Nokia

in 2020
 Nokia
in 2020
Business overview 02
Key highlights 04
Letter from our President and CEO 06
Our strategy 10
Our history 19
Innovation21
Nokia Bell Labs 22
Sales and Marketing 25
Business groups 26
Mobile Networks 26
Global Services 28
Fixed Networks 30
IP/Optical Networks 32
Nokia Software 34
Nokia Enterprise 36
Nokia Technologies 40
Principal industry trends 44

Corporate governance 46
Corporate governance statement 48
Compensation 66

Board review 80
Business description 82
Board’s review 83
Selected financial data 84
Operating and financial review 85
Our response to COVID-19 94
Sustainability and corporate responsibility 98
Shares and shareholders 108
Articles of Association 112
Risk factors 114
Significant subsequent events 117
Key ratios118
Alternative performance measures119

Financial statements 120

Consolidated financial statements 122
Notes to consolidated financial statements 127
Parent company financial statements 193
Notes to the Parent Company financial statements 197

Signing of the Annual Accounts and the

Review of the Board of Directors 2020 211

Auditor’s report 212

Other information 216

Forward-looking statements 218
Introduction and use of certain terms 219
Glossary 220
Investor information 223
Contact information 224

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.
NOKIA IN 2020 01
02 NOKIA IN 2020
 Business
overview
Key highlights 04
Letter from our President and CEO 06
Our strategy 10
Our history 19
Innovation 21
Nokia Bell Labs 22
Sales and Marketing 25
Business groups 26
Mobile Networks 26
Global Services 28
Fixed Networks 30
IP/Optical Networks 32
Nokia Software 34
Nokia Enterprise 36
Nokia Technologies 40
Principal industry trends 44

In Oulu, Finland our controlled environment

enables multiple 5G customer use cases and
configurations to be tested at the same time.
NOKIA IN 2020 03
Nokia in 2020

Key Humanity, connected

The world has made it through a uniquely difficult year.

highlights
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 Regional split of employees

We have combined global leadership in mobile
and fixed network infrastructure with the
software, services and advanced technologies
to serve customers around the world.
Europe
Greater China
Net sales in 2020 North America
38 800 13 700
EUR 21.9bn 12 000 Middle East & Africa

3 300
Countries of operation
Latin America Asia Pacific

~130 3 700 20 500

Average number of employees in 2020

~92 000

04 NOKIA IN 2020
 Business overview

Financial highlights Business groups

For the year ended December 31, 2020 2019 2018 Mobile Networks
Continuing operations EURm EURm EURm Higher quality and more reliable mobile
Net sales 21 852 23 315 22 563 broadband experiences
Gross profit 8 193 8 264 8 312 Global Services
Gross margin 37.5% 35.4% 36.8% Helping customers navigate complexity
Operating profit/(loss) 885 485 (59) to transform and digitalize their business
Operating margin 4.0% 2.1% (0.3)% Fixed Networks
(Loss)/profit for the year (2 513) 18 (549) Using intelligent access to create networks
EUR EUR EUR that are faster, better, smarter
Earnings per share, diluted (0.45) 0.00 (0.10)
IP/Optical Networks
Dividend per share(1) 0.00 0.00 0.10 Massively scalable networks that underpin
the digital world’s dynamic interconnectivity
2020 2019 2018
As of December 31 EURm EURm EURm Nokia Software
Net cash and current financial Intelligent software platforms optimizing
investments 2 485 1 730 3 053 and automating network performance

(1) No dividend is proposed by the Board of Directors related to the financial year 2020.
Nokia Enterprise
Digitalizing asset-intensive industries with
mission and business-critical needs
Nokia Technologies
Technology designed to bring the human
family closer together
Net sales 2020 by reportable segment(1) Net sales 2020 by region
Reportable segments
In 2020, Nokia had three reportable segments.
4
3 1 Nokia also discloses segment-level data for
Group Common and Other. For more details,
2 6 refer to Note 5, Segment information, in the
consolidated financial statements.

D A
Networks
Nokia provides net sales disclosure for the
2 following businesses within the Networks
C
5 reportable segment: (i) Mobile Access
B 4 (comprises Mobile Networks and Global
3 Services operating segments), (ii) Fixed
1
Access (comprises Fixed Networks operating
segment), (iii) IP Routing (comprises part
1 Networks(2) EUR 16 852m (-7%) 1 Asia Pacific EUR 3 847m (-16%) of IP/Optical Networks operating segment)
A Mobile Access EUR 10 630m (-9%) 2 Europe(3) EUR 6 620m (0%)
B Fixed Access EUR 1 759m (-6%) 3 Greater China EUR 1 376m (-25%)
and (iv) Optical Networks (comprises part
C IP Routing EUR 2 768m (-5%) 4 Latin America EUR 995m (-32%) of IP/Optical Networks operating segment).
D Optical Networks EUR 1 695m (-3%) 5 Middle East & Africa EUR 1 893m (1%)
2 Nokia Software EUR 2 656m (-4%) 6 North America EUR 7 121m (2%) Nokia Software
3 Nokia Technologies EUR 1 402m (-6%)
Nokia Technologies
4 Group Common and Other EUR 982m (3%)

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,
(1) Includes net sales to other segments. Net sales (3) All Nokia Technologies IPR and Licensing net sales are
Nokia has a new operating model comprising four business
to enterprise customers are included in Networks, allocated to Finland.
groups that are also our reportable segments: (i) Mobile
Nokia Software and Group Common and Other net sales.
Networks, (ii) Network Infrastructure, (iii) Cloud and Network
Year-on-year change is in parenthesis.
Services, and (iv) Nokia Technologies.
(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.

