxable profit will be available against which
the unused tax losses, unused tax credits and deductible temporary differences can be utilized in the relevant jurisdictions. A significant
portion of the Group's recognized deferred tax assets relate to unused tax losses, tax credits and deductible temporary differences in
the United States which amounted of EUR 753 million as of December 31, 2020 (EUR 1 076 million in 2019). The Group has an established
pattern of sufficient tax profitability to conclude that it is probable that the Group will be able to utilize the deferred tax assets in the
United States.
At December 31, 2020, the Group has concluded based on its assessment that it is not probable that it will be able to utilize the
unused tax losses, unused tax credits and deductible temporary differences in Finland in the foreseeable future. This assessment
was done primarily based on the historical performance. Consequently, the Group derecognized EUR 2 918 million deferred tax assets
related to Finland. The recent years’ cumulative profitability in Finland, excluding certain integration costs related to the acquisition of
Alcatel-Lucent, is changing from a cumulative profit position to a cumulative loss position based on the assessment made at the end
of 2020. When an entity has a history of recent losses in a certain jurisdiction, the entity recognizes a deferred tax asset arising from
unused losses or tax credits only to the extent the entity has sufficient taxable temporary differences or there is convincing other
evidence that sufficient tax profit will be available against which the unused tax losses or unused tax credits can be utilized in the future.
Positive evidence of future taxable profits may be assigned less weight in assessing the appropriateness of recording a deferred tax asset
when there is other unfavorable evidence such as cumulative losses, which are considered strong evidence that future taxable profits
may not be available. The Group continues to assess the realizability of deferred tax assets including in particular its actual profit record
in upcoming periods and may re-recognize deferred tax assets related to Finland if pattern of tax profitability is re-established.
The majority of the unrecognized temporary differences, tax losses and tax credits, relate to France and Finland. Based on the pattern
of losses in the past years in France and cumulative profitability as of the end of 2020 in Finland, and in the absence of convincing
other evidence of sufficient taxable profit in the future years, it is uncertain whether these deferred tax assets can be utilized in the
foreseeable future. A significant portion of the French unrecognized deferred tax assets are indefinite in nature and available against
future French tax liabilities, subject to a limitation of 50% of annual taxable profits. The majority of Finnish unrecognized deferred tax
assets are not subject to expiry and are available against future Finnish tax liabilities.
.
(1) The decrease in deferred tax assets in 2020 compared to 2019 is primarily related to derecognition of deferred tax assets in Finland.
148
176
NOKIA IN 2020
NOKIA IN 2020
177
149
Financial statements
Notes to consolidated financial statements continued
Expiry of tax losses carried forward and unused tax credits:
EURm
Tax losses carried forward
Within 10 years
Thereafter
No expiry
Total
Tax credits
Within 10 years
Thereafter
No expiry
Total
Recognized Unrecognized
Total Recognized Unrecognized
Total
2020
2019
163
7
1 810
1 980
29
36
206
271
2 364
–
16 657
19 021
2 527
7
18 467
21 001
2 181
–
1 728
3 909
1 609
6
16 994
3 790
6
18 722
18 609
22 518
326
2
13
341
355
38
219
612
251
237
13
501
88
2
11
101
339
239
24
602
The Group has undistributed earnings of EUR 645 million (EUR 1 104 million in 2019) for which a deferred tax liability has not been
recognized as these earnings will not be distributed in the foreseeable future.
13. Earnings per share
Profit or loss attributable to equity holders of the parent
Continuing operations
Discontinued operations
(Loss)/profit for the year
Weighted average number of shares outstanding
Effect of potentially dilutive shares
Performance shares
Restricted shares and other
Stock options
Total effect of potentially dilutive shares
Adjusted weighted average number of shares
Earnings per share
Basic earnings per share
Continuing operations
Discontinued operations
(Loss)/profit for the year
Diluted earnings per share
Continuing operations
Discontinued operations
(Loss)/profit for the year
14. Intangible assets
EURm
Acquisition cost as of January 1, 2019
Translation differences
Additions
Disposals and retirements
Acquisition cost as of December 31, 2019
Accumulated amortization and impairment charges as of January 1, 2019
Translation differences
Impairment charges
Disposals and retirements
Amortization
Accumulated amortization and impairment charges as of December 31, 2019
Net book value as of January 1, 2019
Net book value as of December 31, 2019
Acquisition cost as of January 1, 2020
Translation differences
Additions
Acquisitions through business combinations(1)
Disposals and retirements
Acquisition cost as of December 31, 2020
Accumulated amortization and impairment charges as of January 1, 2020
Translation differences
Impairment charges
Disposals and retirements
Amortization
Accumulated amortization and impairment charges as of December 31, 2020
Net book value as of January 1, 2020
Net book value as of December 31, 2020
(1) The Group acquired 100% ownership interest in Elenion Technologies. Goodwill was allocated to the IP/Optical Networks operating segment.
Goodwill
6 360
75
–
–
6 435
(908)
–
–
–
–
(908)
5 452
5 527
6 435
(331)
–
78
–
6 182
(908)
–
(200)
–
–
(1 108)
5 527
5 074
Other
9 424
82
52
(92)
9 466
(6 071)
(41)
(12)
71
(984)
(7 037)
3 353
2 429
9 466
(359)
39
72
(31)
9 187
(7 037)
256
(9)
28
(472)
(7 234)
2 429
1 953
2020
1 401
232
155
90
75
1 953
Total
15 784
157
52
(92)
15 901
(6 979)
(41)
(12)
71
(984)
(7 945)
8 805
7 956
15 901
(690)
39
150
(31)
15 369
(7 945)
256
(209)
28
(472)
(8 342)
7 956
7 027
2019
1 788
264
160
145
72
2 429
2020
EURm
2019
EURm
2018
EURm
(2 520)
(3)
(2 523)
000s shares
5 612 418
14
(7)
7
000s shares
5 599 912
(554)
214
(340)
000s shares
5 588 020
19 780
3 884
–
23 664
24 072
2 390
1
26 463
20 577
3 656
224
24 457
5 636 082
5 626 375
5 612 477
EUR
EUR
EUR
Net book value of other intangible assets by type of asset(1):
(0.45)
0.00
(0.45)
(0.45)
0.00
(0.45)
0.00
0.00
0.00
0.00
0.00
0.00
(0.10)
0.04
(0.06)
(0.10)
0.04
(0.06)
EURm
Customer relationships
Patents and licenses
Technologies and IPR&D
Tradenames and trademarks
Other
Total
Basic earnings per share is calculated by dividing the profit or loss attributable to equity holders of the parent by the weighted average
number of shares outstanding during the year. Diluted earnings per share is calculated by adjusting the profit or loss attributable to equity
holders of the parent, and the weighted average number of shares outstanding, for the effects of all dilutive potential ordinary shares.
Potential ordinary shares are excluded from the calculation of diluted earnings per share when they are determined to be antidilutive.
In 2020 and 2018, the effect of potentially dilutive shares was excluded from the calculation of diluted earnings per share as it was
determined to be antidilutive due to the loss from continuing operations.
(1) The largest movements are due to amortization and translation differences, with the exception of Technologies and IPR&D, which increased due to acquired technology of EUR 72 million
in 2020.
As of December 31, 2020, the weighted average for the remaining amortization periods is approximately five years for customer
relationships, six years for patents and licenses, three years for technologies and IPR&D, two years for tradenames and trademarks
and one year for other.
150
178
NOKIA IN 2020
NOKIA IN 2020
179
151
Financial statements
Notes to consolidated financial statements continued
15. Property, plant and equipment
EURm
Acquisition cost as of January 1, 2019
Translation differences
Additions
Reclassifications
Disposals and retirements
Acquisition cost as of December 31, 2019
Accumulated depreciation as of January 1, 2019
Translation differences
Impairment charges
Disposals and retirements
Depreciation
Accumulated depreciation as of December 31, 2019
Net book value as of January 1, 2019
Net book value as of December 31, 2019
Acquisition cost as of January 1, 2020
Translation differences
Additions
Acquisitions through business combinations
Reclassifications
Disposals and retirements
Acquisition cost as of December 31, 2020
Accumulated depreciation as of January 1, 2020
Translation differences
Disposals and retirements
Depreciation
Accumulated depreciation as of December 31, 2020
Net book value as of January 1, 2020
Net book value as of December 31, 2020
Land, buildings and Machinery, equipment
and other
2 863
22
339
62
(268)
constructions
1 219
17
63
28
(60)
Assets under
construction
91
–
143
(90)
(1)
1 267
(386)
(8)
–
33
(90)
(451)
833
816
1 267
(63)
36
–
61
(36)
1 265
(451)
33
22
(86)
(482)
816
783
3 018
(1 997)
(16)
(4)
257
(361)
(2 121)
866
897
3 018
(102)
290
2
64
(137)
3 135
(2 121)
72
128
(351)
(2 272)
897
863
143
–
–
–
–
–
–
91
143
143
(4)
123
–
(125)
–
137
–
–
–
–
–
143
137
Total
4 173
39
545
–
(329)
4 428
(2 383)
(24)
(4)
290
(451)
(2 572)
1 790
1 856
4 428
(169)
449
2
–
(173)
4 537
(2 572)
105
150
(437)
(2 754)
1 856
1 783
16. Leases
Right-of-use assets
Right-of-use assets represent the Group’s right to use the underlying leased assets.
EURm
Acquisition cost as of January 1, 2019
Net additions(1)
Acquisition cost as of December 31, 2019
Accumulated depreciation as of January 1, 2019
Impairment charges
Depreciation
Accumulated depreciation as of December 31, 2019
Net book value as of January 1, 2019
Net book value as of December 31, 2019
Acquisition cost as of January 1, 2020
Net additions(1)
Retirements
Acquisition cost as of December 31, 2020
Accumulated depreciation as of January 1, 2020
Impairment charges
Retirements
Depreciation
Accumulated depreciation as of December 31, 2020
Net book value as of January 1, 2020
Net book value as of December 31, 2020
(1) Net additions comprise new lease contracts as well as modifications and remeasurements of existing lease contracts.
Amounts recognized in the income statement
EURm
Depreciation expense of right-of-use assets
Expenses relating to short-term leases
Interest expense on lease liabilities
Income from subleasing leasehold and freehold properties(1)
Gains arising from sale and leaseback transactions
Total recognized in the income statement(2)
Buildings
898
150
1 048
–
(32)
(177)
(209)
898
839
1 048
89
(31)
1 106
(209)
(32)
31
(176)
(386)
839
720
Other
77
44
121
–
–
(48)
(48)
77
73
121
59
–
180
(48)
–
–
(47)
(95)
73
85
2020
(223)
(22)
(25)
4
–
(266)
Total
975
194
1 169
–
(32)
(225)
(257)
975
912
1 169
148
(31)
1 286
(257)
(32)
31
(223)
(481)
912
805
2019
(225)
(26)
(28)
9
9
(261)
(1) Sublease income comprises rent income from operating subleases and financial income on the net investment in the lease related to finance subleases.
(2) Total recognized in the income statement excludes impairment of right-of-use assets, which is presented in Note 17, Impairment, and deferred taxes discussed in Note 12, Income taxes.
Amounts reported in the statement of cash flows
EURm
Payment of principal portion of lease liabilities
Interest portion of lease liabilities
Total cash outflow for leases
2020
(234)
(25)
(259)
2019
(221)
(28)
(249)
The maturity analysis for lease liabilities is presented in Note 36, Financial risk management. Commitments related to future lease
contracts are presented in Note 30, Commitments, contingencies and legal proceedings.
152
180
NOKIA IN 2020
NOKIA IN 2020
181
153
Financial statements
Notes to consolidated financial statements continued
17. Impairment
Goodwill
The Group has allocated goodwill to the operating segments corresponding to groups of cash-generating units (CGUs) that are expected
to benefit from goodwill in line with the Group’s operational and reporting structure. Refer to Note 5, Segment information.
Allocation of goodwill
The following table presents the allocation of goodwill to groups of CGUs as of December 31:
18. Inventories
EURm
Raw materials and semi-finished goods
Finished goods
Contract work in progress
Total
2020
552
940
750
2 242
2019(1)
636
1 258
1 042
2 936
EURm
Mobile Networks
Fixed Networks
Global Services
IP/Optical Networks
Nokia Software
2020
729
609
958
1 865
914
2019
776
856
1 020
1 914
961
Recoverable amounts
The recoverable amounts of the groups of CGUs were based on fair value less costs of disposal that was determined using a level 3 fair
value measurement based on a discounted cash flow calculation. The cash flow projections used in calculating the recoverable amounts
were based on financial plans approved by management covering an explicit forecast period of three years.
Seven additional years of cash flow projections subsequent to the explicit forecast period reflect a gradual progression towards the
steady state cash flow projections modeled in the terminal year. The terminal growth rate assumptions reflect long-term average growth
rates for the industries and economies in which the groups of CGUs operate. The discount rates reflect current assessments of the time
value of money and relevant market risk premiums reflecting risks and uncertainties for which the future cash flow estimates have not
been adjusted. Other key variables in future cash flow projections include assumptions on estimated sales growth, gross margin and
operating margin. All cash flow projections are consistent with market participant assumptions.
Terminal growth rate and post-tax discount rate applied in the impairment test for the groups of CGUs:
Key assumption %
Mobile Networks
Fixed Networks
Global Services
IP/Optical Networks
Nokia Software
2020
2019
2020
2019
Terminal growth rate
Post-tax discount rate
1.2
0.8
1.1
1.4
1.5
1.1
1.1
0.9
1.4
1.5
8.0
7.4
7.6
7.9
7.0
8.4
7.6
8.0
8.2
7.6
Based on the long-range plan prepared in the fourth quarter of 2020, the Group conducted an impairment test and concluded that the
carrying amount exceeded the recoverable amount for its Fixed Networks group of CGUs. As a result, the Group recorded a non-cash
impairment charge of EUR 200 million within other operating expenses to reduce the goodwill within its Fixed Networks operating segment.
The results of the impairment test indicate adequate headroom for other groups of CGUs.
Impairment charges by asset category
EURm
Goodwill
Other intangible assets
Property, plant and equipment
Right-of-use assets(1)
Investments in associated companies and joint ventures
Financial assets
Total
2020
200
9
–
32
4
1
246
2019
–
12
4
20
2
64
102
2018
–
16
39
–
–
–
55
(1) The Group adopted IFRS 16, Leases, on January 1, 2019. In 2019, a EUR 20 million impairment charge is presented net of onerous lease contract provision releases.
In 2020, the Group recognized an impairment charge of EUR 200 million related to the goodwill held within the Fixed Networks operating
segment.
In 2019, upon contract exit the Group recognized an impairment charge of EUR 64 million related to loans extended to a certain emerging
market customer. Other impairments recorded by the Group in 2020, 2019 and 2018 are immaterial.
(1) The Group has changed the classification of inventories from previous presentation to better reflect the nature of the inventories.
The cost of inventories recognized as an expense during the year and included in the cost of sales is EUR 6 115 million (EUR 8 181 million
in 2019 and EUR 7 569 million in 2018).
Movements in allowances for excess and obsolete inventory for the years ended December 31:
EURm
As of January 1
Charged to income statement
Deductions(1)
As of December 31
(1) Deductions include utilization and releases of allowances.
19. Prepaid expenses and accrued income
Non-current
EURm
R&D tax credits and other indirect tax receivables
Deposits
Other
Total
Current
EURm
R&D tax credits, VAT and other indirect tax receivables
Divestment-related receivables
Deposits
Other
Total
2020
505
71
(96)
480
2019
521
83
(99)
505
2018
432
153
(64)
521
2020
129
47
41
217
2020
483
23
19
325
850
2019
156
58
78
292
2019
543
33
20
312
908
154
182
NOKIA IN 2020
NOKIA IN 2020
183
155
Financial statements
Notes to consolidated financial statements continued
20. Shares of the Parent Company
21. Translation differences, fair value and other reserves
Shares and share capital
Parent Company has one class of shares. Each share entitles the holder to one vote at general meetings. The shares have no par value
nor is there a minimum or maximum share capital or number of shares under the Articles of Association of Nokia Corporation. As of
December 31, 2020, the share capital amounted to EUR 245 896 461.96 (EUR 245 896 461.96 in 2019) and consisted of 5 653 886 159
(5 640 536 159 in 2019) issued and fully paid shares.
Treasury shares
As of December 31, 2020, the number of Parent Company shares held by the Group companies was 36 389 799 (34 954 869 in 2019)
representing 0.6% (0.6% in 2019) of the share capital and total voting rights.
In 2020, under the authorization held by the Board of Directors, the Parent Company issued 13 350 000 new shares without
consideration to itself to fulfill the company’s obligation under the Nokia Equity Programs.
In 2020, under the authorization held by the Board of Directors, the Parent Company issued 11 915 070 treasury shares to employees,
including certain members of the Group Leadership Team, as settlement under Parent Company equity-based incentive plans and the
employee share purchase plan. The shares were issued without consideration and in accordance with the rules of the plans.
Reconciliation of the number of shares outstanding at the beginning and at the end of the period
Number of shares 000s
As of January 1
Settlement of share-based payments
Stock options exercised
As of December 31
2020
5 605 581
11 915
–
2019
5 593 162
12 396
23
2018
5 579 517
13 221
424
5 617 496
5 605 581
5 593 162
Authorizations given to the Board of Directors
Authorization to issue shares and special rights entitling to shares
At the Annual General Meeting held on May 27, 2020, the shareholders authorized the Board of Directors to issue a maximum of
550 million shares through one or more issues of shares or special rights entitling to shares. The Board of Directors is authorized to issue
either new shares or shares held by the Parent Company. The authorization included the right for the Board of Directors to resolve on all
the terms and conditions of such share and special rights issuances, including issuance in deviation from the shareholders’ pre-emptive
rights. The authorization may be used to develop the Parent Company’s capital structure, diversify the shareholder base, finance or carry
out acquisitions or other arrangements, settle the Parent Company’s equity-based incentive plans, or for other purposes resolved by the
Board of Directors. The authorization is effective until October 7, 2021, and terminated the previous authorizations to issue shares and
special rights entitling to shares.
Authorization to repurchase shares
At the Annual General Meeting held on May 27, 2020, the shareholders authorized the Board of Directors to repurchase a maximum
of 550 million shares. The amount corresponds to less than 10% of the total number of Parent Company’s shares. Shares may be
repurchased to be cancelled, held to be reissued, transferred further or for other purposes resolved by the Board. The Board shall resolve
on all other matters related to the repurchase of Nokia shares. The authorization is effective until October 7, 2021, and terminated the
previous authorization to repurchase shares.
EURm
As of January 1, 2018
Foreign exchange translation differences
Net investment hedging losses
Remeasurements of defined benefit plans
Net fair value losses
Transfer to income statement
Other (decrease)/increase
As of December 31, 2018
Foreign exchange translation differences
Net investment hedging losses
Remeasurements of defined benefit plans
Net fair value losses
Transfer to income statement
Other increase
As of December 31, 2019
Foreign exchange translation differences
Net investment hedging gains
Remeasurements of defined benefit plans
Net fair value gains/(losses)
Transfer to income statement
Other decrease
Movement attributable to non-controlling interests
As of December 31, 2020
Fair value and other reserves
Translation
differences
(932)
444
(66)
–
–
(37)
(1)
(592)
259
(40)
–
–
1
–
(372)
(1 231)
307
–
–
–
(1)
2
(1 295)
Pension
remeasurements
838
–
–
293
–
–
6
1 137
–
–
319
–
–
1
1 457
–
–
484
–
–
–
(1)
1 940
Hedging
reserve
37
–
–
–
(28)
(30)
–
(21)
–
–
–
(17)
32
–
(6)
–
–
–
13
(5)
–
–
2
Cost of hedging
reserve
(10)
–
3
–
(8)
23
–
8
–
(6)
–
(34)
18
–
(14)
–
1
–
(13)
16
–
–
(10)
Fair value
reserve
(23)
–
–
–
(116)
78
–
(61)
–
–
–
(101)
107
–
(55)
–
–
–
(175)
208
–
–
(22)
Translation differences consist of foreign exchange differences arising from translation of foreign operations into euro, the presentation
currency of the consolidated financial statements as well as gains and losses related to hedging of net investments in foreign operations.
Pension remeasurements reserve includes actuarial gains and losses as well as return on plan assets and changes in the effect of the
asset ceiling, excluding amounts recognized in net interest, related to the Group’s defined benefit plans.
Hedging reserve includes the change in fair value that reflects the change in spot exchange rates for certain foreign exchange forward
contracts that are designated as cash flow hedges to the extent that the hedge is effective.
Cost of hedging reserve includes forward element of foreign exchange forward contracts and the time value of foreign exchange options
related to cash flow hedging of forecasted foreign currency sale and purchase transactions. Additionally, cost of hedging reserve includes
the difference between the change in fair value of forward element of foreign exchange forward contracts and the time value of option
contracts and the amortization of forward element of foreign exchange forward contracts and time value of option contracts related
to net investment hedging. Cost of hedging reserve also includes changes in fair value from foreign currency basis spread related to fair
value hedging of foreign currency denominated bonds.
Fair value reserve includes the changes in fair value of financial instruments that are managed in a portfolio with a business model of
holding financial instruments to collect contractual cash flows including principal and interest as well as selling financial instruments.
The fair values recorded in fair value reserve for these instruments are reduced by amounts of loss allowances.
For more information on the accounting for items recognized in translation differences, fair value and other reserves, refer to Note 2,
Significant accounting policies.
156
184
NOKIA IN 2020
NOKIA IN 2020
185
157
Financial statements
Notes to consolidated financial statements continued
22. Other comprehensive income
EURm
Pension remeasurements
Remeasurements of defined benefit plans
Net change during the year
Translation differences
Exchange differences on translating foreign
operations
Transfer to income statement
Net change during the year
Net investment hedges(1)
Net investment hedging gains/(losses)
Transfer to income statement
Net change during the year
Cash flow and other hedges(2)
Net fair value gains/(losses)
Transfer to income statement
Net change during the year
Financial assets at fair value through other
comprehensive income
Net fair value losses
Transfer to income statement on loss allowance
Transfer to income statement on disposal
Net change during the year
Other increase
Total
2020
2019
2018
Gross
Tax
Net
Gross
Tax
Net
Gross
Tax
Net
624
624
(140)
(140)
484
484
414
414
(95)
319
(95)
319
388
388
(90)
298
(90)
298
(1 232)
–
(1 232)
1
–
1
(1 231)
–
(1 231)
259
1
260
266
–
266
1
14
15
42
–
42
308
–
308
(58)
–
(58)
(1)
(3)
(4)
–
11
11
(64)
62
13
(12)
(2)
1
–
–
–
12
–
12
259
1
260
443
(42)
401
1
–
1
(46)
–
(46)
(51)
50
(1)
(79)
6
16
(1)
(73)
15
(44)
(9)
8
2
(53)
10
444
(42)
402
(63)
5
(58)
(36)
(7)
(43)
(213)
229
31
47
3
38
(46)
(6)
(14)
–
(277)
(115)
(175)
183
25
33
3
(392)
(126)
40
94
25
(8)
(19)
(101)
32
75
(144)
33
66
28
(8)
(13)
(116)
25
53
8
–
(2)
–
6
–
(45)
1
7
–
(38)
1
622
(84)
538
619
(57)
562
(1) In 2020, income tax related to net investment hedging gains includes EUR 94 million related to the derecognition of deferred tax assets in Finland. For more information, refer to Note 12,
Income taxes.
Includes movements in cash flow hedging reserve and related cost of hedging reserve.
(2)
23. Interest-bearing liabilities
Issuer/borrower
Nokia Corporation
Nokia Corporation
Nokia Corporation
Nokia Corporation
Nokia Corporation
Nokia Corporation
Nokia Corporation
Nokia Corporation
Nokia of America Corporation
Nokia Corporation
Nokia of America Corporation
Nokia Corporation
Nokia Corporation and various subsidiaries
Total
Instrument
1.00% Senior Notes(1)(2)
3.375% Senior Notes
2.00% Senior Notes
EIB R&D Loan(3)
NIB R&D Loan(4)
2.375% Senior Notes(1)
2.00% Senior Notes
4.375% Senior Notes
6.50% Senior Notes
3.125% Senior Notes(1)
6.45% Senior Notes
6.625% Senior Notes
Other liabilities
Currency
EUR
USD
EUR
EUR
EUR
EUR
EUR
USD
USD
EUR
USD
USD
Nominal
(million)
350
500
750
500
250
500
750
500
74
500
206
500
Final maturity
March 2021
June 2022
March 2024
February 2025
May 2025
May 2025
March 2026
June 2027
January 2028
May 2028
March 2029
May 2039
Carrying amount EURm(5)
2020
350
417
762
500
250
497
762
448
61
497
169
541
322
5 576
2019
499
445
766
–
250
–
765
452
66
–
185
517
332
4 277
(1) The Group issued EUR 500 million 2.375% Senior Notes due 2025 and EUR 500 million 3.125% Senior Notes due 2028 under its EUR 5 billion Euro Medium-Term Note Programme in May 2020.
The proceeds of the new notes were partially used to redeem EUR 150 million of the 1.00% Senior Notes due 2021.
(2) In January 2021, Nokia exercised its issuer call option to redeem 1.00% Senior Notes due March 2021 for the full amount of EUR 350 million. The redemption date for the notes was February
15, 2021. Refer to Note 37, Subsequent events.
(3) The Group drew a EUR 500 million loan from the European Investment Bank (EIB) in February 2020.
(4) The loan from the Nordic Investment Bank (NIB) is repayable in three equal annual installments in 2023, 2024 and 2025.
(5) Carrying amount includes EUR 235 million (EUR 138 million in 2019) of fair value gains related to discontinued fair value hedge accounting relationships that are amortized over the life of the
respective Senior Notes.
The Group’s significant credit facilities and funding programs as of December 31:
Committed / uncommitted
Committed
Uncommitted
Uncommitted
Uncommitted
Total
Financing arrangement
Revolving Credit Facility(1)
Finnish Commercial Paper Programme
Euro-Commercial Paper Programme
Euro Medium Term Note Programme(2)
Currency
EUR
EUR
EUR
EUR
Nominal (million)
1 500
750
1 500
5 000
Utilized (million)
2020
–
–
–
2 850
2 850
2019
–
–
–
2 000
2 000
(1) The Group exercised its option to extend the maturity date of the Revolving Credit Facility in June 2020. Subsequent to the extension, the facility has its maturity in June 2025 with a one-
year extension option remaining, except for EUR 88 million having its maturity in June 2024.
(2) All euro-denominated bonds have been issued under the Euro Medium Term Note Programme.
All borrowings and credit facilities presented in the tables above are senior unsecured and have no financial covenants.
To manage interest rate and foreign exchange risks related to the Group’s interest-bearing liabilities, the Group has designated the
following cross-currency swaps as hedges under both fair value hedge accounting and cash flow hedge accounting as of December 31:
Entity
Instrument(1)
Currency
Maturity
Nokia Corporation
Nokia Corporation
Nokia Corporation
Cross-currency swaps USD
Cross-currency swaps USD
Cross-currency swaps USD
June 2022
June 2027
May 2039
2020
500
250
250
2019
500
500
400
Total
2020
(48)
(28)
(78)
(154)
2019
(11)
(18)
(20)
(49)
Notional (million)(2)
Fair values EURm
(1) All cross-currency swaps are fixed-to-floating swaps.
(2) In 2020 and 2019, the Group unwound EUR/USD cross-currency swaps and re-entered into equivalent swaps with different pricing levels to retain both foreign exchange and interest rate risk
positions otherwise unchanged. Hedge accounting was discontinued and new hedge relationships were defined for the new EUR/USD cross-currency swaps.