NOKIA IN 2020 05
Letter from our
President and CEO

Letter Development in
an extraordinary year
Overall in 2020, we saw improvement both

from our
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

President
the higher-margin North America region,
our ongoing R&D efforts to enhance product
quality and cost competitiveness, and
improvements in our Networks business.

and CEO
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
Change and continuity 2020 was the year businesses realized that
on execution. I was particularly pleased to see
the clear financial improvement in Mobile
This was a year of unprecedented change, the old adage of “things must change to
Access, reflecting our ongoing efforts to
but also one in which we saw the importance remain the same” has never been more true.
strengthen the competitiveness and cost
of our technology. Fixed and mobile networks Companies that had done the most to
position of our mobile radio products.
kept the global economy and critical modernize their operations were those
In 2020, we saw growth in radio access
infrastructure running even as the COVID-19 best equipped to deal with the disruption.
products and the 5G gross margin increase
pandemic led to nationwide shutdowns The pandemic accelerated the need for
due to product cost reduction, partly helped
across the world. widespread digitalization and automation,
by higher ReefShark shipment volumes.
leading to the increasing importance of critical
I was proud of the role we played in enabling Our aim was to be above 35% for our KPI on
networks – networks that combine flexibility
emergency services, food suppliers, and shipments of our 5G Powered by ReefShark
with carrier-grade performance.
public health agencies to stay connected product portfolio; we ended the year at 43%
throughout a global crisis. Kitchens became We launched a strategic analysis into these and we remain on track to realize 70% by
classrooms and boardrooms operated from industry trends, which found that value would the end of 2021. Our progress was validated
bedrooms as millions of people turned to increasingly move away from monolithic by our customers. We ended the year with
bandwidth-intensive video conferencing and systems towards software, silicon and 188 commercial 5G agreements and
streaming applications. This contributed to a services with the importance of virtualization, 44 live 5G networks.
year’s worth of traffic growth in a matter of cloud-native architecture, and open interfaces
We strengthened our technology leadership
days, but we were able to support our CSP becoming ever greater. It was clear to us that
in many key areas of our business: together
customers in handling the huge upsurge even to support our customers through these
with Elisa and Qualcomm, we achieved the
as global supply chains were disrupted and changes and to better position Nokia for new
worldwide 5G speed record. We brought AI
lockdowns made accessing sites difficult. opportunities we would also need to change.
to the network edge allowing CSPs to deliver
The ability of our employees to adapt at improved customer experience, fix customer
speed and come up with creative solutions issues instantly and increase upload and
was our greatest asset this year and proved download speeds.
the resilience and reliability that Nokia is
renowned for.

06 NOKIA IN 2020
 Business overview


“ 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

NOKIA IN 2020 07
Letter from our
President and CEO continued

We also launched the world’s first automated New operating model Looking ahead
4G/5G network slicing technology for mobile
At the end of October we announced that This was a challenging year for everyone.
core and transport networks and a service to
we would move to a new operating model Our networks were put to the test by a global
bring down network energy usage. We
from the beginning of 2021. As I told our crisis and they not only survived but thrived,
continued to lead the passive optical network
employees, this was not change for change’s showing that a new way of doing business
evolution and launched the world’s first 25G
sake, with an incoming CEO looking to make is possible. 2020 showed the true value of
PON broadband solution to enhance CSPs’
his mark on an organization. But rather to technology and increased the need to find
fiber network usage.
improve the way we work so we can better smart solutions to global problems, from
We continued to lead in private wireless align with how customers want to buy and climate change to stalling productivity.
networks ending 2020 with 260 customers. achieve our aim of technology leadership
in the areas where we choose to compete. Nokia will help enable those solutions by
For the second year in a row Analysys Mason
The new structure will simplify and streamline building the critical networks that the world
ranked Nokia as the #1 telecoms software
the way we work enabling us to improve cost will come to rely on, positioning ourselves
provider by market share for telecoms
efficiency and become faster, more agile, for technology leadership and a path to
software and services combined. And we filed
more accountable, and more transparent sustainable financial performance.
more than 1 500 new inventions with more
than 3 500 patent families now declared as as an organization. We know we have our work cut out for us.
essential for 5G. We expect 2021 to be challenging with
Our four new business groups each have a
clear mission and have been empowered with meaningful headwinds primarily due to
This was a year that gave added impetus to
the resources and accountability to achieve market share loss and price erosion in North
addressing the digital divide. We continued
their goals. In brief, they are as follows: America. It will be a time of transition as we
to work with our customers to connect the
adapt to a new structure and finalize our
unconnected, with 6.6 billion subscriptions
■ Mobile Networks will focus on regaining strategy, but by doing so our employees will
on our customer’s radio networks worldwide
leadership in 5G, as well as achieving be empowered to act faster enabling us to
by the end of 2020. For instance, Nokia’s
leadership in O-RAN and vRAN, while accelerate our immediate and long-term
community investment programs helped
maintaining scale with CSP customers plans. We will stay focused on securing
bring fixed wireless access to more than
and growing its private wireless business technology leadership in the segments where
1 000 children in Kenya this year. We also
with enterprise customers. we compete, especially in 5G; continue to
remained on track to achieve our long-term
strengthen existing customer relationships;
science-based target of reducing emissions ■ Network Infrastructure will focus on the and make sure we seize new opportunities in
from our products. In 2020, the customer building blocks and essential solutions of areas where we see a path to value creation.
base station sites we modernized used critical networks, using its technology
54% less energy on average. And we made leadership in IP Networks, Optical Networks, I would like to thank our employees for their
progress in strengthening human rights Fixed Networks, and Alcatel Submarine tremendous efforts and commitment this
protections by increasing training for our Networks to drive digitalization across all year as well as the warm welcome they have
suppliers on preventing modern slavery and industries. given me.
respecting minority rights. We also maintained
our focus on ethical business training, which ■ Cloud and Network Services will focus on I would also like to pay tribute to my
96% of our employees completed. In addition, creating value for both service providers predecessor, Rajeev Suri, who led Nokia over
85% of our leaders completed training and enterprise customers as demand for the past six years and through the first half
on navigating bias and building a more critical networks accelerates, leading the of 2020. My return to Nokia as President and
inclusive workplace. transition to cloud-native software and CEO is both an incredible personal honor and
as-a-service delivery models. also the next stage of continual evolution for
this great company.
■ Nokia Technologies will continue to
monetize and grow the value of Nokia’s
intellectual property and licensing
revenue by investing in innovation and its Pekka Lundmark
world-leading patent portfolio as well as President and CEO
pursuing other licensing opportunities.