Changes in lease liabilities, interest-bearing liabilities and associated derivatives arising from financing activities:
EURm
As of January 1, 2019
Cash flows
Non-cash changes:
Changes in foreign exchange rates
Changes in fair value
Reclassification between long-term and short-term
Net additions(3)
Other(4)
As of December 31, 2019
Cash flows
Non-cash changes:
Acquisitions through business combinations
Changes in foreign exchange rates
Changes in fair value
Reclassification between long-term and short-term
Net additions(3)
Other(4)
As of December 31, 2020
Long-term
interest-bearing
liabilities
2 826
253
Short-term
interest-bearing
liabilities
994
40
Derivatives held to
hedge long-term
borrowings(1)
57
20
Lease liabilities(2)
1 066
(221)
43
131
738
–
(6)
3 985
1 401
10
(133)
102
(350)
–
–
5 015
1
–
(738)
–
(5)
292
(83)
30
(7)
–
350
–
(21)
561
(25)
(142)
–
–
140
50
(52)
–
123
(102)
–
–
135
154
–
–
–
194
(9)
1 030
(234)
(37)
–
–
147
4
910
Total
4 943
92
19
(11)
–
194
120
5 357
1 032
40
(54)
–
–
147
118
6 640
(1)
Includes derivatives designated in fair value and cash flow hedge accounting relationships as well as derivatives not designated in hedge accounting relationship but hedging identifiable
long-term borrowing exposure.
Includes non-current and current lease liabilities.
(2)
(3) Net additions comprise new lease contracts as well as modifications and remeasurements of existing lease contracts.
(4)
In 2020, includes EUR 135 million (EUR 138 million in 2019) cash inflow from unwind settlements of certain interest rate derivatives held to hedge long-term borrowings that is included in
interest paid in the consolidated statement of cash flows.
158
186
NOKIA IN 2020
NOKIA IN 2020
187
159
Financial statements
Notes to consolidated financial statements continued
24. Fair value of financial instruments
Financial assets and liabilities recorded at fair value are categorized based on the amount of unobservable inputs used to measure
their fair value. Three hierarchical levels are based on an increasing amount of judgment associated with the inputs used to derive fair
valuation for these assets and liabilities, level 1 being market values for exchange traded products, level 2 being primarily based on
quotes from third-party pricing services, and level 3 requiring most management judgment. At the end of each reporting period, the
Group categorizes its financial assets and liabilities to the appropriate level of fair value hierarchy. Items carried at fair value in the
following table are measured at fair value on a recurring basis.
Amortized
cost
Fair value through profit or loss
Fair value through other comprehensive income
Level 1
Level 2
Level 3
Level 1
Level 2
Level 3
Total
Total
Carrying amounts
Fair value(1)
EURm
2020
Non-current financial investments
Other non-current financial assets
Other current financial assets
including derivatives
Trade receivables
Current financial investments
Cash and cash equivalents
Total financial assets
Long-term interest-bearing liabilities
Other long-term financial liabilities
Short-term interest-bearing
–
115
31
–
–
99
714
5
22
–
134
4 333
4 604
5 015
–
–
–
–
–
31
–
–
169
–
882
2 607
3 757
–
–
8
–
–
–
727
–
19
liabilities
561
–
–
–
Other short-term financial liabilities
including derivatives
Trade payables
Total financial liabilities
–
3 174
8 750
–
–
–
318
–
420
–
318
439
EURm
2019
Non-current financial investments
Other non-current financial assets
Other current financial assets
including derivatives
Trade receivables
Current financial investments
Cash and cash equivalents
Total financial assets
Long-term interest-bearing liabilities
Other long-term financial liabilities
Short-term interest-bearing
Amortized
cost
–
165
46
–
42
4 090
4 343
3 985
–
–
–
–
–
–
–
–
–
–
–
171
740
6
81
–
51
1 820
2 123
–
10
–
–
–
–
746
–
20
liabilities
292
–
–
–
Other short-term financial liabilities
including derivatives
Trade payables
Total financial liabilities
–
3 786
8 063
–
–
–
164
–
639
–
174
659
–
–
–
–
–
–
–
–
–
–
–
–
–
–
87
15
5 503
105
–
5 710
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
745
306
745
306
214
5 503
1 121
6 940
214
5 503
1 121
6 940
14 829 14 829
5 140
19
5 015
19
–
561
561
–
–
–
738
3 174
738
3 174
9 507
9 632
–
–
–
–
–
–
–
–
–
–
–
–
–
–
103
37
5 025
4
–
5 169
–
–
–
–
–
–
–
–
–
–
–
–
740
445
740
430
164
5 025
97
5 910
164
5 025
97
5 910
– 12 381
3 985
–
30
–
12 366
4 056
30
–
292
292
–
–
803
3 786
803
3 786
–
8 896
8 967
Fair value through profit or loss
Fair value through other comprehensive income
Level 1
Level 2
Level 3
Level 1
Level 2
Level 3
Total
Total
Carrying amounts
Fair value(1)
(1) The following fair value measurement methods are used for items not carried at fair value: The fair values of long-term interest-bearing liabilities, including current part, are primarily based
on quotes from third-party pricing services (level 2). The fair values of other assets and liabilities, including loan receivables and loans payable, are primarily based on discounted cash flow
analysis (level 2). The fair value is estimated to equal the carrying amount for short-term financial assets and financial liabilities due to limited credit risk and short time to maturity. Refer to
Note 2, Significant accounting policies.
Lease liabilities are not included in the fair value of financial instruments.
The level 1 category includes financial assets and liabilities that are measured in whole by reference to published quotes in an active
market. A financial instrument is regarded as quoted in an active market if quoted prices are readily and regularly available from an
exchange, and those prices represent actual and regularly occurring market transactions on an arm’s-length basis. This category
includes only exchange traded products.
The level 2 category includes financial assets and liabilities measured using a valuation technique based on assumptions that are
supported by prices from observable current market transactions. These include assets and liabilities with fair values based on quotes
from third-party pricing services, financial assets with fair values based on broker quotes and assets that are valued using the Group’s
own valuation models whereby the material assumptions are market observable. The majority of the Group’s listed bonds and other
securities, over-the-counter derivatives, trade receivables and certain other products are included within this category.
The level 3 financial assets category includes a large number of investments in unlisted equities and unlisted venture funds, including
investments managed by NGP Capital specializing in growth-stage investing. The fair value of level 3 investments is determined using one
or more valuation techniques where the use of the market approach generally consists of using comparable market transactions, while
the use of the income approach generally consists of calculating the net present value of expected future cash flows. For unlisted funds,
the selection of appropriate valuation techniques by the fund managing partner may be affected by the availability and reliability of
relevant inputs. In some cases, one valuation technique may provide the best indication of fair value while in other circumstances
multiple valuation techniques may be appropriate.
The inputs generally considered in determining the fair value of level 3 investments include the original transaction price, recent
transactions in the same or similar instruments, completed or pending third-party transactions in the underlying investment or
comparable issuers, subsequent rounds of financing, recapitalizations or other transactions undertaken by the issuer, offerings in the
equity or debt capital markets, and changes in financial ratios or cash flows, adjusted as appropriate for liquidity, credit, market and/or
other risk factors. The fair value may be adjusted to reflect illiquidity and/or non-transferability, with the amount of such discount
estimated by the managing partner in the absence of market information.
The level 3 investments are remeasured for each reporting date taking into consideration any changes in estimates, projections and
assumptions, as well as any changes in economic and other relevant conditions. The majority of the venture funds invest in digital health,
software and enterprise sectors and, even though as of December 31, 2020 an elevated degree of uncertainty related to unobservable
inputs prevails in the current market conditions caused by COVID-19 outbreak, the quantitative impact on the fair values of venture fund
investments is considered limited. Level 3 investments include approximately 40 separate venture funds investing in hundreds of
individual companies in various sectors and geographies. Hence, specific estimates and assumptions used by managing partners due to
the lack of observable inputs do impact the fair value of individual investments, but no individual input has a significant impact on the
aggregated fair value of level 3 investments.
Level 3 financial liabilities include a conditional obligation to China Huaxin as part of the Nokia Shanghai Bell definitive agreements where
China Huaxin obtained the right to fully transfer its ownership interest in Nokia Shanghai Bell to the Group in exchange for a future cash
settlement. The fair value of the liability is measured based on the expected future cash settlement. The measurement of the financial
liability involves estimation of the option exercise price and the distribution of excess cash balances upon exercise. Unobservable
valuation inputs include certain financial performance metrics of Nokia Shanghai Bell. No individual input has a significant impact on
the total fair value of the level 3 financial liability. Refer to Note 33, Significant partly-owned subsidiaries.
Reconciliation of the opening and closing balances of level 3 financial assets and liabilities:
EURm
As of January 1, 2019
Net gains in income statement
Additions
Deductions
Other movements
As of December 31, 2019
Net gains in income statement
Additions
Deductions
Transfers out of level 3
Other movements
As of December 31, 2020
Level 3 financial
assets
688
49
90
(79)
(2)
Level 3 financial
liabilities
(707)
35
–
1
12
746
19
49
(85)
(5)
3
727
(659)
94
–
2
126
(2)
(439)
The gains and losses from venture fund and similar investments categorized in level 3 are included in other operating income and
expenses. The gains and losses from other level 3 financial assets and liabilities are recorded in financial income and expenses. A net gain
of EUR 102 million (net gain of EUR 73 million in 2019) related to level 3 financial instruments held at December 31, 2020 was included
in the profit and loss during 2020.
160
188
NOKIA IN 2020
NOKIA IN 2020
189
161
Financial statements
Notes to consolidated financial statements continued
25. Derivative financial instruments
EURm
2020
Hedges on net investment in foreign subsidiaries
Foreign exchange forward contracts
Cash flow hedges
Foreign exchange forward contracts
Currency options bought
Currency options sold
Fair value hedges
Foreign exchange forward contracts
Firm commitments
Cash flow and fair value hedges(3)
Cross-currency swaps
Derivatives not designated in hedge accounting relationships
carried at fair value through profit and loss
Foreign exchange forward contracts
Currency options bought
Other derivatives
Total
2019
Hedges on net investment in foreign subsidiaries
Foreign exchange forward contracts
Cash flow hedges
Foreign exchange forward contracts
Currency options bought
Fair value hedges
Foreign exchange forward contracts
Firm commitments
Cash flow and fair value hedges(3)
Cross-currency swaps
Derivatives not designated in hedge accounting relationships
carried at fair value through profit and loss
Foreign exchange forward contracts
Currency options bought
Other derivatives
Total
Assets
Liabilities
Fair value(1)
Notional(2)
Fair value(1)
Notional(2)
1
1 423
(3)
559
34
1
–
83
19
–
29
2
–
169
933
108
–
(16)
–
–
736
–
6
1 340
468
(14)
(101)
588
1 105
–
(154)
815
3 716
171
–
8 159
(16)
–
–
(304)
3 917
–
9
7 735
36
3 807
(2)
517
7
1
7
6
–
17
7
–
81
660
343
697
606
(18)
–
(7)
(2)
749
–
549
255
–
(49)
1 246
3 491
654
–
(72)
–
(7)
8 070
–
84
10 258
(157)
11 470
(1)
(2)
Included in other current financial assets and other financial liabilities in the consolidated statement of financial position.
Includes the gross amount of all notional values for contracts that have not yet been settled or cancelled. The amount of notional value outstanding is not necessarily a measure or indication
of market risk as the exposure of certain contracts may be offset by that of other contracts.
(3) Cross-currency swaps have been designated partly as fair value hedges and partly as cash flow hedges.
26. Share-based payments
The Group has several equity-based incentive programs for executives and other eligible employees. The programs consist of
performance share plans, restricted share plans and employee share purchase plans. The equity-based incentive grants are generally
conditional on continued employment as well as the fulfillment of the performance and other conditions determined in the relevant plan
rules. In 2020, the share-based payment expense, including social security costs, for all equity-based incentive grants in the consolidated
income statement amounts to EUR 76 million (EUR 77 million in 2019 and EUR 62 million in 2018).
Active share-based payment plans by instrument
Performance shares
Restricted shares
As of January 1, 2018
Granted
Forfeited
Vested(2)
As of December 31, 2018
Granted
Forfeited
Vested(2)
As of December 31, 2019
Granted
Forfeited
Vested(2)
As of December 31, 2020(3)
Weighted average grant
date fair value
EUR(1)
4.39
4.02
2.63
Number of
performance shares
outstanding at target
60 516 243
36 943 251
(4 146 246)
(10 169 717)
83 143 531
31 979 747
(4 964 055)
(18 933 700)
91 225 523
38 753 394
(4 752 172)
(25 754 552)
99 472 193
Weighted average grant
date fair value
EUR(1)
4.47
4.18
3.06
Number of
restricted shares
outstanding
5 568 702
1 479 350
(1 431 215)
(2 034 789)
3 582 048
2 060 342
(451 540)
(1 915 675)
3 275 175
3 830 700
(1 100 107)
(1 478 175)
4 527 593
(1) The fair values for the 2017-2019 performance shares and all restricted shares are estimated based on the grant date market price of the Nokia share less the present value of dividends
expected to be paid during the vesting period. The fair value for the 2020 performance shares is estimated based on the dividend-adjusted price of the Nokia share at the settlement date
of the plan and the target payout levels.
(2) Vested performance shares at target are multiplied by the confirmed payout (% of target) to calculate the total number of Nokia shares settlement.
Includes 31 549 004 performance shares for the Performance Share Plan 2018 and 380 567 Restricted Shares that vested on January 1, 2021.
(3)
162
190
NOKIA IN 2020
NOKIA IN 2020
191
163
Financial statements
Notes to consolidated financial statements continued
Performance shares
In 2020, the Group administered four global performance share plans, the Performance Share Plans of 2017, 2018, 2019 and 2020.
The performance shares represent a commitment by the Group to deliver Nokia shares to eligible participants at a future point in time,
subject to the fulfillment of predetermined criteria.
The 2020 Performance Share Plan is a three-year plan where the Group’s actual total shareholder return (“TSR”) is compared to the target
TSR to determine the number of Nokia shares that will be delivered at settlement. TSR is calculated based on the growth in the Nokia
share price plus any dividends paid during the plan period. The 2020 Performance Share Plan does not include a minimum payout guarantee.
Global performance share plans as of December 31, 2020:
Plan
2017
2018
2019
2020
Performance shares
outstanding at target
-
31 549 004
29 358 795
38 564 394
Confirmed payout
(% of target)
29
57
–
–
Performance
period
2017-2018
2018-2019
2019-2021
2020-2023
Restriction
period
2019
2020
N/A
N/A
Settlement
year
2020
2021
2022
2023
For the 2017, 2018 and 2019 performance share plans, the number of performance shares at target is the amount of performance
shares granted to an individual that will be settled if the target performance, with respect to the performance criteria, is achieved.
Any additional payout beyond the minimum amount will be determined based on the financial performance against the established
performance criteria during the applicable performance periods. At maximum performance, the settlement amounts to two times the
amount at target. Until the Nokia shares are delivered, the participants do not have any shareholder rights, such as voting or dividend
rights, associated with the performance shares. The performance share grants are generally forfeited if the employment relationship
with the Group terminates prior to vesting.
The 2019 performance share plan has a three-year performance period (2019-2021). The number of performance shares to be
settled would be determined with reference to the performance targets during the performance period. Under the 2019 performance
share plan, the performance criteria are: earnings per share (diluted), free cash flow and revenue relative to market (market share).
The criteria exclude costs related to the acquisition of Alcatel-Lucent and related integration, goodwill impairment charges, intangible
asset amortization and other purchase price fair value adjustments, restructuring and associated charges and certain other items.
The Performance Share Plan 2019 includes a minimum payout guarantee for performance shares granted to non-executive
participants, such that 25% of the performance shares granted will settle, regardless of the satisfaction of the applicable performance
criteria. Performance shares granted to executive participants under the Performance Share Plan 2019 do not include a minimum
payout guarantee.
Restricted shares
In 2020, the Group administered four global restricted share plans: The Restricted Share Plans 2017, 2018, 2019 and 2020. Restricted
shares are granted on a limited basis for purposes related to retention and recruitment of individuals deemed critical to the Group's
future success. The vesting schedule for the plans follow a tranche vesting schedule whereby each plan vests in three equal tranches
on the first, second and the third anniversary of the award subject to continued employment with the Group. Restricted Share Plan
participants do not have any shareholder rights, such as voting or dividend rights, until the Nokia shares are delivered. The restricted
share grants are generally forfeited if the employment relationship with the Group terminates prior to vesting of the applicable tranche
or tranches.
Employee share purchase plan
The Group offers a voluntary Employee Share Purchase Plan to its employees. Participating employees make contributions from their net
salary to purchase Nokia shares on a monthly basis during a 12-month savings period. The Group intends to deliver one matching share
for every two purchased shares the employee holds as of the end of the Plan cycle. In 2020, 6 340 859 matching shares were issued as
a settlement to the participants of the Employee Share Purchase Plan 2019 (4 524 101 matching shares issued under the 2018 Plan in
2019 and 3 980 286 matching shares issued under the 2017 Plan in 2018).
Legacy equity compensation programs
Stock options
In 2020, the Group no longer administered any global stock option plan. The last stock option plan administered by the Group was the
Stock Option Plan 2011. The last stock options under this Plan were granted in 2013. The final subscription period ended on December
27, 2019. Each stock option entitled the holder to subscribe for one new Nokia share. The stock options were non-transferable and could
be exercised for shares only. Shares were eligible for dividends for the financial year in which the share subscription took place. Other
shareholder rights commenced on the date on which the subscribed shares were entered in the Trade Register. The stock option grants
were generally forfeited if the employment relationship with the Group was terminated.
Reconciliation of stock options outstanding and exercisable:
As of January 1, 2018
Exercised
As of December 31, 2018
Exercised
As of December 31, 2019
As of December 31, 2020
Outstanding
Weighted
average exercise
price
EUR
2.07
2.06
2.35
2.35
–
–
Number
of shares
447 500
(424 500)
23 000
(23 000)
–
–
Weighted
average share
price
EUR
5.07
5.34
Exercisable
Number of
options
447 500
Weighted
average exercise
price
EUR
2.07
23 000
2.35
–
–
–
–
27. Pensions and other post-employment benefits
The Group maintains a number of post-employment plans in various countries including both defined benefit and defined contribution
plans. The Group’s defined benefit plans comprise significant pension programs and schemes as well as material other post-employment
benefit plans providing post-employment healthcare and life insurance coverage to certain employee groups. Defined benefit plans
expose the Group to various risks such as investment risk, interest rate risk, life expectancy risk, and regulatory/compliance risk. The
characteristics and extent of these risks vary depending on the legal, fiscal, and economic requirements in each country. The amount
recognized in the consolidated income statement related to defined benefit plans was EUR 153 million (EUR 31 million in 2019 and
EUR 234 million in 2018).
The Group also participates in defined contribution plans, multi-employer and insured plans for which the Group contributions are
recognized as expense in the consolidated income statement in the period to which the contributions relate. In a defined contribution
plan, the Group’s legal or constructive obligation is limited to the amount that it agrees to contribute to the fund. The amount
recognized in the consolidated income statement related to defined contribution plans was EUR 209 million (EUR 220 million in 2019
and EUR 246 million in 2018).
Defined benefit plans
The total net defined benefit asset is EUR 992 million (EUR 487 million net defined benefit asset in 2019) consisting of net pension and
other post-employment benefit liabilities of EUR 4 046 million (EUR 4 343 million in 2019) and net pension and other post-employment
benefit assets of EUR 5 038 million (EUR 4 830 million in 2019).
The Group’s most significant defined benefit pension plans are in the United States, Germany, and the United Kingdom. Together they
account for 91% (92% in 2019) of the Group’s total defined benefit obligation and 91% (91% in 2019) of the Group’s total plan assets.
The defined benefit obligations, the fair value of plan assets, the effects of the asset ceiling and the net defined benefit balance as of
December 31:
EURm
United States(1)
Germany
United Kingdom
Other
Total
2020
2019
Defined
benefit
obligation
(17 379)
(2 847)
(1 231)
(2 044)
Fair value
of plan assets
20 328
1 244
1 716
2 400
Effects of
asset ceiling
(1 125)
–
–
(70)
(23 501)
25 688
(1 195)
Net defined
benefit
balance
1 824
(1 603)
485
286
992
Defined
benefit
obligation
(18 774)
(2 808)
(1 147)
(2 051)
Fair value
of plan assets
21 023
1 232
1 612
2 430
Effects of
asset ceiling
(975)
–
–
(55)
Net defined
benefit
balance
1 274
(1 576)
465
324
(24 780)
26 297
(1 030)
487
(1) The comparative amounts for defined benefit obligation and fair value of plan assets have been changed for 2019 by EUR 117 million to reflect the December benefit payments paid out
in January.
164
192
NOKIA IN 2020
NOKIA IN 2020
193
165
Financial statements
Notes to consolidated financial statements continued
United States
The Group has significant defined benefit pension plans and a significant post-employment welfare benefit plan (Opeb) providing post-
employment healthcare benefits and life insurance coverage in the United States. The pension plans include both traditional service-
based programs as well as cash-balance plans. Salaried, non-union-represented employees are covered by a cash-balance program. All
other legacy programs, including legacy service-based programs, were frozen by December 31, 2009. For former employees who, when
actively employed, were represented by a union, the Group maintains two defined benefit pension plans, both of which are traditional
service-based programs. The larger of the two, which represents 98% of the obligation, is a closed plan. The post-employment plans
provide welfare benefits for certain retired former employees. Pursuant to an agreement with the Communications Workers of America
(CWA) and the International Brotherhood of Electrical Workers (IBEW) unions, the Group provides post-employment healthcare benefits
and life-insurance coverage for employees formerly represented by these two unions. That agreement was renewed in 2020 and the
contract expires on December 31, 2027.
Germany
The Group maintains two primary plans in Germany which cover the majority of active employees: the cash-balance plan
Beitragsorientierter Alterversorgungs Plan (BAP) for the Group’s former Nokia employees and a similar cash-balance program
(AVK Basis-/Matchingkonto) for the Group’s former Alcatel-Lucent employees. Individual benefits are generally dependent on eligible
compensation levels, ranking within the Group and years of service. These plans are partially funded defined benefit pension plans, the
benefits being subject to a minimum return guaranteed by the Group. The funding vehicle for the BAP plan is the NSN Pension Trust e.V.
The trust is legally separate from the Group and manages the plan assets in accordance with the respective trust agreements.
All other plans have been frozen or closed in prior years and replaced by the cash-balance plans. Benefits are paid in annual installments,
as monthly retirement pension, or as a lump sum on retirement in an amount equal to accrued pensions and guaranteed interest.
United Kingdom
The Group maintains one primary plan in the UK, “Nokia Retirement Plan for former NSN & ALU employees”, which is the result of the
2019 merger of the legacy Nokia plan where the plan was merged and members’ benefits were transferred to the legacy Alcatel-Lucent
plan. The combined plan consists of both money purchase sections with Guaranteed Minimum Pension (GMP) underpin and final salary
sections. All final salary sections are closed to future benefit accrual: the legacy Nokia plan closed on April 30, 2012 and the legacy
Alcatel-Lucent plan on April 30, 2018. Individual benefits for final salary sections are dependent on eligible compensation levels and years
of service. For the money purchase sections with GMP underpin, individual benefits are dependent on the greater of the value of GMP at
retirement date or the pension value resulting from the individual’s invested funds. The Trust manages all investments for the combined
pension plan.
Impact on the consolidated financial statements
Movements in the defined benefit obligation, fair value of plan assets and the impact of the asset ceiling
The movements in the present value of the defined benefit obligation for the years ended December 31:
EURm
As of January 1
Current service cost
Interest expense
Past service cost(2)
Settlements
Total
Remeasurements:
United States
United States
pension
Opeb
Other
pension
2020
(16 449)
(118)
(375)
(55)
–
(548)
(2 325)
–
(54)
89
–
35
(6 006)
(93)
(83)
29
10
(137)
Total
(24 780)
(211)
(512)
63
10
(650)
United States
United States
2019
Pension(1)
Opeb
Other
pension
(16 086)
(66)
(553)
(46)
–
(665)
(2 384)
–
(79)
167
–
88
(5 609)
(87)
(121)
19
149
(40)
Total
(24 079)
(153)
(753)
140
149
(617)
Gain/(loss) from change in
demographic assumptions
(Loss)/gain from change in financial
assumptions
Experience gain/(loss)
Total
Translation differences
Contributions from plan participants
Benefits paid
Other
Total
202
20
66
288
759
49
5
813
(1 427)
30
(1 195)
1 451
–
1 401
–
2 852
(203)
85
(98)
196
(92)
260
(15)
349
(377)
(15)
(326)
125
(29)
245
6
347
(2 007)
100
(1 619)
1 772
(121)
1 906
(9)
3 548
(1 677)
37
(881)
(335)
–
1 518
–
1 183
(231)
39
(143)
(53)
(105)
284
(12)
114
(483)
(5)
(483)
(92)
(25)
242
1
126
(2 391)
71
(1 507)
(480)
(130)
2 044
(11)
1 423
As of December 31
(15 340)
(2 039)
(6 122)
(23 501)
(16 449)
(2 325)
(6 006)
(24 780)
(1) The comparative amounts for defined benefit obligation and fair value of plan assets have been changed for opening balance of 2019 by EUR 124 million and for ending balance of 2019 by
EUR 117 million to reflect the December benefit payments paid out in January.
(2) Consists of curtailment due to global restructuring, special termination benefits for certain US employees and extension of US retiree healthcare benefits related to US union negotiations for
formerly represented employees.
Present value of obligations includes EUR 16 959 million (EUR 17 899 million in 2019) of wholly funded obligations, EUR 5 412 million
(EUR 5 660 million in 2019) of partly funded obligations and EUR 1 130 million (EUR 1 221 million in 2019) of unfunded obligations.
The movements in the fair value of plan assets for the years ended December 31:
United States
United States
Other
United States
United States
Other
2020
2019
EURm
As of January 1
Interest income
Administrative expenses and interest
on asset ceiling
Settlements
Total
Remeasurements:
Return on plan assets, excluding
amounts included in interest
income
Total
Translation differences
Contributions:
Employers
Plan participants
Benefits paid
Section 420 Transfer(2)
Other
Total
As of December 31
pension
20 560
480
(19)
–
461
2 227
2 227
(1 832)
26
–
(1 401)
(160)
(12)
(3 379)
Opeb pension
464
8
5 273
77
Total
26 297
565
Pension(1)
19 343
674
Opeb pension
397
11
4 863
108
Total
24 603
793
–
–
8
(7)
(15)
55
(26)
(15)
524
(18)
–
656
16
16
(41)
233
233
(139)
2 476
2 476
(2 012)
1 834
1 834
386
–
–
11
43
43
9
(7)
(158)
(57)
(25)
(158)
610
414
414
111
2 291
2 291
506
6
92
(260)
160
14
(29)
67
29
(152)
–
(6)
(201)
99
121
(1 813)
–
(4)
(3 609)
27
–
(1 518)
(169)
1
(1 273)
14
105
(284)
169
–
13
57
25
(139)
–
(1)
53
98
130
(1 941)
–
–
(1 207)
19 869
459
5 360
25 688
20 560
464
5 273
26 297
(1) The comparative amounts for defined benefit obligation and fair value of plan assets have been changed for opening balance of 2019 by EUR 124 million and for ending balance of 2019 by
EUR 117 million to reflect the December benefit payments paid out in January.
(2) Section 420 Transfer. Refer to ‘Future cash flows’ section below.
The movements in the impact of the asset ceiling limitation for the years ended December 31:
United States
United States
Other
United States
2020
2019
United States
Other
EURm
As of January 1
Interest expense
Remeasurements:
Change in asset ceiling, excluding
amounts included in interest expense
Translation differences
As of December 31
Net balances as of December 31:
pension
(975)
(27)
(216)
93
(1 125)
Total
(1 030)
(27)
pension
(573)
(24)
(233)
95
(1 195)
(370)
(8)
(975)
Opeb pension
(55)
–
(17)
2
(70)
–
–
–
–
–
2020
United States
United States
Other
United States
Opeb pension
(54)
–
Total
(627)
(24)
–
(1)
(370)
(9)
(55)
(1 030)
–
–
–
–
–
2019
United States
Other
EURm
As of December 31
pension
3 404
Opeb pension
(832)
(1 580)
Total
992
pension
3 136
Opeb pension
(788)
(1 861)
Total
487
166
194
NOKIA IN 2020
NOKIA IN 2020
195
167
Financial statements
Notes to consolidated financial statements continued
Asset ceiling limitation
The Group may recognize the surplus of a pension plan to the amount of economic benefit that the entity can realize, either through a
refund or as a reduction in future contributions. The most significant limitation of asset recognition for the Group is from the overfunded
US formerly union represented pension plan. All other countries where asset ceiling limits apply are not considered material. Movements
in asset ceiling limitation are recognized directly in the consolidated statement of comprehensive income, excluding amounts included
in interest expense. The Group recognized an asset ceiling limitation in the amount of EUR 1 195 million (EUR 1 030 million in 2019).