Repurposing sea containers enables us to conduct

multiple simultaneous 5G over-the-air tests in a
controlled environment.

08 NOKIA IN 2020
 Business overview

NOKIA IN 2020 09
Our strategy

Our Our “Rebalancing for growth” strategy

was launched at the end of 2016 and
updated in 2019. It was based on
strategy 5 pillars: Lead, Grow, Strengthen,
Diversify, and Operational Excellence.

Focus areas and progress

1. Lead
■ 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
Lead in high-performance, end-to-end volume, we ended 2020 in the 90% range, excluding China. The decline from
networks with communication service 2019 was primarily driven by some market share loss in North America,
providers. partially offset by footprint gains with customers that have increased their
focus on security.
In the first pillar of our strategy – leading in ■ We invested in digital service architecture, advanced analytics, machine
high-performance, end-to-end networks learning, automation and serviceability for fast and flawless delivery of our
with communication service providers – we network infrastructure services.
continued to progress in 5G despite challenges ■ We provided industry-leading cognitive network services to improve network
in Mobile Access. By the end of 2020, we performance, operational efficiency and subscriber experience, and develop
reached 139 commercial 5G deals and launched service business models to open new revenue streams for CSPs.
44 live networks with our customers and ■ We are the #2 vendor in Service Provider Routing worldwide (excluding China)
we achieved our 2020 target for 4G plus 5G having shipped well over 1 million routers to date(1). Our in-house designed
market share, excluding China, to end 2020 FP4 high-performance routing silicon demonstrates our continuing
commitment to technology innovation and leadership, driving continued sales
at approximately 28%.
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.

10 NOKIA IN 2020
 Business overview

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.

Focus areas and progress

2. Grow
■ 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
Grow our position in the enterprise market and public sector, with continued momentum in private wireless solutions.
enable Industry 4.0 acceleration through the ■ We scaled up our existing business in transportation, energy, government and
digitalization of asset-intensive industries, cities segments by augmenting our IP/Multiprotocol Label Switching (MPLS),
governments and cities, and webscale Optics, GSM-R and other existing portfolios with private networks, providing
businesses, with mission-critical networks customers with the performance and security they require as they digitalize
and digital automation solutions. and transform their communications infrastructure and applications.
■ We also continued to drive the adoption of multi-cloud, Internet of Things (IoT)
Our second pillar was about growing our and automation with strategic investments in emerging technologies such as
enterprise business, focusing on two main Software Defined Networks (SDN), Software Defined Wide-Area network
market needs: the need for high-performance (SD-WAN) applications, and data centers.
connectivity for hybrid hyper-scale clouds, ■ We continued to grow our market share in the webscale segment with IP and
and the need for mission-critical networks in Optical portfolios, building large high-performance networks that drive
asset-intensive industries and governments, hyperscale cloud connectivity.
■ We saw a private wireless inflection point in the market driven by the need for
resulting in Industry 4.0 acceleration driven by
high-performance private wireless networks. Driven by the convergence of
private networks and industrial automation.
operational technology (OT), information technology (IT) and networks,
In 2020, we delivered on our ambition: customers in these domains need a higher level of network performance in
(1) we expanded network sales into select order to automate and digitalize their operations. We have accelerated our
vertical markets, with a focus on asset-heavy private wireless networks (4G/LTE) business growth and serve 260 customers
industries, including Transportation, Energy, across the globe and cross-industries.
Manufacturing and Logistics, as well as ■ We continued to implement a strategy to grow in the manufacturing and
governments and webscale businesses, logistics segments where the opportunity for high-performance private wireless
(2) we have become the leaders in the private networks is significant. Our strategy has been to address these customers with
wireless market, (3) we are well positioned our Nokia Digital Automation Cloud platform and our modular private wireless
in the industrial automation market, which we solution.
expect will be critical in the Fourth Industrial ■ In 2020, we continued to build strong market momentum in our target vertical
Revolution, and (4) we achieved double digit markets with 245 new customers. At the close of 2020, we have 1 545 enterprise
growth fueling Nokia's future growth. 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.

NOKIA IN 2020 11
Our strategy
continued

Our strategy
continued

Focus areas and progress

3. Strengthen
■ 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
Strengthen the software business with one more efficient and simple processes.
Common Software Foundation. ■ We focused our go-to-market capabilities to deliver success for our
customers with a consultative selling approach, in order to drive new business
The third pillar was about strengthening our and recurring revenue.
software business with one Common Software ■ We optimized our services and delivery with investments in people and digital
Foundation. Nokia was once again, for the and cloud skills by driving automation capabilities and evolving the services
second consecutive year, rated as the world’s we offer to meet new market needs.
leading telco software business for both ■ We continued to reinforce a strong partner ecosystem of system integrators,
telecom software and services. Nokia Software’s independent software vendors (ISV), and technology players; and consistent
performance was marked by a series of commercial and operational discipline.
important product launches and by many key ■ We strengthened the comprehensiveness of our portfolio with several
deal-wins, including one of the telco software new product launches. These included Network Operations Masters, which
industry’s largest ever deals with a key provides vendor-agnostic network management functionalities for managing
5G networks, and Digital Operations Center, which provides a secure and
North American customer, and breakthrough
fully-automated process to design, deploy and operate network slices at scale
wins with new innovative customers, like DISH,
across multi-vendor, multi-domain and multi-technology environments.
on the basis of our strong technology. ■ 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.

12 NOKIA IN 2020
 Business overview

Focus areas and progress

4. Diversify
■ 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
Diversify the licensing business with new reaching agreements with the remaining uncontracted mobile device players.
opportunities in automotive, consumer ■ We continue to expand patent licensing into new segments, such as
electronics, IoT and brand. automotive, consumer electronics, and IoT.
■ We license our unique cutting-edge audio/visual technologies to consumer
We made good progress against our fourth pillar, device manufacturers.
diversifying our licensing business beyond ■ We are expanding our brand partnerships business beyond mobile phones.
mobile devices and into new licensing domains ■ We have declared more than 3 500 patent families to the European
such as automotive, consumer electronics, Telecommunications Standards Institute (ETSI) as essential for the 5G
the Internet of Things (IoT) and brand licensing. standard, reflecting our continuing leadership and strong momentum in
Nokia Technologies has done a great job in cellular technology R&D and standardization.
building on the strength of its mobile device ■ An independent study by PA Consulting concluded we are #1 for ownership
patent licensing and creating new licensing of granted patents that researchers found essential to the 5G standard.
opportunities in the consumer ecosystem, ■ We signed and continued to benefit from patent license agreements for
mobile devices, consumer electronic devices, and IoT connected devices.
and we see meaningful growth opportunities
■ In September we successfully renewed one of our major patent license
in expanding our scope.
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.

NOKIA IN 2020 13
Our strategy
continued

Our strategy
continued

Focus areas and progress

5. Operational
■ 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

Excellence
Operational excellence for new levels
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
of efficiency, productivity and industry
across Nokia, and we saw solid cash performance in 2020 with an
cost leadership. 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.
Operational excellence was the foundation ■ We strengthened commercial management process to drive better
for our strategic priorities. In addition to performance in current contracts and improve outcomes in new ones. Deal
focused actions to improve our cash position, decisions now include a sharp focus on cash and return-on-capital-employed
commercial discipline and operational metrics, and improved contractual terms.
improvements, we implemented various ■ We continued to modernize IT and simplify and digitalize our key processes
actions across Nokia to contribute to our to modernize our ways of working and increase productivity.
commitment to successfully reduce costs ■ Our Global Services business completed significant operational improvements
in 2020. 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.

Performing test line maintenance in our Oulu,

Finland 5G system performance laboratory.

14 NOKIA IN 2020
 Business overview

NOKIA IN 2020 15
Our strategy
continued

“Rebalancing for
growth” will be
replaced with
a refreshed
corporate strategy.
This will be On October 29, 2020, Nokia announced it
was embarking on a strategic review, aimed
We announced that our strategy review had
yielded four observations to further build on:
at renewing our strategy, to be announced
announced at at Capital Markets Day on March 18, 2021. ■ first, that technology leadership will be the
top priority;
Capital Markets Day On December 16, 2020, we shared further
information about Nokia’s strategic ■ second, that the company’s current
customer base, consisting of telco
on March 18, 2021. priorities and the market trends at the heart
of our strategic beliefs going forward. operators and enterprises (including
webscale companies), provides a solid
platform for value creation;
Phase 1 of strategy review:
■ third, that there is a longer-term
high-level strategic principles opportunity to move into higher-value
and new operating model “network-as-a-service” business models;
On October 29, 2020, Nokia announced and
the first phase of its new strategy, outlining ■ fourth, that end-to-end as a core strategic
high-level strategic observations alongside idea will be replaced with a more focused
a new operating model designed to better approach, with each of the company’s new
position the company for changing markets business groups having a distinct role in the
and align with customer needs effective from overall strategy.
January 1, 2021.
We also announced that from January 1, 2021
Our industry is undergoing profound changes. Nokia will have four business groups structured
Industrial automation and digitalization are around unique customer offerings, with
increasing customer demand for critical ownership for becoming one of the
networks, with a trend towards open technology and market leaders in their
interfaces, virtualization, and cloud native respective sector. They will also need to
software. This will revolutionize how we demonstrate a clear route for delivering
design, deploy, manage and sell our products shareholder value with return on capital
and solutions. Our strategy renewal will ensure employed as a key metric.
we are well positioned to leverage these
trends, improve our performance and position Our goal is to better align with the needs of
the company for long-term value creation. 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.