Recognized in the income statement
Recognized in the consolidated income statement for the years ended December 31:
EURm
Current service cost(1)
Past service cost(1)
Net Interest(2)
Settlements(1)
Other
Total
(1)
(2)
Included in operating expenses within the consolidated income statement.
Included in financial expenses within the consolidated income statement.
Recognized in other comprehensive income
Recognized in other comprehensive income for the years ended December 31:
EURm
Return on plan assets, excluding amounts included in interest income
Gain from change in demographic assumptions
(Loss)/gain from change in financial assumptions
Experience gain
Change in asset ceiling, excluding amounts included in interest expense
Total
2020
211
(63)
–
5
–
153
2019
153
(140)
9
9
–
31
2018
163
52
15
–
4
234
2020
2 476
288
(2 007)
100
(233)
624
2019
2 291
813
(2 391)
71
(370)
414
2018
(987)
80
1 298
79
(82)
388
Actuarial assumptions and sensitivity analysis
Actuarial assumptions
Assumptions regarding future mortality are set based on actuarial advice in accordance with published statistics and experience in
each country.
The discount rates and mortality tables used for the significant plans:
United States
Germany
United Kingdom(1)
Total weighted average for all countries
(1) Tables are adjusted with 1.5% long-term rate of improvement.
2020
Discount rate %
2019
1.9
0.4
1.3
1.7
2.8
0.8
1.9
2.5
2020
Mortality table
Pri–2012 w/MP–2020
mortality projection scale
Heubeck 2018G
CMI 2019
The principal actuarial weighted average assumptions used for determining the defined benefit obligation:
%
Discount rate for determining present values
Annual rate of increase in future compensation levels
Pension growth rate
Inflation rate
Healthcare costs trend rate assumed for next year(1)
Healthcare cost trend rate assumed for next year (excluding post-employment dental benefits)(1)
Terminal growth rate(1)
Year that the rate reaches the terminal growth value(1)
Weighted average duration of defined benefit obligations
(1) Actuarial assumptions used for determining the defined benefit obligation – United States.
2020
1.7
1.9
0.3
1.8
4.9
5.0
4.4
2028
11 yrs
2019
2.5
1.9
0.3
1.9
6.1
6.2
4.4
2028
10 yrs
Sensitivity analysis
When calculating the sensitivity of the defined benefit obligation to significant actuarial assumptions, the present value of the defined
benefit obligation is calculated using the projected unit credit method. The sensitivity analyses are based on a change in an assumption
while holding all other assumptions constant and may not be representative of the actual impact of changes. If more than one
assumption is changed simultaneously, the combined impact of changes would not necessarily be the same as the sum of the individual
changes. If the assumptions change to a different level compared with that presented, the effect on the defined benefit obligation may
not be linear. Increases and decreases in the principal assumptions, which are used in determining the defined benefit obligation, do not
have a symmetrical effect on the defined benefit obligation primarily due to the compound interest effect created when determining the
net present value of the future benefit.
The sensitivity of the defined benefit obligation to changes in the principal assumptions:
Discount rate for determining present values
Annual rate of increase in future compensation levels
Pension growth rate
Inflation rate
Healthcare cost trend rate
Life expectancy
Change in assumption
1.0%
1.0%
1.0%
1.0%
1.0%
1 year
Increase in assumption(1)
EURm
2 240
(127)
(551)
(596)
(20)
(978)
Decrease in assumption(1)
EURm
(2 749)
111
438
501
19
908
(1) Positive movement indicates a reduction in the defined benefit obligation; a negative movement indicates an increase in the defined benefit obligation.
Investment strategies
The overall pension investment objective of the Group is to preserve or enhance the pension plans’ funded status through the
implementation of an investment strategy that maximizes return within the context of minimizing funded status risk. In formulating the
asset allocation for the plans, multiple factors are considered, including, but not limited to, the long-term risk and return expectations
for a variety of asset classes as well as current and multi-year projections of the pension plans’ demographics, benefit payments,
contributions and funded status. Local trustee boards are responsible for conducting Asset-Liability studies, when appropriate;
overseeing the investment of plan assets; and monitoring and managing associated risks under company oversight and in accordance
with local law. The results of the Asset-Liability framework are implemented on a plan level.
The Group’s pension investment managers may use derivative financial instruments including futures contracts, forward contracts,
options and interest rate swaps to manage market risk. The performance and risk profile of investments is regularly monitored on a
standalone basis as well as in the broader portfolio context. One risk is a decline in the plan’s funded status as a result of the adverse
performance of plan assets and/or defined benefit obligations. The application of the Asset-Liability Model study focuses on minimizing
such risks.
Disaggregation of plan assets
EURm
Equity securities(1)
Fixed income securities(1)
Insurance contracts
Real estate(1)
Short-term investments(1)(2)
Private equity and other
Total
2020
Quoted Unquoted
1 198
18 666
–
101
738
130
20 833
110
139
793
1 094
173
2 546
4 855
Total
1 308
18 805
793
1 195
911
2 676
Total
2019
Quoted Unquoted
1 039
19 294
–
103
902
131
114
133
841
1 095
75
2 570
%
5
73
3
5
4
10
1 153
19 427
841
1 198
977
2 701
%
4
74
3
5
4
10
25 688
100
21 469
4 828
26 297
100
(1) The comparative amounts for 2019 have been changed to reflect a revised classification within one pension trust as follows: quoted equity securities increased by EUR 76 million, unquoted
equity securities increased by EUR 114 million, unquoted fixed income securities increased by EUR 20 million, quoted real estate increased by EUR 103 million, unquoted real estate decreased
by EUR 340 million and quoted short-term investments increased by EUR 27 million.
(2) The comparative amounts for defined benefit obligation and fair value of plan assets have been changed for 2019 by EUR 117 million to reflect the December benefit payments paid out
in January.
Most short-term investments including cash, equities and fixed-income securities have quoted market prices in active markets. Equity
securities represent investments in equity funds and direct investments, which have quoted market prices in an active market. Fixed
income securities represent investments in government and corporate bonds, as well as investments in bond funds, which have quoted
market prices in an active market. Fixed income securities may also comprise investments in funds and direct investments. Insurance
contracts are customary pension insurance contracts structured under domestic law in the respective countries. Real estate investments
are investments in commercial properties or real estate funds which invest in a diverse range of real estate properties. Short-term
investments are liquid assets or cash, which are being held for a short period of time, with the primary purpose of controlling the tactical
asset allocation. Private equity and other includes commodities as well as alternative investments, including derivative financial instruments.
168
196
NOKIA IN 2020
NOKIA IN 2020
197
169
Financial statements
Notes to consolidated financial statements continued
United States plan assets
United States plan asset target and actual allocation range of the pension and Opeb trust by asset category as of December 31, 2020:
%
Equity securities
Fixed income securities
Real estate
Short-term investments
Private equity and other
Total
Pension target
allocation range
Percentage of
plan assets
0 – 6
77 – 87
4 – 8
–
6 – 13
100
3
80
5
–
12
100
Opeb
Percentage of post-
target allocation employment plan assets
47
15
–
38
–
47
15
–
38
–
100
100
The majority of the Group’s United States pension plan assets are held in a master pension trust. The Opeb plan assets are held in two
separate trusts. The Pension & Benefits Investment Committee formally approves the target allocation ranges every few years on the
completion of the asset-liability study by external advisors and internal investment management. The overall United States pension plan
asset portfolio, as of December 31, 2020, reflects a balance of investments split of approximately 20/80 between equity, including
alternative investments for this purpose, and fixed income securities.
Future cash flows
Contributions
Group contributions to the pension and other post-employment benefit plans are made to facilitate future benefit payments to plan
participants. The funding policy is to meet minimum funding requirements as set forth in the employee benefit and tax laws, as well as
any such additional amounts as the Group may determine appropriate. Contributions are made to benefit plans for the sole benefit of
plan participants. Employer contributions expected to be paid in 2021 total EUR 83 million.
United States pension plans
Funding methods
Funding requirements for the three United States qualified defined benefit pension plans are determined by the applicable statutes,
namely the Employee Retirement Income Security Act of 1974 (ERISA), the Internal Revenue Code of 1986, and regulations issued by
the Internal Revenue Service (IRS). In determining funding requirements, ERISA allows assets to be either market value or an average
value over a period of time; and liabilities to be based on spot interest rates or average interest rates over a period of time. For the
non-represented, represented and formerly represented pension plans, the Group does not foresee any future funding requirement
for regulatory funding purposes, given the plans’ asset allocation and the level of assets compared to liabilities.
Post-employment healthcare benefits for both non-represented and formerly union represented retirees are capped for those who
retired on or before March 1, 1990. The benefit obligation associated with this group of retirees is 94% of the total United States retiree
healthcare obligation as of December 31, 2020. The US government’s Medicare program is the primary payer for those aged 65 and
older, comprising almost all uncapped retirees.
Section 420 transfers
Section 420 of the U.S. Internal Revenue Code (Section 420) allows for the transfer of pension assets in excess of specified thresholds
above the plan’s funding obligation (excess pension assets) to a retiree health benefits account, a retiree life insurance account, or both,
maintained within the pension plan and to use the assets in such accounts to pay for, or to reimburse the employer for the cost of
providing, applicable health or life insurance benefits, each as defined in Section 420, for retired employees, and with respect to health
benefits, their spouses and dependents. Employers making such transfers are required to continue to provide healthcare benefits or
life insurance coverage, as the case may be, for a certain period of time (cost maintenance period) at levels prescribed by regulations.
For retirees who, when actively employed, were represented by the CWA or the IBEW, the Group expects to fund the entire current retiree
healthcare and group life insurance obligations with Section 420 transfers from excess pension assets in the formerly represented
pension plan. This is considered as a refund from the pension plan when setting the asset ceiling. For retirees who were not represented
by the CWA or IBEW (non-represented retirees), the Group expects to be able to fund some portion of the current retiree group life
insurance obligation with Section 420 transfers from excess pension assets in the non-represented pension plan. Section 420 is currently
set to expire on December 31, 2025.
Benefit payments
The following table summarizes expected benefit payments from the pension plans and other post-employment benefit plans until 2030.
Actual benefit payments may differ from expected benefit payments.
US Pension
US Opeb
Other countries
Total
Direct benefit payments
EURm
2021
2022
2023
2024
2025
2026-2030
Management Occupational Supplemental plans
264
224
212
199
187
761
1 061
941
900
860
819
3 526
23
23
22
22
21
97
Formerly union Non-union
represented represented
50
51
52
52
53
269
111
101
87
73
63
298
288
272
329
283
290
1 489
1 797
1 612
1 602
1 489
1 433
6 440
Benefits are paid from plan assets where there is sufficient funding available to the plan to cover the benefit obligation. Any payments
in excess of the plan assets are paid directly by the Group. Direct benefit payments expected to be paid in 2021 total EUR 97 million.
28. Accrued expenses, deferred revenue and other liabilities
Non-current
EURm
Deferred revenue(1)
Salaries, wages and social charges
Other
Total
Current
EURm
Deferred revenue(1)
Salaries, wages and social charges
VAT and other indirect taxes
Discount accruals(2)
Accrued expenses related to customer projects
Other
Total
2020
460
45
36
541
2020
155
1 362
337
747
475
645
3 721
2019
615
45
52
712
2019
155
1 236
359
385
496
692
3 323
(1) Non-current deferred revenue of EUR 460 million (EUR 615 million in 2019) and current deferred revenue of EUR 155 million (EUR 155 million in 2019) relates to an IP licensing contract which
was determined to be a completed contract as defined in the transition guidance of IFRS 15, Revenue from Contracts with Customers.
(2) Discount accruals represent customer credits without any outstanding future performance obligations.
Other accruals include accrued logistics, research and development, IT, interest and royalty expenses, as well as various amounts that are
individually insignificant.
170
198
NOKIA IN 2020
NOKIA IN 2020
199
171
Financial statements
Notes to consolidated financial statements continued
29. Provisions
EURm
As of January 1, 2020
Translation differences
Reclassification
Charged to income statement:
Additions
Reversals
Total charged to income statement
Utilized during year(1)
As of December 31, 2020
Non-current
Current
Restructuring
377
(2)
–
Warranty Litigation
75
(8)
–
167
–
–
Environmental
127
(7)
–
Project Divestment- Material
liability
related
losses
81
51
50
(1)
–
(2)
–
–
–
503
(49)
454
(388)
441
263
178
201
(23)
178
(125)
220
20
200
25
(6)
19
(13)
73
14
59
7
–
7
(14)
113
88
25
244
(2)
242
(14)
276
161
115
–
(2)
(2)
–
49
43
6
143
(56)
87
(37)
130
33
97
Other
281
(34)
8
Total
1 209
(54)
8
54
(43)
11
(36)
1 177
(181)
996
(627)
230
114
116
1 532
736
796
(1) The utilization of restructuring provision includes items transferred to accrued expenses, of which EUR 81 million remained in accrued expenses as of December 31, 2020.
Restructuring provision
The Group provides for the estimated cost to restructure when a detailed formal plan of restructuring has been completed, approved by
management, and announced. Restructuring costs consist primarily of personnel restructuring charges. The other main components are
costs associated with exiting real estate locations, and costs of terminating certain other contracts directly linked to the restructuring.
As of December 31, 2020, the restructuring provision amounted to EUR 441 million including personnel and other restructuring costs.
The provision consists primarily of amounts related to the announcements made by the Group on April 6, 2016 and October 25, 2018.
The majority of the restructuring cash outflows is expected to occur over the next two years.
Warranty provision
The Group provides for the estimated liability to repair or replace products under standard warranty at the time revenue is recognized.
The provision is an estimate based on historical experience of the level of repairs and replacements. Cash outflows related to the
warranty provision are generally expected to occur within the next 18 months.
Litigation provision
The Group provides for the estimated future settlements related to litigation based on the probable outcome of the claims.
Cash outflows related to the litigation provision are inherently uncertain and generally occur over several periods. For a presentation
of certain legal matters potentially affecting the Group, refer to Note 30, Commitments, contingencies and legal proceedings.
Environmental provision
The Group provides for estimated costs of environmental remediation relating to soil, groundwater, surface water or sediment
contamination when the Group becomes obliged, legally or constructively, to rectify the environmental damage, or to perform restorative
work. The environmental provision includes estimated costs to sufficiently clean and refurbish contaminated sites, to the extent
necessary and, where necessary, continue surveillance at sites where the environmental remediation exposure is less significant.
Cash outflows related to the environmental liability are inherently uncertain and generally occur over several periods.
Project loss provision
The Group provides for onerous contracts based on the lower of the expected cost of fulfilling the contract and the expected cost of
terminating the contract. An onerous contract is a contract in which the unavoidable costs of meeting the obligations under the contract
exceed the economic benefits expected to be received under it. Project loss provisions relate to contracts with customers and are
evaluated at a contract level. The majority of the project loss provision utilization is expected to occur over the next two years.
Divestment-related provision
The Group provides for indemnifications it is required to make to the buyers of its disposed businesses. Cash outflows related to the
divestment-related provision are inherently uncertain.
Material liability provision
The Group recognizes the estimated liability for non-cancellable purchase commitments for inventory in excess of forecasted
requirements at each reporting date. Cash outflows related to the material liability provision are expected to occur over the next
12 months.
Other provisions
The Group provides for various legal and constructive obligations such as indirect tax provisions, employee-related provisions other
than restructuring provisions and asset retirement obligations. Cash outflows related to other provisions are generally expected to occur
over the next two years.
30. Commitments, contingencies and legal proceedings
Contractual obligations
Payments due for contractual obligations as of December 31, 2020, by due date:
EURm
Purchase obligations(1)
Within 1 year Between 1 and 3 years Between 3 and 5 years More than 5 years
2 780
159
109
4
Total
3 052
(1) Includes inventory purchase obligations, service agreements and outsourcing arrangements.
Additionally, the Group has committed lease contracts that have not yet commenced as of December 31, 2020. The future lease payments
for these non-cancellable lease contracts are EUR 4 million within one year, EUR 71 million within two to five years and EUR 106 million thereafter.
Guarantees and other contingent commitments
EURm
Contingent liabilities on behalf of Group companies
Guarantees issued by financial institutions
Commercial guarantees(1)
Non-commercial guarantees
Corporate guarantees(2)
Commercial guarantees(1)
Non-commercial guarantees
Financing commitments
Customer finance commitments(3)
Venture fund commitments(4)
Other contingent liabilities and financing commitments(5)
Other guarantees and financing commitments
2020
2019
1 107
450
1 190
531
453
53
180
189
969
54
303
244
11
15
(1)
In commercial guarantees, the Group reports guarantees that are issued in the normal course of business to the Group’s customers for the performance of the Group’s obligations under
supply agreements, including tender bonds, performance bonds and warranty bonds.
In corporate guarantees, the Group reports guarantees with primary obligation that have been issued to the Group’s customers and other third parties.
(2)
(3) Customer finance commitments are available under loan facilities negotiated with customers. Availability of the facility is dependent upon the borrower’s continuing compliance with the
agreed financial and operational covenants, and compliance with other administrative terms of the facility. The loan facilities are primarily available to fund capital expenditure relating to
purchases of network infrastructure equipment and services. Refer to Note 36, Financial risk management.
(4) As a limited partner in NGP Capital and certain other funds making technology-related investments, the Group is committed to capital contributions and entitled to cash distributions
according to the respective partnership agreements and underlying fund activities.
(5) Other contingent liabilities and financing commitments exclude committed lease contracts that have not yet commenced and purchase obligations.
The amounts in the table above represent the maximum principal amount of commitments and contingencies, and these amounts do
not reflect management’s expected outcomes.
Legal matters
A number of Group companies are and will likely continue to be subject to various legal proceedings and investigations that arise from
time to time, including proceedings regarding intellectual property, product liability, sales and marketing practices, commercial disputes,
employment and wrongful discharge, antitrust, securities, health and safety, environmental, tax, international trade, privacy matters
and compliance. As a result, the Group may incur substantial costs that may not be covered by insurance and could affect business and
reputation. While management does not expect any of the legal proceedings it is currently aware of to have a material adverse effect
on the Group’s financial position, litigation is inherently unpredictable and the Group may in the future incur judgments or enter into
settlements that could have a material adverse effect on its profitability and cash flows.
Litigation and proceedings
Mass labor litigation in Brazil
The Group is defending against a number of labor claims in various Brazilian labor courts. Plaintiffs are former employees whose contracts
were terminated after the Group exited from certain managed services contracts. The claims mainly relate to payments made under, or in
connection with, the terminated labor contracts. The Group has closed the majority of the court cases through settlement or judgment.
Asbestos litigation in the United States
The Group is defending approximately 300 asbestos-related matters, at various stages of litigation. The claims are based on premises
liability, products liability, and contractor liability. The claims also involve plaintiffs allegedly diagnosed with various diseases, including but
not limited to asbestosis, lung cancer, and mesothelioma.
Securities Class Action
A litigation was filed on April 19, 2019, against the Group and certain executives in the United States relating to allegations of the Group
making false and misleading statements and omissions concerning its progress of integration of Alcatel-Lucent, including compliance
practices identified during the integration process and disclosed in the Group’s Annual Report on Form 20-F filed on March 21, 2019.
The complaint was subsequently amended to include allegations of the Group making false and misleading statements and omissions
concerning the Group’s readiness for the transition to fifth generation wireless technology.
172
200
NOKIA IN 2020
NOKIA IN 2020
201
173
Financial statements
Notes to consolidated financial statements continued
Intellectual property rights litigation
Daimler litigations
In March 2019, the Group commenced patent infringement proceedings against Daimler in Germany. The Group has asserted ten Nokia
patents relevant to the 3G and 4G cellular standards in three German regional courts against Daimler’s connected cars. Two Nokia patents
have been held to be infringed by Daimler and injunctions granted. The Group has not sought to enforce either of these injunctions and
the litigations, including appeals, remain ongoing. In November 2020, one of the cases was stayed pending a referral to the Court of
Justice of the European Union on questions relating to standard essential patent litigation.
Continental US litigation
In May 2019, Continental Automotive Systems filed a lawsuit in the United States against the Group and three other defendants relating
to an alleged breach of FRAND obligations and a refusal to license component suppliers. In September 2020, all antitrust and state law
claims were dismissed in a district court in favour of the Group and other defendants. Continental has filed a notice of appeal.
Lenovo
In September and October 2019, the Group commenced patent infringement proceedings against Lenovo in Germany, India and the
United States, with additional proceedings filed in the US International Trade Commission (USITC) and Brazil in July 2020. Across these
actions, there are 19 Nokia patents in suit, covering video coding technologies used in Lenovo’s laptop, PC and tablet products.
In September 2020, a district court in the United States issued an order staying all deadlines until the determination of the USITC
investigation becomes final. In September 2020, a regional court in Germany ruled that Lenovo was infringing one of Nokia’s standard
essential patents and issued an injunction. In October 2020, Nokia enforced the injunction against Lenovo. A higher regional court in
Germany stayed that enforcement pending the outcome of the appeal. In December 2020, Lenovo filed an action in the United States
against the Group asserting various claims alleging breach of RAND obligations and seeking that these patents be declared unenforceable.
31. Notes to the consolidated statement of cash flows
EURm
Adjustments for(1)
Depreciation and amortization
Share-based payments
Impairment charges
Restructuring charges(2)
Profit from non-current investments
Profit on sale of property, plant and equipment, net
Share of results of associated companies and joint ventures
Financial income and expenses
Income tax expense
(Gain)/loss on the sale of businesses
Other operating income and expenses
Total
2020
2019
2018
1 132
76
246
454
(61)
(3)
(26)
167
3 254
–
28
5 267
1 660
81
102
397
(50)
(15)
(12)
283
140
(4)
45
2 627
1 455
68
55
238
(44)
(16)
(12)
232
64
24
29
2 093
Includes continuing and discontinued operations.
(1)
(2) Adjustments represent the non-cash portion of the restructuring charges recognized in the consolidated income statement.
The Group had no material non-cash investing or financing transactions in any of the years presented.
32. Group companies
The Group's subsidiaries as of December 31, 2020:
Country of incorporation
Finland
Afghanistan
Algeria
Angola
Argentina
Armenia
Australia
Austria
Azerbaijan
Bangladesh
Belarus
Belgium
Benin
Bolivia
Bosnia and Herzegovina
Brazil
Bulgaria
Cabo Verde
Cameroon
Canada
Chile
China
Company name
Comptel Communications Oy
Comptel Oy
Nokia Innovations Oy
Nokia Investments Oy
Nokia Solutions and Networks Asset Management Oy
Nokia Solutions and Networks Branch Operations Oy
Nokia Solutions and Networks Oy
Nokia Technologies Oy
Nokia Teknologia Oy
Vertu Holdings Oy
Nokia Siemens Networks Afghanistan LLC
Nokia Siemens Networks Algérie SARL
Alcatel-Lucent Angola, Limitada
Nokia Solutions and Networks Argentina S.A.
Nokia Solutions and Networks CJSC
Mesaplexx Pty Ltd
Nokia Services Limited
Nokia Solutions and Networks Australia Pty Ltd
Radio Frequency Systems Pty Limited
IRIS Telecommunication Austria GmbH
Nokia Solutions and Networks Holding Österreich GmbH
Nokia Solutions and Networks Österreich GmbH
Nokia Solutions and Networks Baku LLC
Nokia Solutions and Networks Bangladesh Limited
Nokia Solutions and Networks LLC
Nokia Bell NV
Nokia International Belgium BV
Alcatel-Lucent Benin SA
Nokia Solutions and Networks Bolivia S.A.
Nokia Solutions and Networks d.o.o. Banja Luka
Nokia Solutions and Networks d.o.o., Sarajevo
Alcatel Submarine Networks Brazil Ltda.
Nokia Solutions and Networks do Brasil Telecomunicações Ltda.
RFS Brasil Telecomunicacoes Ltda
Comptel Communications EOOD
Nokia Solutions and Networks EOOD
Alcatel-Lucent Submarine Networks (Cabo Verde), Lda
Societe de Telecommunication Camerounaise – Sotelcam
Nokia Canada Inc.
Nokia Solutions and Networks Chile Ltda.
Alcatel-Lucent Beijing Technologies Co., Ltd
Alcatel-Lucent Shanghai Bell Information Products Co., Ltd.
Alcatel-Lucent Sichuan Bell Communication System Co., Ltd.
Hunan Huanuo Technology Co. Ltd.
Lucent Technologies Investment Co. Ltd.
Lucent Technologies Nanjing Telecommunications Co., Ltd.
Lucent Technologies Optical Networks (China) Ltd.
Lucent Technologies Qingdao Telecommunications Enterprises Co., Ltd.
Lucent Technologies Qingdao Telecommunications Equipment, Ltd.
Lucent Technologies Qingdao Telecommunications Systems Ltd.
Nokia (Shanghai) Enterprise Management Co., Ltd.
Nokia Networks (Chengdu) Co.,Ltd.
Nokia Shanghai Bell Co., Ltd.(1)
Nokia Shanghai Bell Software Co., Ltd.
Nokia Solutions and Networks (Shanghai) Ltd.
Nokia Solutions and Networks (Suzhou) Co., Ltd.
Nokia Solutions and Networks (Suzhou) Supply Chain Service Co., Ltd.
174
202
NOKIA IN 2020
NOKIA IN 2020
175
Parent
holding
%
–
–
100.0
100.0
–
–
100.0
100.0
100.0
100.0
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Group ownership
interest
%
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
50.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
50.0
100.0
100.0
100.0
99.6
100.0
100.0
50.0
50.0
50.0
50.0
100.0
100.0
100.0
100.0
100.0
51.0
100.0
50.0
50.0
50.0
100.0
100.0
100.0
175
Financial statements
Notes to consolidated financial statements continued
Country of incorporation
Colombia
Costa Rica
Croatia
Czech Republic
Denmark
Dominican Republic
Ecuador
Egypt
El Salvador
Estonia
France
Germany
Greece
Guatemala
Honduras
Hong Kong
Hungary
India
176
Company name
Nokia Solutions and Networks Investment (China) Co. Ltd.
Nokia Solutions and Networks System Technology (Beijing) Co., Ltd.
Nokia Technologies (Beijing) Co., Ltd.
RFS Radio Frequency Systems (Shanghai) Co., Ltd.
RFS Radio Frequency Systems (Suzhou) Co., Ltd.
Nokia Solutions and Networks Colombia Ltda.
Alcatel Centroamerica S.A.
Nokia Costa Rica S.A.
Nokia Solutions and Networks d.o.o.
Nokia Solutions and Networks Czech Republic, s.r.o.
Alcatel Submarine Networks Denmark ApS
Nokia Denmark A/S
Nokia Dominican Republic, S.A.S.
Nokia Solutions and Networks Ecuador S.A.
Nokia Egypt S.A.E.
Nokia El Salvador, S.A. de C.V.
Nokia Solutions and Networks OÜ
Alcatel Lucent S.A.S.
Alcatel Submarine Networks Marine S.A.S.
Alcatel Submarine Networks S.A.S.
Alcatel-Lucent International, S.A.
Alcatel-Lucent Participations Chine S.A.S.
Alcatel-Lucent Participations S.A.
Antelec S.A.S.
Camilec S.A.S.
Dixhuitelec S.A.S.
Dixneufelec S.A.S.
Electro Finance S.A.
Evolium S.A.S.
IRIS Telecommunication France SAS
Nokia Bell Labs France S.A.S.
Radio Frequency Systems France S.A.S.
Alcatel SEL Unterstützungs GmbH
ATG Germany GmbH
Intellisync Deutschland GmbH
IRIS Telecommunication GmbH
Nokia Asset Verwaltungsgesellschaft mbH
Nokia Display Technics GmbH i.L.
Nokia Electronics Bochum GmbH i.L.
Nokia Kunststofftechnik GmbH i.L.
Nokia Solutions and Networks GmbH & Co. KG
Nokia Solutions and Networks International Holding GmbH
Nokia Solutions and Networks Management GmbH
Nokia Technology GmbH
Nokia Unterstützungsgesellschaft GmbH
Radio Frequency Systems GmbH
RFS Holding GmbH
Nokia Solutions and Networks Hellas Single Member S.A.
Nokia Operations de Guatemala, S.A.
Nokia Solutions and Networks Honduras, S.A.
Alcatel Submarine Networks Hong Kong Limited
Alcatel-Lucent China Limited
Nokia Shanghai Bell (Hong Kong) Limited
Nokia Solutions and Networks H.K. Limited
OZ Communications HK Limited
Nokia Solutions and Networks Kft.
Nokia Solutions and Networks TraffiCOM Kft.
Alcatel-Lucent India Limited
Alcatel-Lucent Managed Solutions India Private Limited
C-Dot Alcatel-Lucent Research Centre Private Limited
Parent
holding
%
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Group ownership
interest
%
100.0
50.0
100.0
50.0
50.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
50.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
50.0
50.0
100.0
100.0
100.0
100.0
100.0
50.0
100.0
100.0
100.0
99.0
100.0
100.0
51.0
Kazakhstan
Kenya
Kuwait
Lao Peoples Democratic Republic Nokia Shanghai Bell Lao Sole Co. Ltd.
Latvia
Liettua
Luxembourg
Malaysia
Country of incorporation
Indonesia
Iran
Ireland
Israel
Italia
Jamaica
Japan
Mexico
Moldova
Morocco
Myanmar
Netherlands
New Zealand
Nicaragua
Nigeria
Norway
Pakistan
Paraguay
Peru
Philippines
Poland
Portugal
Puerto Rico
Company name
Comptel Communications India Private Limited
Mformation Software Technologies India Pvt Ltd
Nokia India Private Limited
Nokia Solutions and Networks India Private Limited
RFS India Telecom Private Limited
P.T. Lucent Technologies Network Systems Indonesia
P.T. Nokia Solutions and Networks Indonesia
Pishahang Communications Networks Development Company
(Private Joint Stock)
Nokatus Insurance Company Designated Activity Company (DAC)
Nokia Ireland Limited
Nokia Solutions and Networks Ethernet Services Ltd.
Nokia Solutions and Networks Israel Ltd.
Nokia Solutions and Networks Italia S.p.A.
Nokia Solutions and Networks S.p.A.
RFS Italia SRL
Nokia Jamaica Limited
Nokia Innovations Japan G.K.
Nokia Solutions and Networks Japan G.K.
“Nokia Solutions and Networks Kazakhstan” LLP
Alcatel-Lucent East Africa Limited
Nokia Solutions and Networks Kuwait Company W.L.L
Nokia Solutions and Networks SIA
UAB Nokia Solutions and Networks
Telettra International SA
Comptel Communications Sdn Bhd
Nokia Services and Networks Malaysia Sdn. Bhd.
Nokia Operations de México S.A. de C.V.
Radio Frequency Systems de Mexico S.A. de C.V.
“Nokia Solutions and Networks” S.R.L.
Nokia Solutions and Networks Morocco SARL
Nokia Solutions and Networks Myanmar Limited
Alcatel-Lucent RT International B.V.
Alcatel-Lucent Services International B.V.
Nokia Solutions and Networks B.V.
Nokia Solutions and Networks Nederland B.V.
SRA Computer C.V.
Nokia New Zealand Limited
Lucent Technologies Nicaragua, S.A.
Nokia Solutions and Networks Nicaragua S.A.
Alcatel-Lucent Nigeria Limited
Nokia Solutions and Networks Nigeria Ltd.
Alcatel Submarine Networks Norway AS
Nokia Solutions and Networks Norge AS
Alcatel-Lucent Pakistan Limited
Nokia Solutions and Networks Pakistan (Private) Limited
Nokia Paraguay S.A.
Nokia Solutions and Networks Peru S.A.
Comptel Palvelut Philippines Inc.
Lucent Technologies Philippines Inc.
Nokia Shanghai Bell Philippines, Inc.
Nokia Solutions and Networks Philippines, Inc.
Nokia Technology Center Philippines, Inc.
IRIS Telecommunication Poland sp. z o.o.
Nokia Solutions and Networks Sp. z.o.o
Alcatel-Lucent Portugal, S.A.
Nokia Solutions and Networks Portugal S.A.
Nokia Puerto Rico Inc.
176
NOKIA IN 2020
NOKIA IN 2020
177
Parent
holding
%
–
–
100.0
–
–
–
–
–
100.0
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Group ownership
interest
%
100.0
100.0
100.0
100.0
50.0
100.0
100.0
90.0
100.0
100.0
100.0
100.0
100.0
100.0
50.0
100.0
100.0
100.0
100.0
100.0
49.0
50.0
100.0
100.0
100.0
100.0
100.0
100.0
50.0
100.0
100.0
100.0
50.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
90.0
100.0
100.0
100.0
100.0
100.0
50.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
177
Financial statements
Notes to consolidated financial statements continued
Country of incorporation
Romania
Russia
Saudi Arabia
Senegal
Serbia
Singapore
Slovakia
South Africa
South Korea
Spain
Sri Lanka
Sweden
Switzerland
Taiwan
Tanzania
Thailand
Tunisia
Turkey
Ukraine
United Arab Emirates
United Kingdom
Company name
Nokia Networks S.R.L.
S.C. Datatim SA
Alcatel-Lucent Training Center
Nokia Solutions and Networks Joint Stock Company
Nokia Solutions and Networks Limited Liability Company
OOO “RTK – Network Technologies”
OOO Alcatel-Lucent RT
Alcatel-Lucent Saudi Arabia Co., Ltd.
Nokia West and Central Africa SA
Nokia Solutions and Networks Serbia d.o.o. Beograd
Nokia Solutions and Networks Singapore Pte. Ltd.
Radio Frequency Systems (S) Pte Ltd
Nokia Slovakia, A.S.
Nokia Solutions and Networks, telekomunikacijske resitve, d.o.o.
Nokia Solutions and Networks South Africa Pty. Ltd.
Nokia South Africa (Pty) Ltd
Radio Frequency Systems (Africa) Pty Ltd
Nokia Solutions and Networks Korea Ltd.
Nokia Spain, S.A.
Nokia Transformation, Engineering & Consulting Services Spain S.L.U.
Nokia Solutions and Networks Lanka (Private) Limited
Mobile Imaging In Sweden AB i likvidation
Nokia Solutions and Networks AB
Alcatel-Lucent Trade International AG
Nokia Solutions and Networks Schweiz AG
Nokia Solutions and Networks Taiwan Co., Ltd.
Taiwan International Standard Electronics Limited
Nokia Solutions and Networks Tanzania Limited
Lucent Technologies Networks (Thailand) Limited
Nokia (Thailand) Co., Ltd.
Nokia Solutions and Networks CCC
Nokia Solutions and Networks Tunisia SA
Alcatel Lucent Teletas Telekomunikasyon A.S.
IRIS Telekomünikasyon Mühendislik Hizmetleri A.S.
Nokia Solutions Networks Iletisim A.S.
Alcatel-Lucent Ukraine SC
LLC “Nokia Solutions and Networks Ukraine”
Alcatel Lucent Middle East North Africa DMCC
Nokia Solutions and Networks MEA FZ-LLC
Alcad Limited
Alcatel IP Networks Limited
Alcatel Submarine Networks UK Ltd
Alcatel-Lucent Centro Caribbean Holding Limited
Alcatel-Lucent Pension Trustees Limited
Alcatel-Lucent UK Limited
Apertio Ltd.
Comptel Communications Holdings Limited
Comptel Communications Limited
Epistrophe Limited
Europe*Star Limited
Invergence Ltd.
IRIS Service Delivery UK Ltd
Mesaplexx Limited
Nokia Solutions and Networks UK Limited
Nokia Technologies (UK) Limited
Nokia UK Limited
R.F.S. (UK) Limited
STC
Symbian Limited
Parent
holding
%
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
100.0
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Group ownership
interest
%
99.2
94.0
66.0
100.0
100.0
49.0
50.0
100.0
100.0
100.0
100.0
50.0
100.0
100.0
100.0
69.9
50.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
60.0
100.0
27.0
100.0
100.0
100.0
65.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
99.0
100.0
100.0
100.0
100.0
100.0
95.0
100.0
100.0
100.0
100.0
100.0
100.0
50.0
100.0
100.0
Country of incorporation
United States
Uruguay
Uzbekistan
Venezuela
Vietnam
Company name
Alcatel Submarine Networks USA Inc.
Alcatel-Lucent Americas Holdings Inc.
Alcatel-Lucent International Holdings Inc.
Bell Laboratories Inc.
Elenion Technologies LLC
ETA Devices, Inc.
Intellisync LLC
Lucent Technologies GRL LLC
Lucent Venture Partners Inc.
MRAC, Inc.
Nassau Metals Corporation
Nokia Apps Distribution LLC
Nokia Innovations US LLC
Nokia Investment Management Corporation
Nokia of America Corporation
Nokia US Holdings Inc.
Radio Frequency Systems, Inc.
SAC AE Design Group, Inc.
SAC Wireless of CA, Inc.
SAC Wireless, LLC
Western Electric Company, Inc.
Western Electric International Inc.
Nokia Uruguay S.A.
Nokia Solutions and Networks Tashkent LLC
Alcatel de Venezuela C.A.
Nokia Solutions and Networks Venezuela C.A.
Alcatel-Lucent Vietnam Limited
Nokia Solutions and Networks Technical Services Vietnam Company Limited
Parent
holding
%
–
–
–
–
–
–
100.0
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Group ownership
interest
%
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
50.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
(1) Nokia Shanghai Bell Co., Ltd. is the parent company of the Nokia Shanghai Bell Group of which the Nokia Group owns 50% plus one share with China Huaxin, an entity controlled by the Chinese
government, holding the remaining ownership interests. Refer to Note 33, Significant partly-owned subsidiaries.
The Group’s associated companies as of December 31, 2020:
Country of incorporation
Finland
Austria
China
Cuba
France
Germany
Hong Kong
Ireland
Netherlands
Nigeria
Poland
Saudi Arabia
Singapore
Turkey
United Kingdom
United States
Company name
HMD global Oy
TETRON Sicherheitsnetz Errichtungs-und BetriebsgmbH
Alcatel Shenyang Telecommunication Co., Ltd.
Beijing Wang Nuo Xing Yun Technology Co., Ltd.
Fujian FUNO Mobile Communication Technology Co.,Ltd
Nokia Solutions and Networks Neusoft CommTech Co., Ltd.
Shanghai Alcatel Network Support Systems Co., Ltd.
Zhejiang Bell Technical Co., Ltd.
Copal, S.A.
Cibair S.A.S.
III – V LAB
Logistics Warehousing Systems GmbH
TD Tech Holding Limited
Tango Telecom Limited
MobiRail V.O.F.
ITT Nigeria Limited
Nexera Holding Sp. Z.o.o.
Nokia Solutions and Networks Al-Saudia Co. Limited
Innovis Holdings Pte
Noksel Celik Boru Sanayi A.S.
Thales Rail Signalling Solutions S.L.U. ve Alcatel Lucent Teletas A.S. Is Ortakligi
Velocix Solutions Limited
MobileMedia Ideas LLC
Nokia Corporation has one branch Nokia Oyj, Succursale de Lancy, which is located in Switzerland.
Parent
holding
%
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
20.00
–
–
–
Group ownership
interest
%
10.10
35.00
27.50
25.00
49.00
27.00
25.50
20.00
49.00
19.00
40.00
20.00
51.00
20.00
50.00
40.00
14.43
49.00
27.30
20.00
25.60
20.00
40.00
178
178
NOKIA IN 2020
NOKIA IN 2020
179
179
Financial statements
Notes to consolidated financial statements continued
33. Significant partly-owned subsidiaries
The Group holds an ownership interest of 50% plus one share in Nokia Shanghai Bell’s parent company, Nokia Shanghai Bell Co., Ltd.
(NSB), with China Huaxin Post & Telecommunication Economy Development Center (China Huaxin) holding the remaining ownership
interests. The Group applied judgment to conclude that it is able to control NSB based on an assessment of various factors including
the ability to nominate key management personnel, decision-making related to the management of NSB operations and the Group’s
exposure to variable returns from NSB.
In 2017, the Group entered into a contractual arrangement providing China Huaxin with the right to fully transfer its ownership interest
in NSB to the Group and the Group with the right to purchase China Huaxin’s ownership interest in NSB in exchange for a future cash
settlement. To reflect this, the Group derecognized the non-controlling interest balance related to NSB and recognized a financial liability
based on the estimated future cash settlement.
The financial liability is measured based on the expected future cash settlement to acquire the non-controlling interest in NSB. The
measurement of the financial liability is complex as it involves estimation of the option exercise price and the distribution of excess
cash balances upon exercise. The Group decreased the value of the financial liability to reflect a change in estimate of the future cash
settlement resulting in the recognition of a EUR 79 million gain (EUR 64 million in 2019) in financial income and expenses. As of December
31, 2020, the expected future cash settlement amounted to EUR 420 million (EUR 639 million in 2019).
Financial information for the Nokia Shanghai Bell Group(1):
EURm
Summarized income statement
Net sales(2)
Operating loss
Loss for the year
Loss for the year attributable to:
Equity holders of the parent
Non-controlling interests(3)
Summarized statement of financial position
Non-current assets
Non-current liabilities
Non-current net assets
Current assets(4)
Current liabilities
Current net assets
Net assets(5)
Non-controlling interests(3)
Summarized statement of cash flows
Net cash from operating activities
Net cash used in investing activities
Net cash (used in)/from financing activities(6)
Net (decrease)/increase in cash and cash equivalents
2020
2019
1 376
(3)
(14)
2 013
(26)
(47)
(14)
–
(47)
–
577
(150)
427
1 984
(1 228)
756
1 183
–
189
(26)
(376)
(213)
651
(192)
459
2 669
(1 637)
1 032
1 491
–
125
(87)
38
76
(1) Financial information for the Nokia Shanghai Bell Group is presented before eliminations of intercompany transactions with the rest of the Group but after eliminations of intercompany
transactions between entities within the Nokia Shanghai Bell Group.
Includes EUR 104 million (EUR 100 million in 2019) net sales to other Group entities.
(2)
(3) Based on the contractual arrangement with China Huaxin, the Group does not recognize any non-controlling interest in NSB.
(4)
Includes a total of EUR 604 million (EUR 819 million in 2019) of cash and cash equivalents and current financial investments.
(5) The distribution of the profits of NSB requires the passing of a special resolution by more than two-thirds of its shareholders, subject to a requirement that at least 50% of the after-tax
distributable profits are distributed as dividends each year.
(6) Includes EUR 144 million dividend paid to China Huaxin in 2020.
34. Investments in associated companies and joint ventures
EURm
Net carrying amount as of January 1
Translation differences
Acquisitions and additions(1)
Disposals and deductions
Impairments(2)
Share of results(2)
Dividends
Net carrying amount as of December 31
2020
165
(10)
68
(7)
(4)
26
(5)
233
2019
145
3
13
–
(2)
12
(6)
165
(1) In 2020, the Group acquired an ownership interest in HMD global Oy as a result of the equity conversion of the convertible loan. For more information, refer to Note 35, Related party transactions.
(2) In 2020, impairments and share of results are presented in the share of results of associated companies and joint ventures line in the consolidated income statement.
Shareholdings in associated companies and joint ventures comprise investments in unlisted companies.
35. Related party transactions
The Group has related party transactions with pension funds, associated companies and joint ventures, and the management and the
Board of Directors. Transactions and balances with companies over which the Group exercises control are eliminated on consolidation.
Refer to Note 2, Significant accounting policies, and Note 32, Principal Group companies.
Transactions with pension funds
The Group has borrowings of EUR 43 million (EUR 69 million in 2019) from Nokia Unterstützungsgesellschaft mbH, the Group’s German
pension fund, a separate legal entity. The loan bears interest at the rate of 6% per annum and its duration is pending until further notice
by the loan counterparties even though they have the right to terminate the loan with a 90 day notice. In 2020, an amendment in the
loan agreement was reached allowing an off-set to the loan balance of contributions, interest and benefit payments paid. The loan is
included in short-term interest-bearing liabilities in the consolidated statement of financial position. For more information on the Group’s
pension plans, refer to Note 27, Pensions and other post-employment benefits.
Transactions with associated companies and joint ventures
EURm
Share of results
Dividend income
Share of shareholders’ equity
Sales
Purchases
Trade receivables
Trade payables
2020
22
5
233
115
(177)
31
(26)
2019
12
6
165
153
(193)
22
(38)
2018
12
1
145
167
(159)
58
(32)
The Group has a financing commitment of EUR 6 million (EUR 10 million in 2019) to an associated company.
In 2016, the Group engaged in a strategic agreement with HMD global Oy based on which the Group determined that it exercised significant
influence over HMD global Oy despite holding no voting power in it. The agreement covers branding rights and intellectual property licensing
to grant HMD global Oy an exclusive global license to create Nokia-branded mobile phones and tablets for ten years. In 2019, the Group
granted a convertible loan of EUR 60 million to HMD global Oy containing both a mandatory equity conversion element, as well as a call option
held by the Group, to convert the loan into equity interest in HMD global Oy. In 2020, the Group acquired an ownership interest in HMD global
Oy as a result of the equity conversion of the convertible loan and recorded an investment in associated companies of EUR 63 million.
Management compensation
Compensation information for the President and CEO:
EUR
2020
Pekka Lundmark, from August 1, 2020
Rajeev Suri, until July 31, 2020(2)
2019
Rajeev Suri
2018
Rajeev Suri
Base
salary/fee
Cash
incentive
payments
Share-
based payment
expenses(1)
Pension
expenses
Total
541 667
759 365
573 068
945 697
1 063 164 211 050 2 388 949
1 276 825 341 591 3 323 478
1 300 000
637 163
2 265 547 353 846 4 556 556
1 050 000
873 862
1 978 268 312 607 4 214 737
(1) Represents the expense for all outstanding equity grants recorded during the year.
(2) Upon stepping down from his role as CEO, the Group recorded termination benefits, EUR 5 122 317, for Rajeev Suri according to terms of his exit agreement.
180
204
NOKIA IN 2020
NOKIA IN 2020
205
181
Financial statements
Notes to consolidated financial statements continued
Total remuneration awarded to the Group Leadership Team for their time as members of the Group Leadership Team:
36. Financial risk management
EURm
Short-term benefits
Post-employment benefits(1)
Share-based payments
Termination benefits(2)
Total
2020
27
2
9
10
48
2019
24
1
8
–
33
2018
23
1
6
5
35
(1) The members of the Group Leadership Team participate in the local retirement programs applicable to employees in the country where they reside.
(2) Includes both termination payments and payments made under exceptional contractual arrangements for lapsed equity awards.
Board of Directors’ compensation
The annual remuneration paid to the members of the Board of Directors, as decided by the Annual General Meetings in the
respective years:
2020
2019
2018
Sari Baldauf, Chair
Kari Stadigh, Vice Chair
Bruce Brown(4)
Thomas Dannenfeldt(5)
Jeanette Horan(5)
Louis R. Hughes
Edward Kozel(5)(6)
Jean C. Monty
Elizabeth Nelson(5)
Olivier Piou
Risto Siilasmaa
Søren Skou
Carla Smits-Nusteling(5)
Total
Shares
Meeting
Annual
fees(2)
fee(1)
EUR
EUR
440 000
5 000
185 000 11 000
190 000 22 000
175 000
–
175 000 20 000
–
–
195 000 17 000
–
–
175 000 17 000
– 11 000
–
–
160 000 11 000
190 000 17 000
1 885 000 131 000
received(3)
number
48 523
20 401
20 953
19 299
19 299
–
21 504
–
19 299
–
–
17 644
20 953
Shares
Annual
fee(1)
EUR
Meeting
fees
EUR
185 000 12 000
160 000 12 000
190 000 27 000
–
–
175 000 22 000
– 22 000
195 000 20 000
–
–
175 000 25 000
175 000 14 000
–
440 000
160 000
–
190 000 20 000
received(3)
number
16 261
14 063
16 700
–
15 382
–
17 140
–
15 382
15 382
38 675
14 063
16 700
Meeting
Annual
fee(1)
fees
EUR
EUR
160 000
–
160 000 10 000
190 000 24 000
–
–
175 000 20 000
175 000 24 000
195 000 22 000
– 14 000
175 000 17 000
185 000 11 000
–
440 000
–
–
190 000 16 000
Shares
received(3)
number
12 636
12 636
15 005
–
13 820
13 820
15 400
–
13 820
14 610
34 749
–
15 005
2 045 000 174 000
2 045 000 158 000
(1) Annual fees consist of Board member fees and Committee chair and member fees.
(2) Meeting fees include all meeting fees paid for the term that ended at the Annual General Meeting held on May 27, 2020, and meeting fees accrued and paid in 2020 for the term that began at the
same meeting.
(3) Approximately 40% of each Board member’s annual compensation is paid in Nokia shares purchased from the market, and the remaining approximately 60% is paid in cash.
(4) Annual fees include EUR 30 000 for Bruce Brown as Chair of the Personnel Committee.
(5) Annual fees include EUR 30 000 for Carla Smits-Nusteling as Chair and EUR 15 000 for Thomas Dannenfeldt, Jeanette Horan, Edward Kozel and Elizabeth Nelson as members of the
Audit Committee.
(6) Annual fees include EUR 20 000 for Edward Kozel as Chair of the Technology Committee.
Transactions with the Group Leadership Team and the Board of Directors
No loans were granted to the members of the Group Leadership Team and the Board of Directors in 2020, 2019 or 2018.
Terms of termination of employment of the President and CEO
Rajeev Suri stepped down from his position as President and CEO on July 31, 2020. Nokia’s Board of Directors appointed Pekka Lundmark
as President and CEO of Nokia and he started in his new role on August 1, 2020.
The President and CEO, Pekka Lundmark, may terminate his service agreement at any time with 12 months’ prior notice. The President
and CEO would either continue to receive salary and benefits during the notice period or, at Nokia’s discretion, a lump sum of equivalent
value. Additionally, the President and CEO would be entitled to any short- or long-term incentives that would normally vest during the
notice period. Any unvested equity awards would be forfeited after termination.
In the event that the President and CEO terminates his service agreement based on a final arbitration award demonstrating Nokia’s
material breach of the service agreement, he is entitled to a severance payment equaling up to 12 months of compensation (including
annual base salary, benefits and target incentive). Any unvested equity awards would be forfeited after termination.
General risk management principles
We have a systematic and structured approach to risk management. Key risks and opportunities are primarily identified against business
targets either in business operations or as an integral part of strategy and financial planning. Risk management covers strategic,
operational, financial and hazard risks. Key risks and opportunities are analyzed, managed and monitored as part of business performance
management with the support of risk management personnel and the centralized Enterprise Risk Management function. The principles
documented in the Nokia Enterprise Risk Management Policy, which is approved by the Audit Committee of the Board, require risk
management and its elements to be integrated into key processes. One of the core principles is that the business or function head is
also the risk owner, although all employees are responsible for identifying, analyzing and managing risks, as appropriate, given their roles
and duties. Our overall risk management concept is based on managing the key risks that would prevent us from meeting our objectives,
rather than solely focusing on eliminating risks. In addition to the principles defined in the Nokia Enterprise Risk Management Policy,
specific risk management implementation, including financial risk management, is reflected in other key policies and operating procedures.
Financial risks
The objective for treasury activities is to guarantee sufficient funding at all times and to identify, evaluate and manage financial risks.
Treasury activities support this aim by mitigating the adverse effects on the profitability of the underlying business caused by
fluctuations in the financial markets, and by managing the capital structure by balancing the levels of liquid assets and financial
borrowings. Treasury activities are governed by the Nokia Treasury Policy approved by the Group President and CEO, which provides
principles for overall financial risk management and determines the allocation of responsibilities for financial risk management activities.
Operating procedures approved by the Group CFO cover specific areas such as foreign exchange risk, interest rate risk, credit risk and
liquidity risk as well as the use of derivative financial instruments in managing these risks. The Group is risk averse in its treasury activities.
Financial risks are divided into market risk covering foreign exchange risk and interest rate risk; credit risk covering business-related credit
risk and financial credit risk; and liquidity risk.
Market risk
Foreign exchange risk
The Group operates globally and is exposed to transaction and translation foreign exchange risks. The objective of foreign exchange
risk management is to mitigate adverse impacts from foreign exchange fluctuations on the Group profitability and cash flows.
Treasury applies a global portfolio approach to manage foreign exchange risks within approved guidelines and limits.
Transaction risk arises from foreign currency denominated assets and liabilities together with foreign currency denominated future cash
flows. Transaction exposures are managed in the context of various functional currencies of Group companies. Material transactional
foreign exchange exposures are hedged, unless hedging would be uneconomical due to market liquidity and/or hedging cost. Exposures
are defined using transaction nominal values. Exposures are mainly hedged with derivative financial instruments, such as foreign
exchange forward contracts and foreign exchange options with most of the hedging instruments having a duration of less than a year.
Layered hedging approach is typically used for hedging of highly probable forecast foreign currency denominated cash flows with
quarterly hedged items defined based on set hedge ratio ranges for each successive quarter. Hedged items defined for successive
quarters are hedged with foreign exchange forward contracts and foreign exchange options with a hedge ratio of 1:1. Hedging levels
are adjusted on a monthly basis including hedging instrument designation and documentation as appropriate. In case hedges exceed
the hedge ratio range for any specific quarter, the hedge portfolio for that specific quarter is adjusted accordingly.
In certain cases, mainly related to long-term construction projects, the Group applies fair value hedge accounting for foreign exchange
risk with the objective to reduce the exposure to fluctuations in the fair value of the related firm commitments due to changes in foreign
exchange rates. Exposures are mainly hedged with foreign exchange forward contracts with most of the hedging instruments having
a duration of less than a year. The Group continuously manages the portfolio of hedging instruments to ensure appropriate alignment
with the portfolio of hedged items at a hedging ratio of 1:1.
As the Group has entities where the functional currency is other than the euro, the shareholders’ equity is exposed to fluctuations
in foreign exchange rates. Changes in shareholders’ equity caused by movements in foreign exchange rates are shown as currency
translation differences in the consolidated financial statements. The risk management strategy is to protect the euro counter value of
the portion of this exposure expected to materialize as foreign currency repatriation cash flows in the foreseeable future. Exposures
are mainly hedged with derivative financial instruments, such as foreign exchange forward contracts and foreign exchange options
with most of the hedging instruments having a duration of less than a year.
Hedged items are defined based on conservative expectations of repatriation cash flows based on a range of considerations. Net
investment exposures are reviewed, hedged items designated, and hedging levels adjusted at minimum on a quarterly basis with a hedge
ratio of 1:1. Additionally, hedging levels are adjusted whenever there are significant events impacting expected repatriation cash flows.
The foreign exchange risk arising from foreign currency denominated interest-bearing liabilities is primarily hedged using cross-currency
swaps that are also used to manage the Group’s interest rate profile (refer to the interest rate risk section below).