16 NOKIA IN 2020
 Business overview

The new business groups are:

■ Mobile Networks, which will include radio
access network and microwave radio link We synthesized our
products, related network management,
network planning and optimization,
deployment and technical support services.
strategy analysis into
This business group will offer the full
portfolio for customers wanting to buy
six strategic beliefs:
mobile access networks. It will target
leadership in key technologies such as 5G,
O-RAN and vRAN. Tommi Uitto was 1. Networks are playing an increasingly
appointed as President of this important role in society. This is allowing
business group.
us to extend our focus to serving critical
■ Network Infrastructure, which will include networks beyond CSPs.
IP Routing, Optical Networks and Fixed
Networks, as well as Alcatel Submarine
Networks business, currently reported
under Group Common and Other. This
2. Critical networks are built based
business group will respond to the on a best-of-breed approach with
ever-increasing demand for higher capacity, network elements selected on
greater reliability, faster speeds and lower
costs. Federico Guillén was appointed as a best performance per Total Cost
President of this business group. of Ownership (TCO) basis.
■ Cloud and Network Services, which
will include the existing Nokia Software
business (excluding Mobile Networks 3. Technology leadership underpins
network management), Nokia’s enterprise momentum and financial returns
solutions, core network solutions including in critical networks.
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
4. Establishing technology leadership
products from other business groups to in some segments requires us to
enterprise customers. Cloud and Network anticipate, shape and invest in the
Services will target growth by leveraging the
industry transition to cloud-based delivery, next technology window – where there
network-as-a-service business models, and is no path, we will reassess segment
software- and services-led value creation.
Raghav Sahgal was appointed as President
participation.
of this business group.
■ Nokia Technologies, which will remain 5. Gradually, value in critical networks
largely unchanged. Jenni Lukander continues
as President of this business group.
is migrating away from monolithic
systems towards silicon, software and
Phase 2: mid-point update on service, and will be captured through
strategy and operating model different business models.
On December 16, 2020, Nokia provided a
mid-point update on its strategy and
operating model. We announced that Nokia 6. Sustained investment in long-term
was aligning itself to deliver critical networks innovation provides us with a platform
to Communication Service Providers (CSPs),
enterprises and webscales. to take the long view.

NOKIA IN 2020 17
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
We are positioning Nokia to lead in a world Secure technology leadership
will allow us to anticipate and capitalize
facing big challenges: environmental issues, Customers will take a best-of-breed approach
on industry changes and position us at the
resource scarcity, inequality and stalling selecting network elements from multiple
front of the pack when new technology
productivity. Technology will be an essential individual vendors who are able to offer the
windows open.
part of the solution, with an increase in best performance per total cost of ownership.
critical networks, which will extend to all Nokia is aiming to be the technology leader With these as focus areas we will invest in
corners of society. in the areas it chooses to play in. We have a best-of-breed portfolio.
a strong position in technologies that are
Critical networks are advanced networks that important for critical networks, such as open Our renewed operating model is designed to
run mission-critical services for companies and virtualized radio access networks and enable the delivery of our strategic ambitions,
and societies. They are becoming increasingly we are on course for a 100% cloud-native with a lean corporate center enabling fully
important and extending to all corners of software portfolio. accountable business groups.
society. This means that Nokia’s addressable
market for critical networks with CSPs, The third phase of the strategy update,
webscales and enterprises is also extending. with detailed business group strategies,
To position ourselves for long-term success, will take place on Capital Markets Day on
we have defined three focus areas: March 18, 2021.

18 NOKIA IN 2020
 Business overview
Our history

Our
history
Few companies have Nokia’s storied capacity A storied past In 1982, Nokia introduced both the first fully
for transformation, for the development of digital local telephone exchange in Europe
When Finnish engineer Fredrik Idestam set up
new technologies and for the ability to adapt and the world’s first car phone for the Nordic
his initial wood pulp mill in Southern Finland
to shifts in market conditions. Mobile Telephone analog standard. The
in 1865, he took the first step in laying the
breakthrough of GSM (Global System for
From its beginning in 1865 as a single paper foundations for Nokia’s capacity to innovate
Mobile Communications) in the 1980s
mill operation, Nokia has found and nurtured and seize opportunities. Sensing a growing
introduced more efficient use of radio
success in several sectors over the years, demand for wood pulp products, Idestam
frequencies and higher-quality sound. The
including cables, paper products, rubber opened a second mill shortly after on the
first GSM call was made with a Nokia phone
boots and tires, mobile devices and Nokianvirta River, inspiring him to name his
over the Nokia-built network of a Finnish
telecommunications infrastructure equipment. company Nokia AB.
operator called Radiolinja in 1991.
Nokia’s sector-by-sector success over the Idestam’s sense of endeavor would continue
It was around this time that Nokia
years has mirrored its geographical rise: to prevail throughout Nokia’s various phases.
made the strategic decision to make
from a Finnish-focused company until the telecommunications and mobile phones
In the 1960s, Nokia became a conglomerate
1980s with a growing Nordic and European our core business. Our other businesses,
comprising rubber, cable, forestry, electronics
presence; to a genuine European company including aluminum, cables, chemicals, paper,
and power-generation businesses, resulting
in the early 1990s; and with our acquisitions rubber, power generation and television,
from the merger between Idestam’s Nokia AB
of Alcatel-Lucent, Gainspeed, Deepfield were subsequently divested.
and a phone and power cable producer called
and Comptel in the 2010s, to a truly
Finnish Cable Works Ltd. founded in 1912,
global company. By 1998, Nokia was the world leader in
as well as other businesses.
mobile phones, a position it enjoyed for
Nokia has been producing telecommunications more than a decade.
equipment since the 1880s – almost since Transforming anew
telephony began. And still the business and technology worlds
It was not long before transformation would
would continue to evolve, as would Nokia.
occur again.
Deregulation of the European A shifting industry
telecommunications industry in the
In 2007, Nokia combined its telecoms
1980s triggered new thinking and fresh
infrastructure operations with those of
business models.
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.