182
206
NOKIA IN 2020
NOKIA IN 2020
207
183
Financial statements
Notes to consolidated financial statements continued
Notional amounts in currencies that represent a significant portion of the currency mix in outstanding financial instruments and other
hedged items as of December 31:
EURm
2020
Foreign exchange exposure designated as hedged item for cash flow hedging, net(1)
Foreign exchange exposure designated as hedged item for fair value hedging for FX risk, net(2)
Foreign exchange exposure designated as hedged item for net investment hedging(3)
Foreign exchange exposure from interest-bearing liabilities(4)
Foreign exchange exposure from items on the statement of financial position, excluding
interest-bearing liabilities, net
Other foreign exchange derivatives, carried at fair value through profit and loss, net(5)
EURm
2019
Foreign exchange exposure designated as hedged item for cash flow hedging, net(1)
Foreign exchange exposure designated as hedged item for fair value hedging for FX risk, net(2)
Foreign exchange exposure designated as hedged item for net investment hedging(3)
Foreign exchange exposure from interest-bearing liabilities(4)
Foreign exchange exposure from items on the statement of financial position, excluding
interest-bearing liabilities, net
Other foreign exchange derivatives, carried at fair value through profit and loss, net(5)
USD
GBP
CNY
JPY
313
705
392
(1 207)
238
(52)
136
–
–
–
746
–
88
(324)
(148)
120
(894)
714
USD
GBP
CNY
628
423
2 547
(1 314)
379
(70)
93
–
–
–
981
–
369
–
–
–
130
(95)
INR
–
–
346
–
(2 855)
2 607
(81)
86
(868)
711
(294)
346
(1)
(2)
(3)
(4)
(5)
Includes foreign exchange exposure from forecasted cash flows related to sales and purchases. In some currencies, especially the US dollar, the Group has substantial foreign exchange
exposures in both estimated cash inflows and outflows. These underlying exposures have been hedged.
Includes foreign exchange exposure from contractual firm commitments. These underlying exposures have been substantially hedged.
Includes net investment exposures in foreign operations. These underlying exposures have been hedged.
Includes interest-bearing liabilities that have been hedged with cross-currency swaps and foreign exchange forwards. Refer to Note 23, Interest-bearing liabilities.
Items on the statement of financial position are hedged by a portion of foreign exchange derivatives not designated in a hedge relationship and carried at fair value through profit and loss.
The methodology for assessing foreign exchange risk exposures: Value-at-Risk
The Group uses the Value-at-Risk (VaR) methodology to assess exposures to foreign exchange risks. The VaR-based methodology
provides estimates of potential fair value losses in market risk-sensitive instruments as a result of adverse changes in specified market
factors, at a specified confidence level over a defined holding period. The Group calculates the foreign exchange VaR using the Monte
Carlo method, which simulates random values for exchange rates in which the Group has exposures and takes the non-linear price
function of certain derivative instruments into account. The VaR is determined using volatilities and correlations of rates and prices
estimated from a sample of historical market data, at a 95% confidence level, using a one-month holding period. To put more weight
on recent market conditions, an exponentially weighted moving average is performed on the data with an appropriate decay factor.
This model implies that, within a one-month period, the potential loss will not exceed the VaR estimate in 95% of possible outcomes.
In the remaining 5% of possible outcomes, the potential loss will be at minimum equal to the VaR figure and, on average, substantially
higher. The VaR methodology relies on a number of assumptions, which include the following: risks are measured under average market
conditions, changes in market risk factors follow normal distributions, future movements in market risk factors are in line with estimated
parameters and the assessed exposures do not change during the holding period. Thus, it is possible that, for any given month, the
potential losses at a 95% confidence level are different and could be substantially higher than the estimated VaR.
The VaR calculation includes foreign currency denominated monetary financial instruments, such as current financial investments, loans
and trade receivables, cash, loans and trade payables; foreign exchange derivatives carried at fair value through profit and loss that are
not in a hedge relationship and are mostly used to hedge the statement of financial position foreign exchange exposure; and foreign
exchange derivatives designated as forecasted cash flow hedges, fair value hedges and net investment hedges as well as the exposures
designated as hedged items for these hedge relationships.
The VaR figures for the Group’s financial instruments, which are sensitive to foreign exchange risks, are presented in the Total VaR column
and the simulated impact to financial statements presented in profit, other comprehensive income (OCI) and cumulative translation
adjustment (CTA) columns in the table below.
2020
2019
EURm
As of December 31
Average for the year
Range for the year
Total VaR
9
9
6-18
Simulated impact on financial statements
CTA
–
–
0-0
OCI
21
30
15-41
Profit
15
18
8-32
Total VaR
8
11
7-25
Simulated impact on financial statements
CTA
–
1
0-4
OCI
18
22
13-31
Profit
10
10
4-17
Interest rate risk
The Group is exposed to interest rate risk either through market value fluctuations of items on the consolidated statement of financial
position (price risk) or through changes in interest income or expenses (refinancing or reinvestment risk). Interest rate risk mainly arises
through interest-bearing liabilities and assets. Estimated future changes in cash flows and the structure of the consolidated statement
of financial position also expose the Group to interest rate risk.
The objective of interest rate risk management is to mitigate adverse impacts arising from interest rate fluctuations on the consolidated
income statement, cash flow, and financial assets and liabilities while taking into consideration the Group’s target capital structure and
the resulting net interest rate exposure. The Group has entered into long-term borrowings mainly at fixed rates and swapped a portion
of them into floating rates, in line with a defined target interest profile. The Group has not entered into interest rate swaps where it
would be paying fixed rates. The Group aims to mitigate the adverse impacts from interest rate fluctuations by continuously managing
net interest rate exposure arising from financial assets and liabilities, by setting appropriate risk management benchmarks and risk limits.
Interest rate profile of items under interest rate risk management including the Group’s net cash and current financial investments as well
as related derivatives as of December 31:
EURm
Current financial investments
Cash and cash equivalents
Interest-bearing liabilities
Financial assets and liabilities before derivatives
Interest rate derivatives
Financial assets and liabilities after derivatives
2020
104
324
(4 687)
Fixed rate Floating rate(1)
1 017
6 616
(889)
6 744
(661)
6 083
(4 259)
661
(3 598)
2019
Fixed rate Floating rate(1)
93
5 830
(405)
4
80
(3 872)
(3 788)
1 197
5 518
(1 197)
(2 591)
4 321
(1) All cash equivalents and derivative transaction-related collaterals with initial maturity of three months or less are considered floating rate for the purposes of interest rate risk management.
Treasury monitors and manages interest rate exposure centrally. The Group uses selective sensitivity analyses to assess and measure
interest rate exposure arising from interest-bearing assets, interest-bearing liabilities and related derivatives. Sensitivity analysis
determines an estimate of potential fair value changes in market risk-sensitive instruments by varying interest rates in currencies in which
the Group has material amounts of financial assets and liabilities while keeping all other variables constant. Sensitivities to credit spreads
are not reflected in the numbers.
The Group’s sensitivity to interest rate exposure in the investment and debt portfolios is presented in the fair value column in the table
below with simulated impact to financial statements presented in profit and OCI columns.
EURm
Interest rates – increase by 100 basis points
Interest rates – decrease by 50 basis points
2020
Impact
Impact on
fair value
190
(100)
on profit
1
(1)
2019
Impact
Impact Impact on
on OCI
fair value
112
(58)
on profit
1
(1)
4
(2)
Impact
on OCI
2
(1)
Effects of hedge accounting on the financial position and performance
The Group is using several types of hedge accounting programs to manage its foreign exchange and interest rate risk exposures; refer to
Note 2, Significant accounting policies. The effect of these programs on the Group’s financial position and performance as of December 31:
EURm
2020
Carrying amount of hedging instruments
Notional amount of hedging instruments
Notional amount of hedged items
Change in intrinsic value of hedging instruments since January 1
Change in value of hedged items used to determine hedge effectiveness
2019
Carrying amount of hedging instruments
Notional amount of hedging instruments
Notional amount of hedged items
Change in intrinsic value of hedging instruments since January 1
Change in value of hedged items used to determine hedge effectiveness
Cash flow
hedges (FX
forwards and
options)(1)
Net investment
hedges (FX
forwards and
options)(1)
Fair value
hedges (FX
forwards)(1)
Fair value and
cash flow
hedges (IR
swaps and
cross-currency
swaps)(1)
19
(787)
787
33
(35)
(10)
(1 029)
1 043
(31)
32
(2)
(1 620)
1 620
265
(265)
34
(4 106)
4 106
(51)
51
69
(636)
635
79
(87)
1
(348)
351
(4)
3
(154)
815
(815)
118
(116)
(51)
1 246
(1 246)
132
(133)
185
184
208
NOKIA IN 2020
NOKIA IN 2020
209
(1) No significant ineffectiveness has been recorded during the periods presented and economic relationships have been fully effective.
Financial statements
Notes to consolidated financial statements continued
The most significant foreign exchange hedging instruments under cash flow, net investment and fair value hedge accounting as of
December 31:
Currency Instrument
Fair value
(EURm)
Weighted average
hedged rate
Total
Within
3 months
Between
3 and 12
months
Between
1 and 3
years
Beyond
3 years
Maturity breakdown of net notional amounts (EURm)(1)
2020
Cash flow hedge accounting
GBP
GBP
JPY
JPY
KRW
KRW
PLN
USD
CNY
GBP
INR
USD
FX Forwards
FX Options
FX Forwards
FX Options
FX Forwards
FX Options
FX Forwards
FX Forwards
FX Forwards
FX Forwards
FX Forwards
FX Forwards
0.8951
(0)
0.9262
1
122.0685
7
0
128.3026
(2) 1 347.3221
0 1 412.5000
4.4876
(2)
1.1809
17
4
(1)
(1)
(6)
7.9625
0.9061
89.8000
1.2158
(163)
(75)
(185)
(19)
(132)
(7)
153
(268)
(746)
(136)
(182)
(392)
(42)
(24)
(47)
0
(29)
(7)
46
(64)
(746)
(136)
(182)
(392)
(97)
(47)
(138)
(19)
(103)
–
107
(204)
–
–
–
–
(24)
(4)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
USD
FX Forwards
70
1.1490
(705)
(114)
(66)
(487)
(38)
GBP
GBP
JPY
KRW
KRW
PLN
USD
USD
CNY
INR
USD
FX Forwards
FX Options
FX Forwards
FX Forwards
FX Options
FX Forwards
FX Forwards
FX Options
FX Forwards
FX Forwards
FX Forwards
0.8780
(8)
0.9058
1
(2)
122.1697
(1) 1 310.0412
1 336.2500
0
4.2926
2
1.1171
0
1.1489
0
(207)
(172)
(167)
(129)
(46)
139
(280)
(125)
(53)
(40)
(44)
(15)
(31)
45
0
(67)
(126)
(99)
(123)
(114)
(15)
94
(280)
(58)
0
6
28
7.8003
78.4807
1.1076
(981)
(346)
(2 547)
(981)
(346)
(2 547)
–
–
–
(28)
(33)
–
–
–
–
–
–
–
–
–
USD
FX Forwards
0
1.1082
(423)
(171)
(270)
18
–
–
–
–
–
–
–
–
–
–
–
–
Net investment hedge accounting
Fair value hedge accounting
for FX risk
2019
Cash flow hedge accounting
Net investment hedge accounting
Fair value hedge accounting
for FX risk
(1) Negative notional amounts indicate that hedges sell currency and positive notional amounts indicate that hedges buy currency.
For information on the impact of hedge accounting on equity, refer to Note 21, Fair value and other reserves. For information on hedging
instruments used for fair value and cash flow hedge accounting related to the Group’s interest-bearing liabilities, refer to Note 23,
Interest-bearing liabilities. For information on derivative instruments, refer to Note 25, Derivative financial instruments.
Other market risk
In certain emerging market countries, there are local exchange control regulations that provide for restrictions on making cross-border
transfers of funds as well as other regulations that impact the Group’s ability to control its net assets in those countries.
Credit risk
Credit risk refers to the risk that a counterparty will default on its contractual obligations resulting in financial loss to the Group. Credit
risk arises from credit exposures to customers, including outstanding receivables, financial guarantees and committed transactions, as
well as financial institutions, including bank and cash, fixed income and money market investments, and derivative financial instruments.
Credit risk is managed separately for business-related and financial credit exposures.
Business-related credit risk
The Group aims to ensure the highest possible quality in trade receivables and contract assets as well as customer or third-party loan
receivables. The Credit Risk Management Standard Operating Procedure, approved by the Group CFO, lays out the framework for the
management of the business-related credit risks. The Credit Risk Management Standard Operating Procedure sets out that credit
decisions are based on credit evaluation in each business, including credit rating and limits for larger exposures, according to defined
principles. Group level limit approvals are required for material credit exposures. Credit risks are monitored in each business and,
where appropriate, mitigated on case by case basis with the use of letters of credit, collaterals, sponsor guarantees, credit insurance,
and sale of selected receivables.
The Group applies a simplified approach to recognizing a loss allowance on trade receivables and contract assets based on measurement
of lifetime expected credit losses arising from trade receivables without significant financing components. Based on quantitative and
qualitative analysis, the Group has determined that the credit risk exposure arising from its trade receivables is low risk. Quantitative
analysis focuses on historical loss rates, historic and projected sales and the corresponding trade receivables, and overdue trade
receivables including indicators of any deterioration in the recovery expectation. Qualitative analysis focuses on all relevant conditions,
including customer credit rating, country credit rating and political situation, to improve the accuracy of estimating lifetime expected
credit losses. In 2020, the Group recognized impairment losses of 1.1% of net sales (0.6% in 2019).
Credit exposure is measured as the total of trade receivables, contract assets and loans outstanding from customers and committed
credits. Trade receivables do not include any major concentrations of credit risk by customer. The top three customers account for
10.5%, 5.1% and 4.6% (4.6%, 4.3% and 3.8% in 2019) of trade receivables, contract assets and loans due from customers and other
third parties as of December 31, 2020. The top three credit exposures by country account for 24.0%, 9.6% and 8.6% (12.4%, 11.4%
and 9.7% in 2019) of the Group’s trade receivables, contract assets and loans due from customers and other third parties as of
December 31, 2020. The 24.0% credit exposure relates to trade receivables in the United States (12.4% in 2019 from China).
The Group has provided loss allowances on trade receivables, contract assets and loans due from customers and other third parties not
past due based on an analysis of debtors’ credit ratings and credit histories. The Group establishes loss allowances that represent an
estimate of expected losses at the end of the reporting period. All trade receivables, contract assets and loans due from customers are
considered on an individual basis to determine the loss allowances. The total of trade receivables, contract assets and loans due from
customers is EUR 7 124 million (EUR 6 936 million in 2019) as of December 31, 2020.
186
210
NOKIA IN 2020
NOKIA IN 2020
211
187
Financial statements
Notes to consolidated financial statements continued
The aging of trade receivables, contract assets and customer finance loans is as of December 31:
Past due
1-30 days
Past due
Past due
31-180 days More than 180 days
EURm
As of December 31, 2020
Trade receivables
Contract assets
Customer financing related loan receivables
Total
As of December 31, 2019
Trade receivables
Contract assets
Customer financing related loan receivables
Total
Current
5 190
1 080
178
6 448
4 364
1 489
224
6 077
93
–
–
93
156
–
–
156
199
–
–
199
306
–
17
323
Movements in loss allowances, all of which relate to trade receivables, for the years ended December 31:
EURm
As of January 1
Charged to income statement
Deductions(1)
As of December 31
(1) Deductions include utilization and releases of allowances
The Group’s exposure to credit risk related to customer financing as of December 31:
EURm
Loan commitments given undrawn
Outstanding customer financing related loan receivables
Total
2020
147
183
(30)
300
Total
5 802
1 080
242
7 124
5 171
1 489
276
6 936
2018
192
86
(83)
195
2019
303
276
579
320
–
64
384
345
–
35
380
2019
195
41
(89)
147
2020
180
242
422
For customer financing related loan receivables, the credit loss estimate is typically based on a 12-month expected credit loss for
outstanding loans and estimated additional draw-downs during this period. The loss allowance is calculated on a quarterly basis based
on a review of collectability and available collateral, derecognized from other comprehensive income and recognized in other financial
expenses in the consolidated income statement. Loss allowance for customer financing-related loan receivables was EUR 134 million
(EUR 76 million in 2019). The increase in loss allowance balance is EUR 58 million (EUR 69 million in 2019) mainly due to a significant
decrease in the credit quality of an emerging market customer. In 2019 the movement in loss allowance balance is mainly due to an
impairment related to a certain emerging market customer, refer to Note 17, Impairment.
Financial credit risk
Financial instruments contain an element of risk resulting from changes in the market price due to counterparties becoming less
creditworthy or risk of loss due to counterparties being unable to meet their obligations. Financial credit risk is measured and monitored
centrally by Treasury. Financial credit risk is managed actively by limiting counterparties to a sufficient number of major banks and
financial institutions, and by monitoring the creditworthiness and the size of exposures continuously. Additionally, the Group enters into
netting arrangements with all major counterparties, which give the right to offset in the event that the counterparty would not be able
to fulfill its obligations. The Group enters into collateral agreements with certain counterparties, which require counterparties to post
collateral against derivative receivables.
Investment decisions are based on strict creditworthiness and maturity criteria as defined in the Treasury-related policies and
procedures. As a result of this investment policy approach and active management of outstanding investment exposures, the Group has
not been subject to any material credit losses in its financial investments in the years presented. The Group did not have any financial
investments that were past due but not impaired at December 31. Due to the high credit quality of the Group’s financial investments,
the expected credit loss for these investments is deemed insignificant.
Outstanding current financial investments, cash equivalents and cash classified by credit rating grades ranked in line with Standard &
Poor’s rating categories as of December 31:
EURm
2020
Total
2019
Total
Rating(1)
AAA
AA+ – AA-
A+ – A-
BBB+ – BBB-
BB+ – BB-
B+ – B-
CCC+ – CCC-
Non-rated
AAA
AA+ – AA-
A+ – A-
BBB+ – BBB-
BB+ – BB-
B+ – B-
Non-rated
Cash
Due within
3 months
Due between 3
and 12 months
Due between
1 and 3 years
Due between
3 and 5 years
Due beyond
5 years
–
895
1 685
106
36
26
3
30
2 781
–
663
2 007
445
8
22
100
3 245
1 411
352
2 593
490
–
–
–
8
4 854
800
143
1 377
360
–
–
3
2 683
–
–
50
100
1
–
–
–
151
–
–
20
13
–
–
1
34
–
–
70
–
–
–
–
–
70
–
–
20
–
–
–
–
20
–
–
155
–
–
–
–
–
155
–
–
25
–
–
–
–
25
–
–
50
–
–
–
–
–
50
–
–
–
–
–
–
–
–
Total(2)(3)
1 411
1 247
4 603
696
37
26
3
38
8 061
800
806
3 449
818
8
22
104
6 007
(1) Bank Parent Company ratings are used here for bank groups. Actual bank subsidiary ratings may differ from the Bank Parent Company rating.
(2) Current financial investments and cash equivalents include bank deposits, structured deposits, investments in money market funds and investments in fixed income instruments.
(3)
Instruments that include a call feature have been presented at their final maturities. Instruments that are contractually due beyond three months include EUR 325 million (EUR 77 million
in 2019) of instruments that have a call period of less than three months.
The Group has restricted bank deposits primarily related to employee benefits of EUR 107 million (EUR 126 million in 2019) that are
presented in other non-current financial assets. The Group has assessed the counterparty credit risk for these financial assets and
concluded that expected credit losses are not significant.
Financial assets and liabilities subject to offsetting under enforceable master netting agreements and similar arrangements as of
December 31:
EURm
2020
Derivative assets
Derivative liabilities
Total
2019
Derivative assets
Derivative liabilities
Total
Gross amounts of
financial assets/
(liabilities)
Gross amounts of
financial liabilities/
(assets) set off in
the statement of
financial position
Net amounts of
financial assets/
(liabilities) presented in
the statement of
financial position
Related amounts not set off in the
statement of financial position
Financial
instruments
assets/(liabilities)
Cash collateral
received/(pledged)
Net amount
169
(304)
(135)
81
(157)
(76)
–
–
–
–
–
–
169
(304)
(135)
81
(157)
(76)
73
(153)
(80)
76
(83)
(7)
89
(134)
(45)
–
(37)
(37)
7
(17)
(10)
5
(37)
(32)
The financial instruments subject to enforceable master netting agreements and similar arrangements are not offset in the consolidated
statement of financial position where there is no intention to settle net or realize the asset and settle the liability simultaneously.
188
212
NOKIA IN 2020
NOKIA IN 2020
213
189
Financial statements
Notes to consolidated financial statements continued
Liquidity risk
Liquidity risk is defined as financial distress or extraordinarily high financing costs arising from a shortage of liquid funds in a situation
where outstanding debt needs to be refinanced or where business conditions unexpectedly deteriorate and require financing.
Transactional liquidity risk is defined as the risk of executing a financial transaction below fair market value or not being able to execute
the transaction at all within a specific period of time. The objective of liquidity risk management is to maintain sufficient liquidity, and
to ensure that it is readily available without endangering its value in order to avoid uncertainty related to financial distress at all times.
The Group aims to secure sufficient liquidity at all times through efficient cash management and by investing primarily in highly liquid
money market investments. Depending on its overall liquidity position, the Group may pre-finance or refinance upcoming debt maturities
before contractual maturity dates. The transactional liquidity risk is minimized by entering into transactions where proper two-way
quotes can be obtained from the market. The Group aims to ensure flexibility in funding by maintaining committed and uncommitted
credit lines. Refer to Note 23, Interest-bearing liabilities.
The following table presents an undiscounted, contractual cash flow analysis for lease liabilities, financial liabilities and financial assets
that are presented on the consolidated statement of financial position as well as commitments given and obtained, such as loan
commitments and leases committed but not yet commenced. The line-by-line analysis does not directly reconcile with the consolidated
statement of financial position.
EURm
2020
Non-current financial assets
Other non-current financial assets(1)
Current financial assets
Other current financial assets excluding derivatives(1)
Current financial investments
Cash and cash equivalents(2)
Cash flows related to derivative financial assets
gross settled:
Derivative contracts – receipts
Derivative contracts – payments
Trade receivables
Non-current financial and lease liabilities
Long-term interest-bearing liabilities
Long-term lease liabilities
Current financial and lease liabilities
Short-term interest-bearing liabilities
Short-term lease liabilities
Other financial liabilities excluding derivatives(3)
Cash flows related to derivative financial liabilities
gross settled:
Derivative contracts – receipts
Derivative contracts – payments
Trade payables
Commitments given and obtained
Loan commitments given undrawn(4)
Loan commitments obtained undrawn(5)
Leases committed but not yet commenced
Total
Due within
3 months
Due between
3 and 12 months
Due between
1 and 3 years
Due between
3 and 5 years
Due beyond
5 years
188
–
–
39
1 121
6 944
2
1 020
6 618
37
101
50
66
–
–
70
5 873
(5 813)
4 674
1 299
(1 258)
974
599
(573)
154
79
–
–
156
39
(38)
–
43
–
–
50
–
–
–
(39)
–
(552)
(65)
(420)
4 870
(4 906)
(3 049)
(26)
(1)
(1)
(97)
–
(12)
(167)
(14)
883
(882)
(122)
(26)
(3)
(3)
(794)
(338)
(2 194)
(220)
(2 796)
(192)
–
–
–
525
(563)
(2)
(128)
(8)
(43)
–
–
–
45
(35)
–
–
1 494
(29)
–
–
–
603
(613)
(1)
–
–
(106)
7 810
(7 682)
5 802
(5 920)
(750)
(564)
(232)
(434)
6 926
(6 999)
(3 174)
(180)
1 482
(182)
(1) Other non-current financial assets and other current financial assets excluding derivatives include mainly customer financing-related loan receivables.
(2) Instruments that include a call feature have been presented at their final maturities. Instruments that are contractually due beyond three months include EUR 325 million of instruments that
have a call period of less than three months.
(3) Other financial liabilities include a conditional obligation to China Huaxin presented in the earliest period as the exercise period is open.
(4) Loan commitments given undrawn have been included in the earliest period in which they could be drawn or called.
(5) Loan commitments obtained undrawn have been included based on the period in which they expire. These amounts include related commitment fees.
EURm
2019
Non-current financial assets
Other non-current financial assets(1)
Current financial assets
Other current financial assets excluding derivatives(2)
Current financial investments
Cash and cash equivalents(3)
Cash flows related to derivative financial assets
gross settled:
Derivative contracts – receipts
Derivative contracts – payments
Trade receivables
Non-current financial and lease liabilities
Long-term interest-bearing liabilities
Long-term lease liabilities
Current financial and lease liabilities
Short-term interest-bearing liabilities
Short-term lease liabilities
Other financial liabilities excluding derivatives(4)
Cash flows related to derivative financial liabilities
gross settled:
Derivative contracts – receipts
Derivative contracts – payments
Trade payables
Commitments given and obtained
Loan commitments given undrawn(5)
Loan commitments obtained undrawn(6)
Leases committed but not yet commenced
Total
Due within
3 months
Due between 3
and 12 months
Due between
1 and 3 years
Due between
3 and 5 years
Due beyond
5 years
252
–
53
97
5 913
21
95
5 835
3
32
2
33
9 660
(9 639)
5 019
7 582
(7 548)
3 873
1 993
(2 005)
1 088
115
–
–
20
85
(86)
58
54
–
–
25
–
–
–
80
–
–
–
–
–
–
(4 990)
(841)
(294)
(276)
(646)
(43)
–
(212)
(81)
(638)
11 725
(11 517)
(3 786)
9 003
(9 078)
(3 653)
(303)
1 971
(160)
(32)
499
–
(75)
–
(1 209)
(375)
(1 113)
(251)
(2 550)
(215)
(82)
(195)
(8)
828
(808)
(111)
(77)
(4)
–
–
–
–
616
(569)
(21)
(194)
(11)
(11)
–
–
–
86
(43)
(1)
–
(11)
(23)
–
–
–
1 192
(1 019)
–
–
1 498
(126)
(1) Other non-current financial assets include long-term customer and vendor financing related loan receivables as well as certain other long-term loan receivables that have been presented in
other non-current financial assets in the consolidated statement of financial position. Convertible instruments are presented at their final contractual maturities.
(2) Other current financial assets excluding derivatives include short-term customer and vendor financing-related loan receivables that have been presented in other financial assets in the
(3)
consolidated statement of financial position.
Instruments that include a call feature have been presented at their final maturities. Instruments that are contractually due beyond three months include EUR 77 million of instruments that
have a call period of less than three months.
(4) Other financial liabilities include a conditional obligation to China Huaxin presented in the earliest period as the exercise period is open.
(5) Loan commitments given undrawn have been included in the earliest period in which they could be drawn or called.
(6) Loan commitments obtained undrawn have been included based on the period in which they expire. These amounts include related commitment fees.
37. Subsequent events
Adjusting events after the reporting period
Debt restructuring request of an emerging market customer
In February 2021, one of the Group’s emerging market customers commenced negotiations to renegotiate its debt with the aim of
avoiding insolvency. Although this event occurred after the reporting period, it confirms that the customer was credit-impaired as of
December 31, 2020. As a result, the Group recognized an increase in the allowance for expected credit loss for loans extended to the
customer of EUR 58 million in financial expenses. The Group also concluded that the collectability of consideration due from the customer
is no longer probable resulting in adjustments in net sales, cost of sales and other operating expenses totaling EUR 34 million.
Non-adjusting events after the reporting period
Changes in organizational structure
In relation to its strategy review, Nokia adopted on January 1, 2021, a new operating model designed to better position the company for
changing markets and align with customer needs. The new operating model includes four reportable segments aligned with customer
buying behavior: (i) Mobile Networks, (ii) Network Infrastructure, (iii) Cloud and Network Services and (iv) Nokia Technologies. In addition,
segment-level information for Group Common and Other is presented. The new operating model is optimized for better accountability
and transparency, increased simplicity and improved cost-efficiency.
Bond redemption
In January 2021, Nokia exercised its issuer call option to redeem 1.00% Senior Notes due March 2021 for the full amount of EUR 350 million.
The redemption date for the notes was February 15, 2021.
190
214
NOKIA IN 2020
NOKIA IN 2020
215
191
Financial statements
Due within
Due between 3
Due between
Due between
Due beyond
Total
3 months
and 12 months
1 and 3 years
3 and 5 years
5 years
EURm
2019
Non-current financial assets
Other non-current financial assets(1)
Current financial assets
Other current financial assets excluding derivatives(2)
Current financial investments
Cash and cash equivalents(3)
Cash flows related to derivative financial assets
gross settled:
Derivative contracts – receipts
Derivative contracts – payments
Trade receivables
Non-current financial and lease liabilities
Long-term interest-bearing liabilities
Long-term lease liabilities
Current financial and lease liabilities
Short-term interest-bearing liabilities
Short-term lease liabilities
Other financial liabilities excluding derivatives(4)
Cash flows related to derivative financial liabilities
gross settled:
Derivative contracts – receipts
Derivative contracts – payments
Trade payables
252
53
97
–
21
95
5 913
5 835
9 660
(9 639)
5 019
7 582
(7 548)
3 873
1 993
(2 005)
1 088
(4 990)
(841)
(294)
(276)
(646)
(43)
–
(212)
(81)
(638)
11 725
(11 517)
(3 786)
9 003
(9 078)
(3 653)
(1 209)
(1 113)
(2 550)
(375)
(251)
(215)
3
32
2
33
(75)
–
(82)
(195)
(8)
828
(808)
(111)
(77)
(4)
–
115
–
–
20
85
(86)
58
–
–
–
616
(569)
(21)
(194)
(11)
(11)
54
–
–
25
–
–
–
–
–
–
80
–
–
–
–
–
–
–
–
–
86
(43)
(1)
–
(11)
(23)
1 192
(1 019)
–
–
1 498
(126)
Commitments given and obtained
Loan commitments given undrawn(5)
Loan commitments obtained undrawn(6)
Notes to consolidated financial statements continued
Leases committed but not yet commenced
(303)
1 971
(160)
(32)
499
–
(1) Other non-current financial assets include long-term customer and vendor financing related loan receivables as well as certain other long-term loan receivables that have been presented in
other non-current financial assets in the consolidated statement of financial position. Convertible instruments are presented at their final contractual maturities.
(2) Other current financial assets excluding derivatives include short-term customer and vendor financing-related loan receivables that have been presented in other financial assets in the
(3)
consolidated statement of financial position.
Instruments that include a call feature have been presented at their final maturities. Instruments that are contractually due beyond three months include EUR 77 million of instruments that
have a call period of less than three months.
(4) Other financial liabilities include a conditional obligation to China Huaxin presented in the earliest period as the exercise period is open.
(5) Loan commitments given undrawn have been included in the earliest period in which they could be drawn or called.
(6) Loan commitments obtained undrawn have been included based on the period in which they expire. These amounts include related commitment fees.
37. Subsequent events
Liquidity risk
Liquidity risk is defined as financial distress or extraordinarily high financing costs arising from a shortage of liquid funds in a situation
Adjusting events after the reporting period
where outstanding debt needs to be refinanced or where business conditions unexpectedly deteriorate and require financing.
Debt restructuring request of an emerging market customer
Transactional liquidity risk is defined as the risk of executing a financial transaction below fair market value or not being able to execute
In February 2021, one of the Group’s emerging market customers commenced negotiations to renegotiate its debt with the aim of
the transaction at all within a specific period of time. The objective of liquidity risk management is to maintain sufficient liquidity, and
avoiding insolvency. Although this event occurred after the reporting period, it confirms that the customer was credit-impaired as of
to ensure that it is readily available without endangering its value in order to avoid uncertainty related to financial distress at all times.
December 31, 2020. As a result, the Group recognized an increase in the allowance for expected credit loss for loans extended to the
The Group aims to secure sufficient liquidity at all times through efficient cash management and by investing primarily in highly liquid
customer of EUR 58 million in financial expenses. The Group also concluded that the collectability of consideration due from the customer
money market investments. Depending on its overall liquidity position, the Group may pre-finance or refinance upcoming debt maturities
is no longer probable resulting in adjustments in net sales, cost of sales and other operating expenses totaling EUR 34 million.
before contractual maturity dates. The transactional liquidity risk is minimized by entering into transactions where proper two-way
Non-adjusting events after the reporting period
quotes can be obtained from the market. The Group aims to ensure flexibility in funding by maintaining committed and uncommitted
Changes in organizational structure
credit lines. Refer to Note 23, Interest-bearing liabilities.
In relation to its strategy review, Nokia adopted on January 1, 2021, a new operating model designed to better position the company for
The following table presents an undiscounted, contractual cash flow analysis for lease liabilities, financial liabilities and financial assets
changing markets and align with customer needs. The new operating model includes four reportable segments aligned with customer
that are presented on the consolidated statement of financial position as well as commitments given and obtained, such as loan
buying behavior: (i) Mobile Networks, (ii) Network Infrastructure, (iii) Cloud and Network Services and (iv) Nokia Technologies. In addition,
commitments and leases committed but not yet commenced. The line-by-line analysis does not directly reconcile with the consolidated
segment-level information for Group Common and Other is presented. The new operating model is optimized for better accountability
statement of financial position.
and transparency, increased simplicity and improved cost-efficiency.
Due beyond
Bond redemption
EURm
5 years
In January 2021, Nokia exercised its issuer call option to redeem 1.00% Senior Notes due March 2021 for the full amount of EUR 350 million.
2020
The redemption date for the notes was February 15, 2021.
Non-current financial assets
Other non-current financial assets(1)
Due between
3 and 12 months
Due between
1 and 3 years
Due between
3 and 5 years
Due within
3 months
Total
66
79
43
–
–
188
Current financial assets
Other current financial assets excluding derivatives(1)
Current financial investments
Cash and cash equivalents(2)
Cash flows related to derivative financial assets
gross settled:
Derivative contracts – receipts
Derivative contracts – payments
Trade receivables
Non-current financial and lease liabilities
Long-term interest-bearing liabilities
Long-term lease liabilities
Current financial and lease liabilities
Short-term interest-bearing liabilities
Short-term lease liabilities
Other financial liabilities excluding derivatives(3)
Cash flows related to derivative financial liabilities
gross settled:
Derivative contracts – receipts
Derivative contracts – payments
Trade payables
Commitments given and obtained
Loan commitments given undrawn(4)
Loan commitments obtained undrawn(5)
Leases committed but not yet commenced
39
1 121
215
6 944
2
1 020
6 618
37
101
50
–
–
70
5 873
(5 813)
4 674
1 299
(1 258)
974
599
(573)
154
–
–
156
39
(38)
–
–
–
50
–
–
–
(39)
–
(552)
(65)
(420)
4 870
(4 906)
(3 049)
(26)
(1)
(1)
(97)
–
(12)
(167)
(14)
883
(882)
(122)
(26)
(3)
(3)
(794)
(338)
(2 194)
(220)
(2 796)
(192)
–
–
–
525
(563)
(2)
(128)
(8)
(43)
–
–
–
45
(35)
–
–
1 494
(29)
–
–
–
603
(613)
(1)
–
–
(106)
7 810
(7 682)
5 802
(5 920)
(750)
(564)
(232)
(434)
6 926
(6 999)
(3 174)
(180)
1 482
(182)
Parent Company income statement
For the year ended December 31
Net sales(1)
Cost of sales
Gross profit
Selling, general and administrative expenses
Other operating income
Other operating expenses
Operating profit
Financial income and expenses
Interest and other financial income
Interest and other financial expenses
Total financial income and expenses
Profit before appropriations and tax
Appropriations
Group contributions
Loss before tax
Income tax
Loss for the year
(1) Net sales from Nokia Technologies segment.
The notes are an integral part of these financial statements.
Notes
4
4
5
5
6
7
2020
EURm
220
(18)
202
(46)
23
(3)
176
328
(163)
165
341
(440)
(99)
(37)
(136)
2019
EURm
246
(11)
235
(46)
12
(34)
167
391
(260)
131
298
(390)
(92)
17
(75)
(1) Other non-current financial assets and other current financial assets excluding derivatives include mainly customer financing-related loan receivables.
(2) Instruments that include a call feature have been presented at their final maturities. Instruments that are contractually due beyond three months include EUR 325 million of instruments that
have a call period of less than three months.
(3) Other financial liabilities include a conditional obligation to China Huaxin presented in the earliest period as the exercise period is open.
(4) Loan commitments given undrawn have been included in the earliest period in which they could be drawn or called.
(5) Loan commitments obtained undrawn have been included based on the period in which they expire. These amounts include related commitment fees.
192
214
NOKIA IN 2020
193
NOKIA IN 2020
193
Financial statements
Parent Company statement of financial position
As of December 31
ASSETS
Non-current assets
Intangible assets
Intangible rights
Total intangible assets
Tangible assets
Land and water areas
Buildings
Machinery and equipment
Other tangible assets
Assets under construction
Total tangible assets
Investments
Investments in subsidiaries
Investments in associated companies
Non-current financial investments
Total investments
Other non-current assets
Non-current loan receivables from Group companies
Non-current loan receivables from other companies
Other non-current receivables
Deferred tax assets
Total other non-current assets
Total non-current assets
Current assets
Accounts receivable from Group companies
Accounts receivable from other companies
Current loan receivables from Group companies
Other financial assets from Group companies
Other financial assets from other companies
Prepaid expenses and accrued income from Group companies
Prepaid expenses and accrued income from other companies
Current financial investments
Total current assets
Cash and cash equivalents
Total assets
The notes are an integral part of these financial statements.
Notes
2020
EURm
8
8
8
8
8
9
9
9, 14
14
14
14
14, 15
14, 15
10
10
14
14
2
2
9
83
3
10
–
105
18 657
–
1
18 658
2 644
1
28
–
2 673
21 438
369
–
4 728
49
149
101
453
1 070
6 919
5 043
33 400
2019
EURm
2
2
8
71
1
11
14
105
18 633
1
1
18 635
2 915
7
43
43
3 008
21 750
336
7
8 427
53
80
83
665
43
9 694
2 908
34 352
As of December 31
SHAREHOLDERS' EQUITY AND LIABILITIES
Capital and reserves
Share capital
Share issue premium
Treasury shares
Fair value and other reserves
Reserve for invested unrestricted equity
Retained earnings
Loss for the year
Total equity
Provisions
Non-current liabilities
Long-term interest-bearing liabilities
Advance payments from other companies
Total non-current liabilities
Current liabilities
Short-term interest-bearing liabilities to Group companies
Short-term interest-bearing liabilities to other companies
Group contribution liabilities to Group companies
Other financial liabilities to Group companies
Other financial liabilities to other companies
Advances received from other companies
Accounts payable to Group companies
Accounts payable to other companies
Accrued expenses and other liabilities to Group companies
Accrued expenses and other liabilities to other companies
Total current liabilities
Total liabilities
Total shareholders' equity and liabilities
The notes are an integral part of these financial statements.
Notes
2020
EURm
2019
EURm
11
11
11, 12
11, 12, 13
11, 12
11, 12
11, 12
16
14, 17
14, 17
14, 17
14
14
18
18
246
46
(344)
(18)
15 248
1 963
(136)
17 005
43
4 697
460
5 157
8 942
448
440
144
623
155
268
22
44
109
11 195
16 352
33 400
246
46
(344)
–
15 199
2 038
(75)
17 110
55
3 714
615
4 329
10 997
5
390
70
782
155
301
35
42
81
12 858
17 187
34 352
194
194
NOKIA IN 2020
195
NOKIA IN 2020
195
Financial statements
Parent Company statement of cash flows
Notes to the Parent Company financial statements
For the year ended December 31
Cash flow from operating activities
Loss for the year
Adjustments, total
Change in net working capital
Increase in accounts receivable
Decrease in non-interest-bearing short-term liabilities
Decrease in non-interest-bearing long-term liabilities
Cash from operations
Interest received
Interest paid
Other financial income and expenses paid, net
Income taxes paid, net
Net cash from operating activities
Cash flow from investing activities
Purchase of shares in subsidiary companies and current financial investments
Purchase of property, plant and equipment and intangible assets
Proceeds from sale of property, plant and equipment and other intangible assets
Payments of other non-current receivables
Payments of/(proceeds from) current receivables
Purchase of current investments
Proceeds from current investments
Net cash from/(used in) investing activities
Cash flow from financing activities
Proceeds from long-term borrowings
(Payments of)/proceeds from short-term borrowings
Dividends paid
Group contributions, net
Net cash (used in)/from financing activities
Net decrease in cash and cash equivalents
Cash and cash equivalents as of January 1
Cash and cash equivalents as of December 31
The notes are an integral part of these financial statements.
Notes
21
2020
EURm
(136)
356
(58)
(28)
(155)
(21)
267
(8)
(163)
3
78
(24)
(6)
1
151
3 682
(1 044)
16
2 776
1 288
(1 617)
–
(390)
(719)
2 135
2 908
5 043
2019
EURm
(75)
187
(21)
(92)
(155)
(156)
237
(6)
91
(3)
163
(43)
(14)
–
394
(2 328)
–
447
(1 544)
970
1 007
(560)
(332)
1 085
(296)
3 204
2 908
1. Accounting principles
Basis of presentation
The Parent Company (Nokia Corporation) financial statements are
prepared in accordance with the Finnish Accounting Standards (FAS).
The Parent Company is responsible for arranging group internal
financing. Changes in the internal and external financing needs
arising from changes in operative and organizational models
affect the Parent Company’s financial position.
The Parent Company’s financial statements include the
Switzerland branch.
Revenue recognition
The Parent Company provides its customers with licenses to
intellectual property (IP) by granting customers with rights to
use the Parent Company’s IP in their products. When the Parent
Company grants customers with rights to use IP in their products,
the associated license fee revenue is recognized in accordance with
the substance of the relevant agreements. In majority of cases,
the Group retains obligations to continue to develop the licensed
assets during the contract term, and therefore revenue is
recognized pro rata over the period during which the Parent
Company is expected to perform. Recognition of the revenue
as pro rata over the term of the license is considered the most
faithful depiction of the Parent Company’s satisfaction of the
performance obligation as the IP being licensed towards the
customer includes new inventions patented by the Parent
Company that are highly interdependent and interrelated and
created through the course of continuous R&D efforts that are
relatively stable throughout the year. In some contracts, the Parent
Company has no remaining obligations to perform after granting
a license to the initial IP, and licensing fees are non-refundable.
In these cases, revenue is recognized at the beginning of the
license term.
Foreign currency translation
Monetary assets and liabilities denominated in foreign currency
are valued at the exchange rates prevailing at the end of the
reporting period.
Share-based payments
The Parent Company offers three types of equity-settled share-
based compensation plans for employees: performance shares,
restricted shares and the employee share purchase plan. Share-
based compensation is recognized as an expense in the income
statement when the shares are delivered. The settlement covers
taxes and similar charges occurred.
Pensions
Contributions to pension plans are expensed in the income
statement in the period to which the contributions relate.
Pension expenses are reported according to the local legislation.
Intangible assets and property, plant and equipment
Intangible assets are stated at cost less accumulated amortization
according to plan. Property, plant and equipment is stated at cost
less accumulated depreciation according to plan. Depreciation
and amortization according to plan are recorded on a straight-line
basis over the expected useful lives of the assets as follows:
Intangible assets
Buildings
Machinery and equipment
3–7 years
20–33 years
1–10 years
Land and water areas are not depreciated. The accumulated
depreciation and amortization according to plan comply with the
Finnish Business Tax Act.
Classification and measurement of financial instruments
For the presentation of the financial instruments, where applicable,
the Parent Company applies fair value measurement in accordance
with the Finnish Accounting Standards (Accounting Act 5:2a §),
and thus applies the same accounting principles as the Group.
Classification and measurement of financial assets
The Parent Company classifies its financial assets into the following
categories: financial assets measured at amortized cost, financial
assets measured at fair value through fair value reserve and
financial assets measured at fair value through profit and loss.
The selection of the appropriate category is made based on both
the Parent Company's business model for managing the financial
asset and on the contractual cash flow characteristics of the asset.
The business model for managing financial assets is defined
on portfolio level. The business model must be observable on a
practical level by the way the business is managed. The cash flows
of financial assets measured at amortized cost are solely payments
of principal and interest. These assets are held within a business
model which has an objective to hold assets to collect contractual
cash flows. Financial assets measured at fair value through fair
value reserve have cash flows that are solely payments of principal
and interest and these assets are held within a business model that
has an objective achieved both by holding financial assets to collect
contractual cash flows and selling financial assets. Financial assets
measured at fair value through profit and loss are assets that
do not fall in either of these two categories. In addition to the
classification as described above, the accounting for financial
assets is impacted if the financial asset is part of a hedging
relationship (see the section on hedge accounting below).
All purchases and sales of financial assets are recorded on the
Trade date, that is, when the Parent Company commits to
purchase or sell the asset.
196
196
NOKIA IN 2020
197
NOKIA IN 2020
197
Financial statements
Notes to the Parent Company financial statements continued
Other financial assets
Loan receivables include loans to Group companies and third
parties and are measured at nominal value and not in excess of
their probable value. Loans are subject to quarterly review as to
their collectability and available collateral. An allowance is made if
a loan is deemed not to be fully recoverable. The related cost is
recognized in other expenses or financial expenses, depending on
the nature of the receivable to reflect the shortfall between the
carrying amount and the present value of the expected future cash
flows. Interest income on loan receivables is recognized in financial
income and expenses.
Cash and cash equivalents
Cash and cash equivalents include cash at bank and in hand as
well as highly liquid, fixed-income and money-market investments
that are readily convertible to known amounts of cash with
maturities at acquisition of three months or less, as well as bank
deposits with maturities or contractual call periods at acquisition
of three months or less. Due to the high credit quality and short-
term nature of these investments, there is an insignificant risk of
change in value. Investments in money-market funds that have a
risk profile consistent with the aforementioned criteria are also
classified as cash equivalents.
Impairment of financial assets
Impairment requirements apply to the recognition of a loss
allowance for expected credit losses. on financial assets measured
at amortized cost, financial assets measured at fair value
through fair value reserve, financial guarantee contracts and loan
commitments. The Parent company continuously assesses its
financial instruments on a forward-looking basis and accounts
for the changes in expected credit losses on a quarterly basis.
Refer to Note 2, Significant accounting policies in the consolidated
financial statements.
Classification and measurement of financial liabilities
The Parent Company has classified its financial liabilities in the
following categories: financial liabilities measured at amortized
cost and financial liabilities measured at fair value through profit
and loss. In accordance with the Finnish Accounting Standards
(Accounting Act 5:2a §), the Parent Company classifies derivative
liabilities at fair value through profit and loss and all other financial
liabilities at nominal value.
Interest-bearing liabilities
Interest-bearing liabilities, including current part of long-term
interest-bearing liabilities and collaterals for derivative
transactions, are measured at nominal value. Transaction costs
are initially recognized as accruals and amortized to the income
statement over the life of the instrument. Foreign exchange gains
and losses as well interest are recognized in financial income and
expenses in the income statement over the life of the instrument.
Accounts payable
Accounts payable are carried at invoiced amount.
Accounts receivable
Accounts receivable include amounts invoiced to customers as
well as amounts where the revenue recognition criteria have been
fulfilled but the customers have not yet been invoiced. Accounts
receivable are carried at the original amount invoiced to customers
less loss allowances on accounts receivable accounts. Loss
allowances on accounts receivable are based on a regular review
of all outstanding amounts, including an analysis of historical bad
debt, customer concentrations, customer creditworthiness, past
due amounts, current economic trends and changes in customer
payment terms. Impairment charges on receivables identified
as uncollectible are included in other operating expenses.
Investments
Investments in subsidiaries are stated at cost less accumulated
impairment. Non-current financial investments primarily include
technology-related investments in unlisted private equity shares
and unlisted venture funds, which are classified as fair value
through profit and loss. These equity investments are initially
recognized and subsequently remeasured at fair value.
Fair value is estimated using a number of methods, including, but
not limited to: quoted market rates, the current market value of
similar instruments; prices established from a recent arm’s-length
financing transaction of target companies; and analysis of market
prospects and operating performance of target companies, taking
into consideration public market comparable companies in similar
industry sectors. The Parent Company uses judgment in selecting
the appropriate valuation methodology as well as underlying
assumptions based on existing market practice and conditions.
Fair value adjustments, foreign exchange gains and losses as
well as realized gains and losses from the disposal of these
investments are recognized within other income and expenses
in the income statement.
Current financial investments primarily consist of highly liquid,
interest-bearing investments, such as fixed-income and money-
market investments that are readily convertible to known amounts
of cash with maturities at acquisition of longer than three months.
These investments have characteristics of solely payments of
principal and interest and are not part of structured investments.
They are managed in a portfolio with a business model of holding
investments to collect principal and interest as well as selling
investments and are classified as fair value through fair value
reserve. The fair value of these investments is determined
using quoted market rates, discounted cash flow models or
other appropriate valuation methods as of the reporting date.
Investments in money-market funds that do not qualify as cash
equivalents as well as fixed income and money-market securities
having initial maturities over three months that are held for trading
or are included in investment structures consisting of securities
traded in combination with derivatives are classified as fair value
through profit and loss. Investments in this portfolio are executed
with the main purpose of collecting contractual cash flows,
principal repayments and capital appreciation and they can
be sold at any time.
Current financial investments also include term deposits used
as collaterals for derivative transactions. These investments
are initially measured at fair value and in subsequent periods
measured at amortized cost. Interest income as well as foreign
exchange gains and losses are recognized in financial income
and expenses in the income statement.
The Parent Company also applies cash flow hedging to future
interest cash flows in foreign currency related to issued bonds.
These future interest cash flows are hedged with cross-currency
swaps that have been designated partly as fair value hedges and
partly as cash flow hedges. The accumulated profit or loss for the
part of these cross-currency swaps designated as cash flow hedges
is initially recorded in hedging reserve and recycled to profit or loss
at the time when the related interest cash flows are settled. The
Parent Company separates the foreign currency basis spread from
cross-currency swaps and excludes it from the hedge relationship
as cost of hedging that is initially recognized and subsequently
measured at fair value and recorded in cost of hedging reserve
in equity.
Deferred tax
The company continually evaluates the probability of utilizing its
deferred tax assets and considers both favorable and unfavorable
factors in its assessment. Deferred tax assets are recognized to
the extent it is probable that future taxable profit will be available
against which the unused tax losses, unused tax credits and
deductible temporary differences can be utilized. Evaluation takes
into account that Finnish Nokia entities can balance their taxable
profits via the group contribution system. At December 31, 2020,
the company has concluded, based on its assessment, that it is
not probable that it will be able to utilize the unused tax credits
and deductible temporary differences in the foreseeable future.
Consequently, in the fourth quarter of 2020, the company
derecognized deferred tax assets.
The recent years’ cumulative profitability in Finland, excluding
certain integration costs related to the acquisition of Alcatel-
Lucent, is changing from a cumulative profit position to a
cumulative loss position. When an entity has a history of recent
losses, the entity recognizes a deferred tax asset arising from
unused losses or tax credits only to the extent the entity has
sufficient taxable temporary differences or there is convincing
other evidence that sufficient tax profit will be available against
which the unused tax losses or unused tax credits can be utilized
in the future. Positive evidence of future taxable profits may
be assigned lesser weight in assessing the appropriateness of
recording a deferred tax asset when there is other unfavorable
evidence such as cumulative losses, which are considered strong
evidence that future taxable profits may not be available. The
company continues to assess the realizability of deferred tax
assets including in particular the actual profit record in upcoming
periods and may re-recognize deferred tax assets if pattern of
tax profitability is re-established.
Derivative financial instruments
All derivatives are recognized initially at fair value on the date a
derivative contract is entered into and subsequently remeasured
at fair value. The method of recognizing the resulting gain or loss
varies according to whether the derivatives are designated and
qualify under hedge accounting.
Derivatives not designated in hedge accounting relationships
carried at fair value through profit and loss
Forward foreign exchange contracts are valued using the forward
exchange rate of the statement of financial position date. Changes
in fair value are measured by comparing these rates with the
original contract-forward rate. Currency options are valued using
the Garman & Kohlhagen option valuation model on the statement
of financial position date. Changes in fair value are recognized in
the income statement.
Fair values of forward rate agreements, interest rate options,
futures contracts and exchange-traded options are calculated
based on quoted market rates at each statement of financial
position date. Discounted cash flow method is used to value
interest rate and cross-currency swaps. Changes in fair value
are recognized in the income statement.
Interest income or expense on interest rate derivatives is accrued
in the income statement during the financial year.
Hedge accounting
The Parent Company may apply hedge accounting on certain
forward foreign exchange contracts, certain options or option
strategies, and interest rate derivatives. Qualifying options and
option strategies have zero net premium or a net premium paid.
For option structures, the critical terms of the bought and sold
options are the same and the nominal amount of the sold option
component is no greater than that of the bought option.
The Parent Company applies fair value hedge accounting to reduce
exposure to fair value fluctuations of interest-bearing liabilities
due to changes in interest rates and foreign exchange rates.
Interest rate swaps and cross-currency swaps are used aligned
with the hedged items to hedge interest rate risk and associated
foreign exchange risk.
The Parent Company's borrowings are carried at amortized cost.
Changes in the fair value of derivatives designated and qualifying
as fair value hedges, together with any changes in the fair value
of hedged liabilities attributable to the hedged risk, are recorded
in financial income and expenses in the income statement. The
Parent Company separates the foreign currency basis spread from
cross currency swaps and excludes it from the hedged risk as cost
of hedging that is initially recognized and subsequently measured
at fair value and recorded in cost of hedging reserve in equity.
If a hedge relationship no longer meets the criteria for hedge
accounting, hedge accounting ceases, cost of hedging recorded in
cost of hedging reserve is immediately expensed and any fair value
adjustments made to the carrying amount of the hedged item
while the hedge was effective are recognized in financial income
and expenses in the income statement based on the effective
interest method.
198
198
NOKIA IN 2020
199
NOKIA IN 2020
199
Financial statements
Notes to the Parent Company financial statements continued
2. Personnel expenses
EURm
Salaries and wages
Share-based payments
Pension expenses
Social security expenses
Total
Average number of employees
Marketing
Administration
Total average
Number of employees as of December 31
Management compensation
Refer to Note 35, Related party transactions in the consolidated financial statements.
3. Auditor’s fees
PricewaterhouseCoopers Oy served as our auditor for the period ended December 31, 2019 and Deloitte Oy for the period from
January 1 to December 31, 2020. The auditor is elected annually by our shareholders at the Annual General Meeting for the financial year
commencing next after the election. The following table presents fees by type paid to PricewaterhouseCoopers’ (2019) and Deloitte’s
(2020) network of firms for the years ended December 31.
EURm
Audit fees
Audit-related fees
Tax fees
Other fees
Total
Parent Company
Nokia Group
2020
10
–
–
2
12
2019
4
–
–
–
4
2020
22
–
1
2
25
2019
23
–
2
1
26
In 2020, Deloitte Oy performed non-audit services to the Parent company in total for EUR 1 700 thousand. These services included
services described in Auditing Act 1:1.2 § for EUR 20 thousand and other non-audit services for EUR 1 680 thousand.
In 2020, Deloitte Oy performed non-audit services to the Parent company and Group entities in total for EUR 1 700 thousand. These
services included services described in Auditing Act 1.1,2 § for EUR 20 thousand and other non-audit services for EUR 1 680 thousand
In 2019, PricewaterhouseCoopers Oy performed non-audit services to the Parent company in total for EUR 190 thousand. These services
included services described in Auditing Act 1:1.2 § for EUR 0 thousand and other non-audit services for EUR 190 thousand.
In 2019, PricewaterhouseCoopers Oy performed non-audit services to the Parent company and Group entities in total for EUR 252 thousand.
These services included services described in Auditing Act 1.1,2 § for EUR 47 thousand and other non-audit services for EUR 205 thousand.