NOKIA IN 2020 19
Our history
continued

In 2011, we joined with Microsoft to Acquisition of Alcatel-Lucent

strengthen our position in the highly
competitive smartphone market, which in and beyond
2014 resulted in the sale of our Devices & The acquisition of Alcatel-Lucent, completed
Services business. Nokia emerged from the in 2016, positions Nokia as an innovation
transaction with a firm financial footing and leader in next-generation technology and
three strong businesses – Nokia Networks, services.
HERE and Nokia Technologies – focused
on connecting things and people. Our reputation as an innovation powerhouse
has been bolstered by the addition of Bell
But Nokia’s transformation was not complete. Labs, now known as Nokia Bell Labs. It joined
Our former HERE digital mapping and location a future-focused business backed by tens
services business, an arena we entered in of thousands of engineers and thousands
2006, had been a key pillar of Nokia’s of patent families, a reflection of Nokia’s
operational performance. However, following innovation pedigree, which has produced an
a strategic review of the business by the Board extensive array of benefits for consumers,
in light of plans to acquire Alcatel-Lucent, businesses and society as a whole.
Nokia decided to sell the HERE business
in 2015. 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

Nokia’s
“ long history
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

is marked by change physical business processes in verticals

such as manufacturing, transport, logistics,
smart cities, utilities, tele-medicine and

and reinvention. ” 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.

20 NOKIA IN 2020
 Business overview

Innovation

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 helps 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.
NOKIA IN 2020 21
Innovation
continued

Nokia
Bell Labs

The world-renowned industrial Equally significant is Nokia Bell Labs’ active

leadership in establishing communication
research and innovation arm technology standards through global
of Nokia standards-setting bodies. Our work in this
Nokia Bell Labs has invented many area accelerates innovation and drives
foundational technologies that underpin interoperability, expanding the possibilities
information and communications networks for communication service providers,
and all digital devices and systems. The Nokia industrials and consumers in the 5G era.
Bell Labs innovation engine accelerates ■ Disruptive research leadership:
technology development for Nokia’s core Fundamental research underpins Nokia Bell
communication service provider and Labs’ mission to innovate the technologies
enterprise businesses while also researching and make the discoveries that improve
the fundamental technologies that will human existence. Our research has laid the
shape future society. Over its more than foundations for the digital world we live
90-year history, Nokia Bell Labs research in through the software that powers it and
breakthroughs have produced nine Nobel the communications networks that connect
Prizes, four Turing Awards and numerous it. Today, Nokia Bell Labs research follows
other international awards. many diverse trajectories but with a
With Nokia Bell Labs, we search for the common goal: devise the technologies
fundamental limits of what is possible, that will have the most sustained impact
rather than being constrained by the current on the service providers, enterprises and
state of the art. the industries Nokia serves.

We look to the future to understand essential ■ Technology architecture leadership: Nokia

human needs and the potential barriers to Bell Labs is creating the next technological
enabling this new human existence. We then architecture for the industry. This includes
use our unique diversity of research intellects, building and demonstrating the power of
disciplines and perspectives to solve key seamless network and service orchestration
problems through disruptive innovations across Nokia’s comprehensive product
with the power to enable new economic portfolio, which will be critical for the
capabilities, societal behaviors, business massively scalable networks of the future.
models and types of services – in other words, Bell Labs Consulting leads customer
we drive human and technological revolutions. engagement around future technology
architecture, providing independent advice
Nokia Bell Labs focuses on three core areas to service providers, enterprises and
of innovation: industries, while our Future X Labs showcase
the possibilities of the evolving architectures.
■ 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.

22 NOKIA IN 2020
 Business overview

Nokia was selected by NASA to build the

first ever cellular network on the Moon.