4. Other operating income and expenses
EURm
Other operating income
Tax indemnification and interest income
Rental income
Gain on non-current investments
Other income
Total
Other operating expenses
Loss from non-current investments
Loss on retirement of fixed assets
Write-off accounts receivables
Other expenses
Total
2020
11
2
–
10
23
–
–
(1)
(2)
(3)
2019
6
1
1
4
12
(22)
(9)
(2)
(1)
(34)
2020
41
2
1
1
45
2020
72
151
223
222
2019
38
9
3
1
51
2019
69
151
220
219
5. Financial income and expenses
EURm
Interest and other financial income
Interest income from Group companies
Interest income from other companies
Foreign exchange gains/losses, net
Other financial income from other companies
Total
Interest and other financial expenses
Interest expenses to Group companies
Interest expenses to other companies
Other financial expenses to other companies
Total
2020
261
11
56
–
328
(31)
(125)
(7)
(163)
2019
238
64
87
2
391
(92)
(163)
(5)
(260)
Financial income and expenses include EUR 118 million income related to derivative financial instruments subject to hedge accounting
(EUR 129 million income in 2019) and EUR 122 million expenses related to liabilities subject to fair value hedge accounting (EUR 133
million expense in 2019).
6. Group contributions
EURm
Granted
Total
7. Income taxes
EURm
Current tax
Deferred tax(1)
Total
Income tax from operations
Income tax from appropriations
Income tax relating to previous financial years
Total
Deferred taxes
EURm
Total before netting
Netting of deferred tax assets and liabilities
Total after netting
(1) Deferred tax includes derecognition of deferred tax assets. Refer to Note 1, Accounting principles.
2020
(440)
(440)
2020
6
(43)
(37)
(132)
88
7
(37)
2019
(390)
(390)
2019
(3)
20
17
(60)
78
(1)
17
2020
Deferred tax
assets
–
–
–
Deferred tax
liabilities
–
–
–
2019
Deferred tax
assets
Deferred tax
liabilities
46
(3)
43
(3)
3
–
200
200
NOKIA IN 2020
201
NOKIA IN 2020
201
Financial statements
Notes to the Parent Company financial statements continued
8. Tangible assets
EURm
Acquisition cost as of January 1, 2019
Additions
Disposals and retirements
Reclassifications
Acquisition cost as of December 31, 2019
Accumulated depreciation as of January 1, 2019
Disposals and retirements
Depreciation(1)
Accumulated depreciation as
of December 31, 2019
Net book value as of January 1, 2019
Net book value as of December 31, 2019
Acquisition cost as of January 1, 2020
Additions
Disposals and retirements
Reclassifications
Acquisition cost as of December 31, 2020
Accumulated depreciation as of January 1, 2020
Depreciation(1)
Accumulated depreciation as
of December 31, 2020
Net book value as of January 1, 2020
Net book value as of December 31, 2020
(1) Recognized in selling, general and administrative expenses.
Land and
water areas
Buildings
Machinery and
equipment
Other tangible
assets
Assets under
construction
8
1
–
–
9
(1)
–
–
(1)
7
8
9
1
(1)
–
9
–
–
–
8
9
163
–
(17)
1
147
(78)
8
(6)
(76)
85
71
147
4
–
13
164
(76)
(5)
(81)
71
83
19
–
(6)
–
13
(17)
6
(1)
(12)
2
1
13
2
–
1
16
(12)
(1)
(13)
1
3
15
–
–
–
15
(3)
–
(1)
(4)
12
11
15
–
–
–
15
(4)
(1)
(5)
11
10
1
14
–
(1)
14
–
–
–
–
1
14
14
–
–
(14)
–
–
–
–
14
–
Total
206
15
(23)
–
198
(99)
14
(8)
(93)
107
105
198
7
(1)
–
204
(92)
(7)
(99)
105
105
9. Investments
EURm
Investments in subsidiaries
Net carrying amount as of January 1
Additions
Disposals
Net carrying amount as of December 31
Investments in associated companies
Net carrying amount as of January 1
Impairment
Net carrying amount as of December 31
Non-current financial investments
Net carrying amount as of January 1
Impairment charges
Net carrying amount as of December 31
Investments in associated companies
Associated company
Noksel A.S
10. Prepaid expenses and accrued income
EURm
Expected future cash settlement to acquire non-controlling interest in Nokia Shanghai Bell(1)
Accrued interest
Prepaid and accrued royalty income
Other accrued income from Group companies
Other prepaid expenses and accrued income from other companies
Total
(1) Refer to Note 33, Significant partly-owned subsidiaries in the consolidated financial statements.
2020
2019
18 633
24
–
18 657
18 590
43
–
18 633
1
(1)
–
1
–
1
Ownership
%
20
2020
420
56
7
44
27
554
1
–
1
22
(21)
1
Carrying
amount
EURm
–
2019
631
70
11
13
23
748
202
202
NOKIA IN 2020
203
NOKIA IN 2020
203
Financial statements
Notes to the Parent Company financial statements continued
Share capital
246
–
–
–
–
Share issue
premium
46
–
–
–
–
246
246
–
–
–
246
46
46
–
–
–
46
Treasury
shares(1)
(401)
57
–
–
–
(344)
(344)
–
–
–
(344)
11. Shareholders’ equity
EURm
As of January 1, 2019
Settlement of share-based payments
Net fair value gains/(losses)
Dividends
Loss for the year
As of December 31, 2019
As of January 1, 2020
Settlement of share-based payments
Net fair value gains/(losses)
Loss for the year
As of December 31, 2020
(1) Treasury shares decrease retained earnings.
12. Distributable earnings
EURm
Reserve for invested unrestricted equity
Retained earnings
Treasury shares
Loss for the year
Total unrestricted equity
Fair value and other reserves
Total distributable earnings
13. Fair value and other reserves
EURm
As of January 1, 2019
Fair value and cash flow hedges
Net fair value gains/(losses)
Transfer to income statement
Current financial investments
Net fair value gains/(losses)
As of December 31, 2019
As of January 1, 2020
Fair value and cash flow hedges
Net fair value gains/(losses)
Transfer to income statement
As of December 31, 2020
Hedging reserve
Cost of hedging
Fair value reserve
Gross
(4)
Tax
1
Net
(3)
Gross
–
Tax
–
Net
–
Gross
1
Tax
–
8
(2)
(1)
–
7
(2)
8
(10)
(2)
2
6
(8)
–
–
–
2
2
(18)
–
(16)
–
–
–
–
–
–
–
2
2
(18)
–
(16)
–
(2)
(2)
(7)
7
(2)
–
–
–
1
(1)
–
–
(2)
(2)
(6)
6
(2)
(1)
–
–
–
–
–
–
–
–
–
–
–
–
–
Reserve for
Fair value
invested
and other unrestricted
equity
reserves
(2)
15 197
2
–
–
2
–
–
–
–
(0)
(0)
–
(18)
–
15 199
49
–
–
15 199
Retained
earnings
2 599
(1)
–
(560)
(75)
Total
17 685
58
2
(560)
(75)
1 963
17 110
1 963
–
–
(136)
17 110
49
(18)
(136)
(18)
15 248
1 827
17 005
2020
15 248
1 963
(344)
(136)
16 730
(18)
16 712
2019
15 199
2 038
(344)
(75)
16 818
–
16 818
Total
Gross
(3)
Tax
1
Net
(2)
16
(12)
(3)
2
13
(10)
Net
1
–
–
(1)
(1)
–
–
–
(1)
–
–
–
–
(25)
7
(18)
1
(1)
–
(24)
6
(18)
–
–
–
–
–
14. Fair value of financial instruments
Financial assets and liabilities recorded at fair value are categorized based on the amount of unobservable inputs used to measure
their fair value. Three hierarchical levels are based on an increasing amount of judgment associated with the inputs used to derive fair
valuation for these assets and liabilities, level 1 being market values for exchange traded products, level 2 being primarily based on
quotes from third-party pricing services, and level 3 requiring most management judgment. At the end of each reporting period, the
Group categorizes its financial assets and liabilities to appropriate level of fair value hierarchy. Items carried at fair value in the following
table are measured at fair value on a recurring basis.
EURm
As of December 31, 2020
Non-current financial investments
Non-current loan receivables from Group companies
Non-current loan receivables from other companies
Current loan receivables from Group companies
Other current financial assets from Group
companies including derivatives
Other current financial assets from other
companies including derivatives
Current financial investments
Cash and cash equivalents
Total financial assets
Long-term interest-bearing liabilities
to other companies
Short-term interest-bearing liabilities
to Group companies
Short-term interest-bearing liabilities
to other companies
Other financial liabilities to Group companies
including derivatives
Other financial liabilities to other companies
including derivatives
Total financial liabilities
Amortized
cost
Fair value through profit
and loss
Fair value through
fair value reserve
Level 1
Level 2
Level 3
Level 1
Level 2
Level 3
Total
Total
Carrying amounts
Fair value(1)
–
2 644
1
4 728
–
–
–
–
–
–
–
–
–
–
49
–
134
2 502
–
–
–
149
836
2 541
10 009
–
3 575
4 697
–
8 942
–
448
–
–
–
–
–
–
144
1
–
–
–
–
–
–
–
1
–
–
–
–
–
–
203
420
14 087
–
347
420
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
100
–
100
–
–
–
–
–
–
–
–
–
–
–
–
–
–
1
2 644
1
4 728
1
2 644
1
4 728
49
49
149
1 070
5 043
149
1 070
5 043
– 13 685 13 685
–
4 697
4 779
–
8 942
8 942
–
448
448
–
144
144
–
623
623
– 14 854 14 936
204
204
NOKIA IN 2020
205
NOKIA IN 2020
205
Financial statements
Notes to the Parent Company financial statements continued
Carrying amounts
Fair value(1)
Reconciliation of the opening and closing balances of level 3 financial assets and liabilities:
EURm
As of December 31, 2019
Non-current financial investments
Non-current loan receivables from Group companies
Non-current loan receivables from other companies
Current loan receivables from Group companies
Other current financial assets from Group
companies including derivatives
Other current financial assets from other
companies including derivatives
Current financial investments
Cash and cash equivalents
Total financial assets
Long-term interest-bearing liabilities
to other companies
Short-term interest-bearing liabilities
to Group companies
Short-term interest-bearing liabilities
to other companies
Other financial liabilities to Group companies
including derivatives
Other financial liabilities to other companies
including derivatives
Total financial liabilities
Amortized
cost
Fair value through profit
and loss
Fair value through
fair value reserve
Level 1
Level 2
Level 3
Level 1
Level 2
Level 3
Total
Total
–
2 915
7
8 427
–
–
–
–
–
–
–
–
1
–
–
–
–
–
53
–
–
43
1 306
12 698
–
–
–
–
80
–
1 602
1 735
–
–
–
1
3 714
–
–
–
10 997
–
–
–
5
–
–
–
–
–
70
–
–
14 716
–
–
151
220
631
631
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
1
2 915
7
8 427
1
2 915
7
8 427
–
53
53
80
43
2 908
–
80
–
43
2 908
–
– 14 434 14 434
–
3 714
3 751
– 10 997 10 997
–
5
5
–
70
70
–
782
782
– 15 568 15 605
(1) The following fair value measurement methods are used for items not carried at fair value: The fair values of long-term interest-bearing liabilities are primarily based on quotes from
third-party pricing services (level 2). The fair values of other assets and liabilities, including loans receivable and loans payable are primarily based on discounted cash flow analysis (level 2).
The fair value is estimated to equal the carrying amount for current financial assets and financial liabilities due to limited credit risk and short time to maturity. Refer to Note 2, Significant
accounting policies.
The level 2 category includes financial assets and liabilities measured using a valuation technique based on assumptions that are
supported by prices from observable current market transactions. These include assets and liabilities with fair values based on quotes
from third-party pricing services, financial assets with fair values based on broker quotes and assets that are valued using the Parent
Company’s own valuation models whereby the material assumptions are market observable. The majority of the Parent Company’s listed
bonds and other securities, over-the-counter derivatives and certain other products are included within this category.
The level 3 financial assets category includes a large number of investments in unlisted equities and unlisted venture funds. The fair value
of level 3 investments is determined using one or more valuation techniques where the use of the market approach generally consists
of using comparable market transactions, while the use of the income approach generally consists of calculating the net present value
of expected future cash flows. For unlisted funds, the selection of appropriate valuation techniques by the fund managing partner may
be affected by the availability and reliability of relevant inputs. In some cases, one valuation technique may provide the best indication
of fair value while in other circumstances multiple valuation techniques may be appropriate.
The inputs generally considered in determining the fair value of level 3 investments include the original transaction price, recent
transactions in the same or similar instruments, completed or pending third-party transactions in the underlying investment or
comparable issuers, subsequent rounds of financing, recapitalizations or other transactions undertaken by the issuer, offerings in the
equity or debt capital markets, and changes in financial ratios or cash flows, adjusted as appropriate for liquidity, credit, market and/or
other risk factors. The fair value may be adjusted to reflect illiquidity and/or non-transferability, with the amount of such discount
estimated by the managing partner in the absence of market information.
The level 3 investments are remeasured for each reporting date taking into consideration any changes in estimates, projections and
assumptions, as well as any changes in economic and other relevant conditions. Majority of the venture funds invest in digital health,
software and enterprise sectors and even though as of December 31, 2020, elevated degree of uncertainty related to unobservable
inputs prevails in the current market conditions caused by COVID-19 outbreak, the quantitative impact on the fair values of venture
fund investments is considered limited. Level 3 investments include venture funds investing in hundreds of individual companies in
various sectors and geographies. Hence, specific estimates and assumptions used by managing partners due to the lack of observable
inputs do impact the fair value of individual investments, but no individual input has a significant impact on the aggregated fair value
of level 3 investments.
Level 3 financial liabilities include a conditional obligation to China Huaxin as part of the Nokia Shanghai Bell definitive agreements,
where China Huaxin obtained the right to fully transfer its ownership interest in Nokia Shanghai Bell to Nokia Group in exchange for a
future cash settlement. The fair value of the liability is calculated using the net present value of the expected future cash settlement.
Change in this liability does not have an impact on income statement. Refer to Note 33, Significant partly-owned subsidiaries in the
consolidated financial statements.
EURm
As of January 1, 2019
Net losses in income statement
Other movements
As of December 31, 2019
As of January 1, 2020
Other movements
As of December 31, 2020
Level 3 Financial
Assets
22
(21)
–
1
1
–
1
Level 3 Financial
Liabilities
(618)
–
(13)
(631)
(631)
211
(420)
The gains and losses from venture fund and similar investments categorized in level 3 are included in other operating income and expenses.
A net gain/loss of EUR 0 million (net loss of EUR 21 million in 2019) related to level 3 financial instruments held as of December 31, 2020
is recognized in the income statement.
15. Derivative financial instruments
EURm
As of December 31, 2020
Cash flow and fair value hedges(3)
Cross-currency interest rate swaps
Derivatives not designated in hedge accounting relationships carried
at fair value through profit and loss
Forward foreign exchange contracts, other companies
Forward foreign exchange contracts, Group companies
Currency options bought, other companies
Currency options bought, Group companies
Currency options sold, other companies
Currency options sold, Group companies
Total
As of December 31, 2019
Cash flow and fair value hedges(3)
Cross-currency interest rate swaps
Derivatives not designated in hedge accounting relationships carried
at fair value through profit and loss
Forward foreign exchange contracts, other companies
Forward foreign exchange contracts, Group companies
Currency options bought, other companies
Currency options sold, Group companies
Total
Assets
Liabilities
Fair value(1)
Notional(2)
Fair value(1)
Notional(2)
–
–
(154)
815
147
49
3
–
–
–
7 359
3 032
279
6
–
–
(49)
(141)
–
–
–
(3)
5 721
5 551
–
–
6
279
199
10 676
(347)
12 372
–
–
(49)
1 246
71
53
9
–
8 654
3 082
996
–
133
12 732
(101)
(65)
–
(5)
(220)
9 840
6 885
–
774
18 745
(1) Included in other current financial assets and other current financial liabilities in the statement of financial position.
(2) Includes the gross amount of all notional values for contracts that have not yet been settled or cancelled. The amount of notional value outstanding is not necessarily a measure or indication
of market risk as the exposure of certain contracts may be offset by that of other contracts.
(3) Cross-currency interest rate swaps have been designated partly as fair value hedges and partly as cash flow hedges.
Derivative financial instrument designation to hedging relationships in the table above presents the use of and accounting for derivative
financial instruments from the perspective of the Parent Company’s standalone financial statements, which may differ from the designation
in the consolidated financial statements. Refer to Note 25, Derivative financial instruments in the consolidated financial statements.
206
206
NOKIA IN 2020
207
NOKIA IN 2020
207
Financial statements
Notes to the Parent Company financial statements continued
16. Provisions
EURm
Divestment-related
Other
Total
17. Interest-bearing liabilities
2020
32
11
43
2019
45
10
55
18. Accrued expenses and other liabilities
EURm
Accrued interest expenses
Salaries and social expenses
VAT and other indirect taxes
Other accrued expenses to Group companies
Other accrued expenses to other companies
Carrying amount EURm
Total
Issuer/borrower
Nokia Corporation
Nokia Corporation
Nokia Corporation
Nokia Corporation
Nokia Corporation
Nokia Corporation
Nokia Corporation
Nokia Corporation
Nokia Corporation
Nokia Corporation
Nokia Corporation
Nokia Corporation
Total
Instrument
1.00% Senior Notes(1)(2)
3.375% Senior Notes
2.00% Senior Notes
EIB R&D Loan(3)
NIB R&D Loan(4)
2.375% Senior Notes(1)
2.00% Senior Notes
4.375% Senior Notes
3.125% Senior Notes(1)
6.625% Senior Notes
Other liabilities to Group companies
Other liabilities to other companies
Currency
EUR
USD
EUR
EUR
EUR
EUR
EUR
USD
EUR
USD
Nominal (million)
Final maturity
350 March 2021
500
June 2022
750 March 2024
500 February 2025
May 2025
250
500
May 2025
750 March 2026
June 2027
500
May 2028
500
May 2039
500
2020
350
418
766
500
250
500
767
451
500
545
8 942
98
14 087
2019
500
447
770
–
250
–
771
456
–
520
10 997
5
14 716
(1) Nokia issued EUR 500 million 2.375% Senior Notes due 2025 and EUR 500 million 3.125% Senior Notes due 2028 under its EUR 5 billion Euro Medium Term Note Programme in May 2020.
The proceeds of the new notes were partially used to redeem EUR 150 million of the 1.00% Senior Notes due 2021.
(2) In January 2021, Nokia exercised its issuer call option to redeem 1.00% Senior Notes due March 2021 for the full amount of 350 million. The final redemption date for the notes was
February 15, 2021. Refer to note 25, Subsequent events.
(3) Nokia drew EUR 500 million loan from the European Investment Bank (EIB) in February 2020.
(4) The loan from the Nordic Investment Bank (NIB) is repayable in three equal annual installments in 2023, 2024 and 2025.
Significant credit facilities and funding programs:
Committed/Uncommitted
Committed
Uncommitted
Uncommitted
Uncommitted
Total
Financing arrangement
Revolving Credit Facility(1)
Finnish Commercial Paper Programme
Euro-Commercial Paper Programme
Euro Medium Term Note Programme(2)
Currency
EUR
EUR
EUR
EUR
Nominal (million)
1 500
750
1 500
5 000
Utilized (million)
2020
–
–
–
2 850
2 850
2019
–
–
–
2 000
2 000
(1) Nokia exercised its option to extend the maturity date of the Revolving Credit Facility in June 2020. Subsequent to the extension, the facility has its maturity in June 2025 with a one-year
extension option remaining, except for EUR 88 million having its maturity in June 2024.
(2) All euro-denominated bonds have been issued under the Euro Medium Term Note Programme.
All borrowings and credit facilities presented in the tables above are senior unsecured and have no financial covenants.
2020
47
21
19
44
22
153
2019
29
14
23
42
15
123
2020
2019
274
1 225
245
1 412
5
5
19. Commitments and contingencies
EURm
Contingent liabilities on behalf of Group companies
Leasing guarantees
Other guarantees
Contingent liabilities on behalf of other companies
Other guarantees
As of December 31, 2020 operating lease commitments amounted to EUR 2 million (EUR 2 million in 2019).
20. Loans granted to the management of the company
There were no loans granted to the members of the Group Leadership Team and Board of Directors as of December 31, 2020 or 2019.
21. Notes to the statement of cash flows
EURm
Adjustments for
Depreciation and amortization
Income tax
Financial income and expenses, net
Impairment charges
Asset retirements
Share-based payment
Group contributions
Total
2020
2019
7
41
(182)
1
1
49
440
356
8
(17)
(233)
21
9
9
390
187
208
208
NOKIA IN 2020
209
NOKIA IN 2020
209
Financial statements
Notes to the Parent Company financial statements continued
Signing of the Annual Accounts and the
Review of the Board of Directors 2020
Signatures
22. Group companies
Refer to Note 32, Group companies in the consolidated financial statements.
23. The shares of the Parent Company
Refer to Note 20, Shares of the Parent Company in the consolidated financial statements.
24. Financial risk management
The Group has a systematic and structured approach to financial risk management across business operations and processes. Financial
risk management policies and procedures are Group-wide, there are no separate or individual financial risk management policies or
procedures for the Parent Company. Hence, internal and external financial risk exposures and transactions are managed only in the
context of the Group financial risk management strategy. The Parent Company is the centralized external dealing entity in the Group.
The Parent Company executes all significant external financial transactions with banks based on the Group’s financial risk management
strategy and executes identical opposite internal financial transactions with Group Companies as required. Refer to Note 36, Financial
Risk Management in the consolidated financial statements.
25. Subsequent events
Bond redemption
In January 2021, Nokia exercised its issuer call option to redeem 1.00% Senior Notes due March 2021 for the full amount of EUR 350 million.
The redemption date for the notes was February 15, 2021.
The distributable funds on the balance sheet of the Parent company on December 31, 2020 amounted to EUR 16 712 million. The Parent
company reported a loss for the financial year 2020. The Board proposes to the Annual General Meeting that no dividend will be paid for the
financial year 2020. The proposal on the use of profit is in accordance with the Company’s dividend policy. On the date of issuing the financial
statements for 2020 the number of the Company’s shares is 5 675 461 159.(1)
(1) The number of the Company’s shares on December 31, 2020 was 5 653 886 159 after which the Company has registered 21 575 000 new shares.
March 4, 2021
Sari Baldauf
Chair
Kari Stadigh
Bruce Brown
Thomas Dannenfeldt
Jeanette Horan
Edward Kozel
Elizabeth Nelson
Søren Skou
Carla Smits-Nusteling
Pekka Lundmark
President and CEO
The Auditor’s note
Auditor’s Report has been issued today.
Helsinki, March 4, 2021
Deloitte Oy
Authorized Public Accountant Firm
Marika Nevalainen
APA
210
210
NOKIA IN 2020
NOKIA IN 2020
211
Auditor’s report
Auditor’s report
Our application of materiality
We define materiality as the magnitude of misstatement in the
financial statements that makes it probable that the economic
decisions of a reasonably knowledgeable person would be changed
or influenced. We use materiality both in planning the scope of our
audit work and in evaluating the results of our work.
Based on our professional judgement, we determined materiality
for the financial statements as a whole as follows:
Materiality
Basis for
determining
materiality
Rationale for
the benchmark
applied
Materiality in the Group financial statements
€170 million
0.8% of consolidated net sales and 2.1%
of gross profit
Given the importance of net sales and gross profit
to investors and other users of the financial
statements, we have used these as primary
benchmarks.
Owing to continued volatility in the Group’s results
over the previous years, using loss before tax as a
measure was not considered appropriate.
Key audit matters
Key audit matters are those matters that, in our professional
judgment, were of most significance in our audit of the financial
statements of the current period. These matters were addressed
in the context of our audit of the financial statements as a whole,
and in forming our opinion thereon, and we do not provide a separate
opinion on these matters.
We have also addressed the risk of management override of internal
controls. This includes consideration of whether there was evidence
of management bias that represented a risk of material misstatement
due to fraud.
To the Annual General Meeting of Nokia Corporation
Report on the Audit of the Financial Statements
Opinion
We have audited the financial statements of Nokia Corporation
(business identity code 0112038-9) for the year ended 31 December
2020. The financial statements comprise the consolidated balance
sheet, income statement, statement of comprehensive income,
statement of cash flows, statement of changes in shareholders’ equity
and notes, including a summary of significant accounting policies,
as well as the parent company’s balance sheet, income statement,
statement of cash flows and notes.
In our opinion
■ the consolidated financial statements give a true and fair view of the
group’s financial position, financial performance and cash flows in
accordance with International Financial Reporting Standards (IFRS)
as adopted by the EU.
■ the financial statements give a true and fair view of the parent
company’s financial performance and financial position in accordance
with the laws and regulations governing the preparation of financial
statements in Finland and comply with statutory requirements.
Our opinion is consistent with the additional report submitted to the
Audit Committee.
Basis for opinion
We conducted our audit in accordance with good auditing practice in
Finland. Our responsibilities under good auditing practice are further
described in the Auditor’s Responsibilities for the Audit of the Financial
Statements section of our report.
We are independent of the parent company and of the group
companies in accordance with the ethical requirements that are
applicable in Finland and are relevant to our audit, and we have fulfilled
our other ethical responsibilities in accordance with these requirements.
In our best knowledge and understanding, the non-audit services that
we have provided to the parent company and group companies are in
compliance with laws and regulations applicable in Finland regarding
these services, and we have not provided any prohibited non-audit
services referred to in Article 5(1) of regulation (EU) 537/2014.
The non-audit services that we have provided have been disclosed
in note 3 to the parent company financial statements.
We believe that the audit evidence we have obtained is sufficient and
appropriate to provide a basis for our opinion.
Key audit matter
Fixed Networks goodwill – Long-range plan and terminal year
operating profit within the goodwill valuation model
Refer to Notes 2, 4, 14 and 17 to the financial statements
The Company’s Goodwill arises mainly from the acquisition of Alcatel
Lucent (“ALU”) and also includes amounts related to various other
acquisitions. The goodwill balance in the Fixed Networks business
group is €609 million as of 31 December 2020 and is included in the
total goodwill balance of €5,074 million.
The Company’s evaluation of goodwill for impairment involves the
comparison of the recoverable amount of each cash-generating unit
(“CGU”, which generally align to the business groups) to its carrying
value on at least an annual basis, in line with International Accounting
Standard (“IAS”) 36 Impairment of Assets.
Management’s discounted future cash flow model consists of an
explicit three-year long-range plan and seven additional years of
cash flow projections reflecting a gradual progression towards the
steady state cash flow projections modeled in the terminal year.
The Company’s model contains various assumptions, including
discount rates and growth rates, and is particularly sensitive to
changes in operating profit, a management estimate requiring
significant judgment.
This sensitivity is especially pronounced in Fixed Networks, and the
difference between the carrying amount and the fair value less cost
to sell thereof has remained low throughout 2020. Therefore, there
is a risk that management’s goodwill impairment analysis utilises
inappropriate operating profit, specifically in the long-range plan
years and the terminal year, for Fixed Networks, resulting in an
incorrect impairment conclusion or the recognition of an impairment
charge that is too low.
The evaluation of whether the operating profit, both in the
long-range plan and terminal year, used by the Company to evaluate
goodwill for impairment required a high degree of auditor judgement
and increased audit effort, including the need to involve our fair
value specialists and an internal industry expert.
This matter is a significant risk of material misstatement referred
to in EU Regulation No 537/2014, point (c) of Article 10(2).
How our audit addressed the key audit matter
Our audit procedures related to management’s estimate of operating
profit within the long-range plan and terminal year for Fixed Networks
included the following, among others:
■ We tested the operating effectiveness of controls over goodwill,
specifically focusing on controls related to the determination of the
carrying value and fair value as well as controls over forecasting.
■ We held discussions with key members of management to
understand how the forecast, including key assumptions around
operating profit, was derived.
■ We utilised our fair value specialists to test the mathematical
accuracy of the impairment model, review valuation assumptions,
and challenge certain estimates and judgments used in valuing
Fixed Networks (including discount rate, terminal growth rates,
peer company selection, among others).
■ We challenged forecasted operating profit within the terminal year
used in estimating the fair value by comparing to (1) historical and
forecasted peer company data, (2) historical actual results, and
(3) prior period internal forecasts. As operating profit within the
long-range plan years is a key input into the determination of
operating profit within the terminal year, we also performed these
procedures on operating profit within the long-range plan years.