NOKIA IN 2020 23
Innovation
continued

2020 highlights
■ Nokia declared more than 3 500 patent ■ Nokia Bell Labs has worked with Alex ■ Nokia Bell Labs received the 2020
families as essential for the 5G standard, Thomson Racing to adapt existing and Technology & Engineering Emmy® Award
reflecting its continuing leadership and develop new connectivity and sensory for pioneering work on the charge-coupled
strong momentum in cellular technology technologies to optimize and improve the device (CCD), the digital image sensors
R&D and standardization, driven largely performance of Alex Thomson and his embedded in nearly every smartphone
by foundational 5G commercial racing yacht for the Vendée Globe – a and digital camera in the world. The
technologies invented by Nokia Bell Labs. 24 000-mile, solo, non-stop, unassisted CCD was crucial in the development of
race around the world. The partnership television, allowing images to be captured
■ To provide faster realization of 5G optimizes the human performance of digitally for recording transmission.
strategies and services, Nokia Bell Labs Alex Thomson while discovering and
launched a certification program to help creating technologies for the 5G era ■ Nokia Bell Labs’ “Experiments in Arts and
industry professionals realize the full that can enhance industrial IoT and Technology” lab collaborated with the
business potential of end-to-end 5G mission-critical networks so that they can Finnish National Opera and Ballet on
networks. The Nokia Bell Labs End-to-End operate in harsh physical environments. ‘Opera Beyond’, a project that explores
5G Certification Program is a the opportunities for emerging
first-of-its-kind program that offers ■ Nokia Bell Labs began 6G research and technologies to help evolve the
professionals in communication service published the first white paper on the performing arts in Finland.
providers and enterprises two levels of communication and technologies needed
certification – Associate and Professional in the 6G era, presenting it at multiple ■ Nokia won the SCTE·ISBE Chairmen’s
– that deliver essential knowledge industry symposiums and forums. Advanced Technology Award for
covering everything from the basics contributions to the Cable 10G initiative
of 5G networks to professional level ■ Bell Labs consulting published the based on Nokia Bell Labs’ pioneering
planning and design. ‘New Collar’ white paper, a study that innovations in 10G cable systems,
analyzed different US industry sectors including novel scheduling methods
■ To support the higher capacity needs of and job classes to determine that digital and the move towards full duplex 10G
5G networks with fiber optics, Nokia Bell transformation and industrial automation systems with extended spectrum in
Labs announced that its researchers set results in a new type of worker. The study DOCSIS® 4.0.
the world record for the highest single also found that the COVID-19 crisis
carrier bit rate at 1.52 Terabits per triggered an acceleration of digital ■ Nokia Bell Labs contributed its technical
second (Tbit/s) over 80 km of standard transformation across nearly all expertise in robot orchestration, robot
single mode fiber – four times the industries in the world and highlighted network controller and human-robot
market’s current state-of-the-art of the impact on future labor markets. interaction to aid research and promote
approximately 400 Gigabits per second. socially relevant use cases as part of the
■ Bell Labs consulting released findings Nokia Centre of Excellence for Networked
■ NASA selected Nokia and Nokia Bell Labs’ as part of the 5G Business Readiness Robotics collaboration with the Indian
pioneering innovations to build and Report, a landmark report from Nokia, Institute of Science.
deploy the first ultra-compact, that found that 5G-enabled industries
low-power, space-hardened, end-to-end have the potential to add $8 trillion to
LTE solution on the lunar surface in late the global GDP by 2030(1).
2022. The network aims to provide critical
communication capabilities for many
different data transmission applications
vital to long-term human presence on the (1) Source: Nokia. 5G Business Readiness Report.
lunar surface. October 2020.

24 NOKIA IN 2020
 Business overview

Sales and
Marketing

During 2020, customers of Networks fell In addition to sales, CO was – throughout The CO organization also worked very closely
mainly into two broad categories. The primary 2020 – responsible for much of our project throughout the year with Nokia Software to
customer group consisted of communication delivery, ensuring strong alignment between ensure the right level of customer focus and
service providers (CSPs), while enterprise our customer-facing sales and delivery teams expertise in this crucial area, and with Nokia
customers represented another, relatively in each account. Our “One CDM” (customer Enterprise to make sure we could efficiently
fast-growing, area. delivery manager) model provided a strong serve both our CSP and enterprise customers.
counterpart to our sales-focused customer Nokia’s innovative “Service Provider as a
Our Customer Operations (CO) organization team setup, ensuring that customers have a Partner” sales approach – in which we work
was, throughout 2020, the primary interface seamless experience when working with Nokia. in partnership with operators to address
to our CSP customers, with CO Americas customers in the enterprise space, continues
focusing on our North America and Latin Enterprise customers were in focus for to be a successful route to market for CSPs
America markets, while CO EMEA & APAC Nokia and continue to grow in importance. as well as for Nokia.
held responsibility for our Asia Pacific, Throughout 2020, enterprise customers were
Europe, Greater China and Middle East served by a dedicated sales force with a global
& Africa markets. Active in around 120 presence, selling to enterprise customer
countries, CO ensured, throughout 2020, groups – including transportation, energy,
that our customers were able to benefit from manufacturing and logistics, governments
dedicated management attention and our and webscale businesses – both directly
teams’ deep understanding of local markets. and through channel partners (including
Our strong customer relationships were system integrators, consulting companies,
supported by a regional and country-based distributors and value-added resellers).
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.