■ We read analyst reports to identify supporting or contradictory
information in relation to management’s operating profit
assumptions. All contradictory information was evaluated and
incremental inquiries were performed.
■ We challenged certain of management’s forecasting assumptions
based on information provided by an internal industry expert about
the outlook for the industry in which Fixed Networks operates.
■ We performed a year-over-year trend analysis of forecasted
operating profit at the business unit level for Fixed Networks, which
is one level below the business group, investigating changes that
were potentially inconsistent with our understanding of the business.
212
NOKIA IN 2020
NOKIA IN 2020
213
Auditor’s report continued
Auditor’s report
Key audit matter
Revenue recognition - Determination of standalone selling prices
in Nokia Networks and Nokia Software
Refer to Notes 2, 4 and 7 to the financial statements
The Company recognises revenue in accordance with International
Financial Reporting Standard 15 Revenue from Contracts with
Customers, from complex contracts that often contain multiple
performance obligations, including hardware, software, and services.
The transaction price in the contract is allocated across these
performance obligations based on the standalone selling prices
identified by management. This identification of standalone selling
prices involves significant judgement, involves multiple inputs and
calculations and has a direct impact on the timing and amount of
revenue recognised. Where there is limited history or experience of
selling similar goods or services, such as with 5G equipment in some
markets, there is necessarily an increased level of judgement
required in making the determination.
Given the level of management judgement involved, performing
audit procedures to evaluate the reasonableness of these
judgements required a high degree of auditor judgement, and
given the differing inputs and calculations across contracts, there
was a significant audit effort in obtaining sufficient audit evidence.
This matter is a significant risk of material misstatement referred
to in EU Regulation No 537/2014, point (c) of Article 10(2).
How our audit addressed the key audit matter
Our audit procedures related to the determination of standalone selling
prices and the allocation of transaction price included the following,
among others:
■ We assessed management’s accounting policy in relation to allocation
of transaction price to determine compliance with IFRS 15, Revenue
from Contracts with Customers;
■ We tested the operating effectiveness of controls over revenue
recognition, specifically focusing on controls related to the
determination of standalone selling prices in the largest and most
complex contracts;
■ We utilised data analytics to identify those contracts with higher
levels of risk based on size, complexity and inclusion of new products
such as 5G, where there is less objective evidence of standalone
selling price. For these contracts we reviewed their terms and
obtained management’s accounting conclusions to consider whether
these were in line with IFRS 15;
■ We evaluated the appropriateness of the estimation methods
used by management for standalone selling prices in the contracts
selected by assessing compliance with IFRS 15 and considering the
nature of the performance obligations;
■ We benchmarked contracts against those with similar customers or
for similar transactions to challenge whether the determination
of standalone selling price was consistent across the Company;
■ We tested the related inputs used by management in their
standalone selling price determinations in the contracts selected by
assessing evidence related to judgements and calculations and
agreeing to supporting audit evidence; and
■ We tested the arithmetic accuracy of the allocation of transaction
price based on the determination of standalone selling price.
There are no significant risks of material misstatement referred to in EU regulation No 537/2014, point (c) of Article 10(2) relating to the parent
company’s financial statements.
Responsibilities of the Board of Directors and the Managing Director
for the Financial Statements
The Board of Directors and the Managing Director are responsible for
the preparation of consolidated financial statements that give a true
and fair view in accordance with International Financial Reporting
Standards (IFRS) as adopted by the EU, and of financial statements
that give a true and fair view in accordance with the laws and
regulations governing the preparation of financial statements in
Finland and comply with statutory requirements. The Board of
Directors and the Managing Director are also responsible for such
internal control as they determine is necessary to enable the
preparation of financial statements that are free from material
misstatement, whether due to fraud or error.
In preparing the financial statements, the Board of Directors and the
Managing Director are responsible for assessing the parent company’s
and the group’s ability to continue as going concern, disclosing, as
applicable, matters relating to going concern and using the going
concern basis of accounting. The financial statements are prepared
using the going concern basis of accounting unless there is an
intention to liquidate the parent company or the group or cease
operations, or there is no realistic alternative but to do so.
We also provide those charged with governance with a statement
that we have complied with relevant ethical requirements regarding
independence, and communicate with them all relationships and other
matters that may reasonably be thought to bear on our independence,
and where applicable, related safeguards.
From the matters communicated with those charged with governance,
we determine those matters that were of most significance in the audit
of the financial statements of the current period and are therefore the
key audit matters. We describe these matters in our auditor’s report
unless law or regulation precludes public disclosure about the matter
or when, in extremely rare circumstances, we determine that a matter
should not be communicated in our report because the adverse
consequences of doing so would reasonably be expected to outweigh
the public interest benefits of such communication.
Other reporting requirements
Other information
The Board of Directors and the Managing Director are responsible for
the other information. The other information comprises the report
of the Board of Directors and the information included in the Annual
Report but does not include the financial statements and our auditor’s
report thereon.
Our opinion on the financial statements does not cover the other
information.
In connection with our audit of the financial statements, our
responsibility is to read the other information and, in doing so,
consider whether the other information is materially inconsistent
with the financial statements or our knowledge obtained in the audit,
or otherwise appears to be materially misstated. With respect to the
report of the Board of Directors, our responsibility also includes
considering whether the report of the Board of Directors has been
prepared in accordance with the applicable laws and regulations.
In our opinion, the information in the report of the Board of Directors
is consistent with the information in the financial statements and the
report of the Board of Directors has been prepared in accordance with
the applicable laws and regulations.
If, based on the work we have performed, we conclude that there
is a material misstatement of the other information, we are required
to report that fact. We have nothing to report in this regard.
Helsinki, 4 March 2021
Deloitte Oy
Audit Firm
Marika Nevalainen
Authorised Public Accountant (KHT)
Auditor’s Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance on whether the
financial statements as a whole are free from material misstatement,
whether due to fraud or error, and to issue an auditor’s report that
includes our opinion. Reasonable assurance is a high level of assurance,
but is not a guarantee that an audit conducted in accordance with good
auditing practice will always detect a material misstatement when it
exists. Misstatements can arise from fraud or error and are considered
material if, individually or in aggregate, they could reasonably be
expected to influence the economic decisions of users taken on the
basis of the financial statements.
As part of an audit in accordance with good auditing practice, we
exercise professional judgment and maintain professional skepticism
throughout the audit. We also:
■ Identify and assess the risks of material misstatement of the
financial statements, whether due to fraud or error, design and
perform audit procedures responsive to those risks, and obtain
audit evidence that is sufficient and appropriate to provide a basis
for our opinion. The risk of not detecting a material misstatement
resulting from fraud is higher than for one resulting from error,
as fraud may involve collusion, forgery, intentional omissions,
misrepresentations, or the override of internal control.
■ Obtain an understanding of internal control relevant to the audit
in order to design audit procedures that are appropriate in the
circumstances, but not for the purpose of expressing an opinion
on the effectiveness of the parent company’s or the group’s
internal control.
■ Evaluate the appropriateness of accounting policies used and the
reasonableness of accounting estimates and related disclosures
made by management.
■ Conclude on the appropriateness of the Board of Directors’ and the
Managing Director’s use of the going concern basis of accounting
and based on the audit evidence obtained, whether a material
uncertainty exists related to events or conditions that may cast
significant doubt on the parent company’s or the group’s ability
to continue as a going concern. If we conclude that a material
uncertainty exists, we are required to draw attention in our auditor’s
report to the related disclosures in the financial statements or,
if such disclosures are inadequate, to modify our opinion. Our
conclusions are based on the audit evidence obtained up to the
date of our auditor’s report. However, future events or conditions
may cause the parent company or the group to cease to continue
as a going concern.
■ Evaluate the overall presentation, structure and content of the
financial statements, including the disclosures, and whether the
financial statements represent the underlying transactions and
events so that the financial statements give a true and fair view.
■ Obtain sufficient appropriate audit evidence regarding the financial
information of the entities or business activities within the group to
express an opinion on the consolidated financial statements. We are
responsible for the direction, supervision and performance of the
group audit. We remain solely responsible for our audit opinion.
We communicate with those charged with governance regarding, among
other matters, the planned scope and timing of the audit and significant
audit findings, including any significant deficiencies in internal control
that we identify during our audit.
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Other
information
Forward-looking statements
Introduction and use of certain terms
Glossary
Investor information
Contact information
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Nokia global headquarters, located in Espoo, Finland.
These statements are based on management’s best assumptions
and beliefs in light of the information currently available to it and
are subject to a number of risks and uncertainties, many of which
are beyond our control, which could cause actual results to differ
materially from such statements. These statements are only
predictions based upon our current expectations and views of future
events and developments and are subject to risks and uncertainties
that are difficult to predict because they relate to events and depend
on circumstances that will occur in the future. Risks and uncertainties
that could affect these statements include but are not limited to the
risk factors specified under “Operating and financial review and
prospects—Risk factors” of this Annual Report. Other unknown
or unpredictable factors or underlying assumptions subsequently
proven to be incorrect could cause actual results to differ materially
from those in the forward-looking statements. We do not undertake
any obligation to publicly update or revise forward-looking statements,
whether as a result of new information, future events or otherwise,
except to the extent legally required.
Introduction and use of certain terms
Nokia Corporation is a public limited liability company incorporated
under the laws of the Republic of Finland. In this Annual Report, any
reference to “we”, “us”, “the Group”, “the company” or “Nokia” means
Nokia Corporation and its consolidated subsidiaries and generally
Nokia’s continuing operations, except where we separately specify
that the term means Nokia Corporation or a particular subsidiary
or business segment only or our discontinued operations. References
to “our shares” matters relating to our shares or matters of corporate
governance refer to the shares and corporate governance of
Nokia Corporation.
Nokia Corporation has published its consolidated financial statements
in euro for periods beginning on or after January 1, 1999. In this
Annual Report, references to “EUR”, “euro” or “€” are to the common
currency of the European Economic and Monetary Union, references to
“dollars”, “US dollars”, “USD” or “$” are to the currency of the United
States, and references to “Chinese yuan” or “Chinese yuan renminbi”
or “CNY” are to the official currency of the People’s Republic of China.
Forward-looking statements
Forward-looking statements
Certain statements contained in this Annual Report constitute
“forward-looking statements”. Forward-looking statements provide
Nokia’s current expectations of future events based on certain
assumptions and include any statement that does not directly relate
to any current or historical fact. The words “believe”, “expect”,
“expectations”, “anticipate”, “foresee”, “see”, “target”, “estimate”,
“designed”, “aim”, “plan”, “intend”, “influence”, “assumption”,
“focus”, “continue”, “project”, “should”, “is to”, “will”, “strive”, “may”
or similar expressions as they relate to us or our management are
intended to identify these forward-looking statements, as well as
statements regarding:
A) business strategies, market expansion, growth management, and
future industry trends and megatrends and our plans to address
them;
B) future performance of our businesses and any future distributions
and dividends;
C) expectations and targets regarding financial performance, results,
operating expenses, cash flows, taxes, currency exchange rates,
hedging, cost savings and competitiveness, as well as results of
operations including targeted synergies and those related to
market share, prices, net sales, income and margins;
D) expectations, plans, timelines or benefits related to changes in our
organizational and operational structure;
E) market developments in our current and future markets and their
seasonality and cyclicality, including the communication service
provider market, as well as general economic conditions, future
regulatory developments and the expected impact, timing and
duration of the COVID-19 pandemic on our businesses, our supply
chain, our customers’ businesses and the general market and
economic conditions;
F) our position in the market, including product portfolio and
geographical reach, and our ability to use the same to develop
the relevant business or market and maintain our order pipeline
over time;
G) any future collaboration or business collaboration agreements or
patent license agreements or arbitration awards, including income
from any collaboration or partnership, agreement or award;
H) timing of the development and delivery of our products and
services, including our short term and longer term expectations
around the deployment of 5G and our ability to capitalize on such
deployment
as well as use our global installed base as the platform for success
in 5G, and the overall readiness of the 5G ecosystem;
I)
the outcome of pending and threatened litigation, arbitration,
disputes, regulatory proceedings or investigations by authorities;
J) restructurings, investments, capital structure optimization efforts,
divestments and our ability to achieve the financial and operational
targets set in connection with any such restructurings, investments,
and capital structure optimization efforts including our 2019-2020
cost savings program;
K) future capital expenditures, temporary incremental expenditures
or other R&D expenditures to develop or rollout new products,
including 5G; and
L) the sustainability and corporate responsibility contained in
the sustainability and corporate responsibility section of this
Annual Report.
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Other information Glossary
Glossary
2G (Second Generation Mobile Communications): Also known as
GSM (Global System for Mobile Communications): A digital system
for mobile communications that is based on a widely-accepted
standard and typically operates in the 900 MHz, 1800 MHz and
1900 MHz frequency bands.
3G (Third Generation Mobile Communications): The third
generation of mobile communications standards designed for
carrying both voice and data generally using WCDMA or close
variants. See also WCDMA.
3GPP (The Third Generation Partnership Project): A consortium
comprising several standards organizations which develop
protocols for mobile telecommunications. The initial goal was
to develop a global technical specification for a 3G mobile phone
system. Since then, the operations have been extended and today
the main focus is on 5G networks.
4G (Fourth Generation Mobile Communications): The fourth
generation of mobile communications standards based on LTE,
offering IP data connections only and providing true broadband
internet access for mobile devices. See also LTE.
5G (Fifth Generation Mobile Communications): The next major
phase of mobile telecommunications standards. 5G is a complete
redesign of network architecture with the flexibility and agility to
support upcoming service opportunities. It delivers higher speeds,
higher capacity, extremely low latency and greater reliability.
Access network: A telecommunications network between a local
exchange and the subscriber station.
Airframe: Our 5G-ready, end-to-end data center solution that
combines the benefits of cloud computing technologies with the
requirements of the core and radio telecommunications world.
It is available in Rackmount and Open Compute Project (OCP) form
factors. This enables the solution to be very scalable: from small
distributed latency-optimized data centers to massive centralized
hyperscale data center deployment.
AirScale Radio Access: A 5G-ready complete radio access
generation that helps operators address the increasing demands
of today and tomorrow. The solution comprises: Nokia AirScale
Base Station with multiband radio frequency elements and system
modules; Nokia AirScale Active Antennas; Cloud RAN with Nokia
AirScale Cloud Base Station Server and the cloud-based AirScale
RNC (Radio Network Controller) for 3G; Nokia AirScale Wi-Fi;
common software; and services which use intelligent analytics
and extreme automation to maximize the performance of
hybrid networks.
Alcatel-Lucent: Alcatel-Lucent Group, that has been part of the
Nokia Group since 2016.
Anyhaul: Mobile transport solution for 5G networks covering
microwave, IP, optical and broadband.
Artificial Intelligence (AI): Autonomous and adaptive intelligence
of machines, where machines have the ability to perform tasks in
complex environments without constant guidance by a user and
have the ability to improve performance by learning from
experience.
Bandwidth: The width of a communication channel, which affects
transmission speeds over that channel.
Base station: A network element in a mobile network responsible
for radio transmission and reception to or from the mobile station.
Broadband: The delivery of higher bandwidth by using
transmission channels capable of supporting data rates greater
than the primary rate of 9.6 Kbps.
Churn: A measure of the number of customers or subscribers who
leave their service provider, e.g. a mobile operator, during a given
time period.
Cloud: Cloud computing is a model for enabling ubiquitous,
convenient, on-demand network access to a shared pool of
configurable computing resources (e.g., networks, servers,
storage, applications and services) that can be rapidly provisioned
and released with minimal management effort.
CloudBand: Our loud management and orchestration solutions
enabling a unified cloud engine and platform for Network Functions
Virtualization (NFV). See also NFV.
Common Software Foundation (CSF): As a coherent software
suite, Nokia’s cloud-native Common Software Foundation is
designed to deliver applications that are hardware- and vendor-
agnostic, and easy to deploy, integrate, use and upgrade.
Converged core: Wireless and fixed access convergence within
the core. As we move towards a 5G standalone core, service
providers will be able to use a common set of control plane
functions within the core to manage both wireless and fixed user
plane functions. The ability of a unified control plane will simplify
operations and provide independent location, scaling and lifecycle
management capabilities.
Convergence: The coming together of two or more disparate
disciplines or technologies. Convergence types are e.g. IP convergence,
fixed-mobile convergence and device convergence.
Core network: A combination of exchanges and the basic
transmission equipment that together form the basis for
network services.
CSP: Communication service providers.
Customer Experience Management: Software suite used to
manage and improve the customer experience, based on
customer, device and network insights.
Devices & Services: Our former mobile device business,
substantially all of which was sold to Microsoft.
Digital: A signaling technique in which a signal is encoded into
digits for transmission.
Discontinued operations: The continuing financial effects of the
HERE business and the Devices & Services business. HERE was
divested to an automotive consortium and substantially all of
the Devices & Services business was sold to Microsoft.
Ecosystem: An industry term to describe the increasingly large
communities of mutually beneficial partnerships that participants
such as hardware manufacturers, software providers, developers,
publishers, entertainment providers, advertisers and ecommerce
specialists form in order to bring their offerings to market. At the
heart of the major ecosystems in the mobile devices and related
services industry is the operating system and the development
platform upon which services are built.
ETSI (European Telecommunications Standards Institute):
Standards produced by the ETSI contain technical specifications
laying down the characteristics required for a telecommunications
product.
Fixed Networks: Our Fixed Networks business group provides
copper and fiber access products, solutions, and services.
Fixed Wireless Access (FWA): Uses wireless networks to connect
fixed locations such as homes and businesses with broadband
services.
Future X: A network architecture – a massively distributed, cognitive,
continuously adaptive, learning and optimizing network connecting
humans, senses, things, systems, infrastructure, processes.
G.fast: A fixed broadband technology able to deliver up to 1Gbps
over very short distances (for example, for in-building use, also
called “Fiber-to-the-Building”). Launched in 2014, G.fast uses
more frequencies and G.fast Vectoring techniques to achieve
higher speeds.
Global Services: Our Global Services business group provides
a broad variety of services to communication service providers
and enterprises ranging from network infrastructure services,
professional services and managed operations to network
cognitive services and analytics.
GPON (Gigabit Passive Optical Network): A fiber access
technology that delivers 2.5Gbps over a single optical fiber to
multiple end points including residential and enterprise sites.
GSM (Global System for Mobile Communications): A digital system
for mobile communications that is based on a widely accepted
standard and typically operates in the 900 MHz, 1800 MHz and
1900 MHz frequency bands. See also 2G.
GSM-R (GSM-Railway): An international wireless communications
standard for railway communication and applications. A sub-
system of European Rail Traffic Management System (ERTMS),
it is used for communication between train and railway regulation
control centers.
HERE: A former Nokia company focused on mapping and location
intelligence services, which was divested to an automotive
consortium in 2015.
Internet of Things (IoT): All things such as cars, the clothes
we wear, household appliances and machines in factories
connected to the internet and able to automatically learn
and organize themselves.
IP (Internet Protocol): A network layer protocol that offers
a connectionless internet work service and forms part of the
(Transmission Control Protocol) TCP/IP protocol.
IP (Intellectual Property): Intellectual property results from
original creative thought, covering items such as patents, copyright
material and trademarks, as well as business models and plans.
IPR (Intellectual Property Rights): Legal rights protecting the
economic exploitation of intellectual property, a generic term
used to describe products of human intellect, for example patents,
that have an economic value.
IP/MPLS (IP Multiprotocol Label Switching): IP/MPLS is a routing
technique in telecommunications networks that directs data from
one node to the next based on short path labels rather than long
network addresses, thus avoiding complex lookups in a routing
table and speeding traffic flows.
IPR licensing: Generally an agreement or an arrangement where a
company allows another company to use its intellectual property
(such as patents, trademarks or copyrights) under certain terms.
IP/Optical Networks: Our IP/Optical Networks business group
provides the key IP routing and optical transport systems, software
and services to build high capacity network infrastructure for the
internet and global connectivity.
LTE (Long-Term Evolution): 3GPP radio technology evolution
architecture and a standard for wireless communication of
high-speed data. Also referred to as 4G.
Mission-critical networks/communications: One of the key
elements of 5G. Mission-critical communications meets the needs
of emergency responders such as emergency operations centers,
fire departments, emergency vehicles, police, and search and
rescue services, replacing traditional radio with new communications
capabilities available to smartphone users.
Mobile broadband: Refers to high-speed wireless internet
connections and services designed to be used from multiple
locations.
Mobile Networks: Our Mobile Networks business group offers
an industry-leading portfolio of radio access networks solutions,
including 2G, 3G, 4G, 5G and Single-RAN, microwave radio links
and cloud computing hardware platforms.
MPLS: Multiprotocol Label Switching, a routing technique for
networks.
MSO: Multiple System Operators (MSO) are operators of multiple
cable television systems. The majority of system operators run
cable systems in more than one community and hence most of
them are multiple system operators.
Networks segment: One of our three reportable segments until
the end of 2020. As Nokia’s new operating model became effective
on January 1, 2021, the reportable segments changed accordingly.
NFV (Network Functions Virtualization): Principle of separating
network functions from the hardware they run on by using virtual
hardware abstraction.
Nokia Bell Labs: Our research arm engaged in discovering and
developing the technological shifts needed for the next phase
of human existence as well as exploring and solving complex
problems to radically redefine networks.
Nokia Enterprise: Recognizing the growth potential of our
business within the enterprise customer segment, we created
Nokia Enterprise business group, effective 1 January, 2019.
It addresses the mission- and business-critical networking
requirements of asset-intensive industries such as transportation,
energy, manufacturing and logistics – as well as governments
and cities.
Nokia Networks: Our former business focused on mobile network
infrastructure software, hardware and services.
Nokia Software: Our business group and a reportable segment
offering carrier-grade software applications and platforms to
provide operations and business support systems, build, deliver,
and optimize services, enable their monetization, and to improve
customer experience.
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Other information
Glossary continued
Investor information
Investor information
Information on the internet
www.nokia.com
Available on the internet: financial reports, members of the Group Leadership Team, other investor-related materials and events,
and press releases as well as environmental and social information, including our Sustainability Report, Code of Conduct, Corporate
Governance Statement and Remuneration Statement.
Investor Relations contacts
investor.relations@nokia.com
Annual General Meeting
Date:
April 8, 2021
Place:
Helsinki, Finland
Dividend
The Board proposes to the Annual General Meeting that no dividend be paid for the financial year 2020.
Financial reporting
Our interim reports in 2021 are planned to be published on April 29, 2021, July 29, 2021 and October 28, 2021. The full-year 2021
results are planned to be published in February 2022.
Information published in 2020
All our global press releases and statements published in 2020 are available on the internet at www.nokia.com/en_int/news/releases.
Stock exchanges
The Nokia Corporation share is quoted on the following stock exchanges:
Nasdaq Helsinki (since 1915)
New York Stock Exchange (since 1994)
Euronext Paris (since 2015)
Symbol
NOKIA
NOK
NOKIA
Trading currency
EUR
USD
EUR
Nokia Technologies: Our business group and a reportable segment
focused on advanced technology development and licensing.
Non-Standalone (NSA): Network architecture that is built over
an existing 4G network.
Nuage Networks: A Nokia brand, focused on creating Software
Defined Networking (SDN) solutions that simplify and automate
communication service providers’ cloud networks and enterprise
Wide Area Networks (SD-WAN).
Operating System (OS): Software that controls the basic operation
of a computer or a mobile device, such as managing the processor
and memory. The term is also often used to refer more generally
to the software within a device e.g. the user interface.
Packet: Part of a message transmitted over a packet-switched
network.
Platform: Software platform is a term used to refer to an
operating system or programming environment, or a combination
of the two.
PON (Passive Optical Network): A fiber access architecture in
which unpowered fiber optic splitters are used to enable a single
optical fiber to serve multiple end-points without having to
provide individual fibers between the hub and customer.
Programmable world: A world where connectivity will expand
massively, linking people as well as billions of physical objects –
from cars, home appliances and smartphones, to wearables,
industrial equipment and health monitors. What distinguishes
the Programmable World from the Internet of Things (IoT) is the
intelligence that is added to data to allow people to interpret
and use it, rather than just capture it.
PSE-3: The PSE-3 chipset is the first coherent digital signal
processor to implement Probabilistic Constellation Shaping (PCS),
a modulation technique pioneered by Nokia Bell Labs.
RAN (Radio Access Network): A mobile telecommunications
system consisting of radio base stations and transmission
equipment.
SDAN: Software Defined Access Network.
Standalone (SA): Network architecture that allows independent
operation of a 5G service without interaction with an existing 4G
core and 4G radio network.
Technology licensing: Generally refers an agreement or
arrangement where under certain terms a company provides
another company with its technology and possibly know-how,
whether protected by intellectual property or not, for use in
products or services offered by the other company.
Telco cloud: Applying cloud computing, SDN and NFV principles
in telecommunications environment, e.g. separating application
software from underlying hardware with automated,
programmable interfaces while still retaining telecommunications
requirements such as high availability and low latency.
Transmission: The action of conveying signals from one point
to one or more other points.
TXLE (Technical Extra-Large Enterprise): Technically sophisticated
companies, such as banks, that invest heavily in their own network
infrastructures to gain a key competitive advantage.
VDSL2 (Very High Bit Rate Digital Subscriber Line 2): A fixed
broadband technology, the successor of ADSL. Launched in 2007,
it typically delivers a 30Mbps broadband service from a street
cabinet (also called a “Fiber-to-the-Node” deployment) over
existing telephone lines.
VDSL2 vectoring: A fixed broadband technology launched in 2011,
able to deliver up to 100Mbps over a VDSL2 line by applying noise
cancellation techniques to remove cross-talk between neighboring
VDSL2 lines.
Virtual Reality (VR): The simulation of a three-dimensional image
or environment that can be interacted with in a seemingly real or
physical way by a person using special electronic equipment,
such as a helmet with a screen inside or gloves fitted with sensors.
VoLTE (Voice over LTE): Required to offer voice services on
an all-IP LTE network and generally provided using IP Multimedia
Subsystem, which is an architectural framework designed to deliver
IP-based multimedia services on telecommunications networks;
standardized by 3GPP.
SDN (Software-Defined Network): Decoupling of network control
and data forwarding to simplify and automate connections in data
centers, clouds and across the wide area.
WAN (Wide Area Network): A geographically distributed private
telecommunications network that interconnects multiple local
area networks.
SD-WAN: Software-Defined Networking in a Wide Area Network
(WAN) that simplifies and automates enterprise networks,
seamlessly connecting users and applications, from branch
office to cloud.
SEP (Standard-Essential Patent): Generally, patents needed
to produce products which work on a standard, which companies
declare as essential and agree to license on Fair, Reasonable and
Non-Discriminatory (FRAND) terms. Can be referred to as essential
patent also.
Single RAN: Single RAN (S-RAN) allows different radio technologies
to be provided at the same time from a single base station, using
a multi-purpose platform.
Small cells: Low-powered radio access nodes (micro cells or
picocells) that are a vital element in handling very dense data
traffic demands. 3G and LTE small cells use spectrum licensed by
the operator; Wi-Fi uses unlicensed spectrum which is therefore
not under the operator’s exclusive control.
WCDMA (Wideband Code Division Multiple Access): A third-
generation mobile wireless technology that offers high data speeds
to mobile and portable wireless devices. Also referred to as 3G.
Webscale companies: Companies – such as Google, Microsoft,
and Alibaba – which are investing in cloud technology and network
infrastructure on an increasing scale to fulfill their needs for
massive, mission-critical networks.
WING: Worldwide IoT Network Grid is a managed service that offers
CSPs the ability to support their enterprise customers with global
IoT connectivity across borders and technologies.
WLAN (Wireless Local Area Network): A local area network using
wireless connections, such as radio, microwave or infrared links,
in place of physical cables.
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Other information
Contact information
Contact information
Nokia Head Office
Karakaari 7
FI-02610 Espoo, Finland
FINLAND
Tel. +358 (0) 10 44 88 000
Fax +358 (0) 10 44 81 002
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