NOKIA IN 2020 25
Business groups

Mobile 2020 highlights

■ At the end of 2020, we had 139
commercial 5G deals, and we had

Networks
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
Market overview microwave transport solutions to work across and 19 publicly announced private
all generations of technology and all relevant 5G wireless customers.
The primary market for our Mobile Networks
spectrum bands for efficient, simplified and
business group includes technologies for
optimized sites for our customers. In June ■ Nokia launched the world’s first
Radio Access Networks (RAN) i.e. mobile automated 4G/5G network slicing
2020, we announced 5G AirScale Cloud RAN
access as well as Microwave Radio Links within RAN, transport and core
in vRAN 2.0 configuration, with full baseband
(MWR) for transport networks. Mobile access domains.
in cloud including Virtualized Centralized Unit
encompasses RAN technologies ranging from
(vCU) and Virtualized Distributed Unit (vDU). In ■ We announced the next-generation
2G/GSM to 5G/NR in licensed and unlicensed
July 2020, we announced the addition of new 5G AirScale Cloud RAN solution based
spectrum for both macro and small cell
open interfaces that would be built on top of on vRAN 2.0, with general availability
deployments. On October 29, 2020, as part
our AirScale portfolio with a suite of O-RAN- expected in 2021.
of our new operating model, we announced
defined interfaces expected in 2021.
that as of January 1, 2021 it was planned ■ We announced the world’s first 5G
for Mobile Networks to have a wider remit, This broad technology portfolio allows us liquid cooling deployment with Elisa.
including RAN and MWR products, associated to help our customers evolve to and launch Our liquid-cooled 5G AirScale Base
network management solutions, as well as 5G/NR networks. Nokia was involved in more Station allows operators to cut their
network planning and optimization, network than 188 5G/NR commercial engagements in BTS site energy expenses by 30% and
deployment and technical support services. 2020, with the total number of 5G commercial CO2 emissions by 80%.
deals at 139 at the end of 2020. A total of
■ We announced an initial set of O-RAN
Business overview and 44 of those 5G networks were live in 2020
functionalities with a full suite of
in Asia Pacific, China, the US, Europe, Middle
organization East and Africa. At the end of 2020, we also O-RAN-defined interfaces expected
In Mobile Networks our goal is to be a include within our 139 5G commercial deals in 2021.
technology leader in 5G/NR, Single RAN 19 public 5G deals with enterprise customers ■ Nokia, Elisa and Qualcomm achieved
(2G/3G/4G/5G) and MWR and provide the beyond Communication Service Providers the world’s fastest 5G speeds on a
best value to our customers as they evolve (CSP), including the world's first 5G-based commercial 26 GHz network in Finland
their networks. We continue to develop our network for automated rail operation with by delivering 8 Gbps for the first time
5G/NR portfolio according to the latest 3GPP Deutsche Bahn in Germany. We have delivered serving two 5G mmWave devices
specifications, we have declared more than five million 5G/NR software upgradable radios, connected simultaneously.
3 500 patent families as essential for 5G, and and we have delivered 5G/NR commercial
are proud of the number of industry firsts networks in 600MHz, 700MHz, 800MHz, ■ Dell’Oro Group, an industry analyst
that we have achieved. In January 2020, an 850MHz, 2.5GHz (TDD), 3.5GHz, 26 GHz, company, outlined in their Q3/2020
independent analytics firm, IPlytics GmbH, 28GHz and 39GHz. We have launched Microwave Transmission report
ranked Nokia #2 for ownership of granted commercially 5G/NR vRAN 1.0 which involves that Nokia was one of only three
5G patents declared in at least one office, Cloud RAN for 5G/NR with a virtualized vendors (with Aviat and Huawei)
and an independent study by the consultancy Centralized Unit (vCU). We have activated who outperformed the market and
company PA Consulting concluded that Nokia 4G/5G DSS (Dynamic Spectrum Sharing) and increased their market share. Nokia’s
was #1 for ownership of granted patents that 5G Stand-Alone (SA) in commercial networks, share of the new E-Band market (5G
the researchers found essential to the 5G including in T-Mobile US – the world’s first wireless backhaul) sharply increased
standard. We see a strong appetite for 5G nationwide 5G SA network. by eight percentage points.
across mobile markets, and we are the only
mobile network vendor working with all the Competition
major operators in the world’s most advanced
markets in the US, South Korea and Japan. The RAN market is a highly consolidated
We are also providing 5G technology in China. market, and our main competitors are Huawei,
Ericsson and Samsung. Smaller competitors
We have a large global installed base in include ZTE, Fujitsu, NEC, Altiostar, Mavenir,
2G/3G/4G that is providing us with the Parallel Wireless, JMA Wireless, KMW,
platform for success in 5G. We have more Commscope, MTI, and Airspan, for example.
than 360 customers in 4G/LTE and a robust The Microwave Radio Links market is more
AirScale platform for Single RAN, which can be fragmented. There, besides Huawei and Customers can visit our usability lab in Oulu,
upgraded from 4G/LTE to 5G/NR. We built our Ericsson, our key competitors include, Finland to experience our technology.
AirScale portfolio and small cells, software and for example, Ceragon, NEC and Aviat.
26 NOKIA IN 2020
 Business overview

NOKIA IN 2020 27
Business groups
continued

Global
Services

Market overview service providers to seize the possibilities of

Internet of Things (IoT) and enter new markets
Nokia deploys, supports and operates using Nokia Worldwide IoT Network Grid
communication service providers’ (CSP) and (WING), which provides seamless connectivity
enterprise networks. This includes network across geographical borders and technologies.
infrastructure services and professional We enable our customers to enter new
services for mobile networks and managed markets rapidly and with low risk through
operations for fixed, mobile, IP and optical pay-as-you-grow or revenue share models.
domains. In addition, new growth areas are
network cognitive services and analytics, Enterprise is a strategic growth area for Nokia.
deploying and operating networks in public In 2020, Global Services was focused on
sector, energy and transport markets and enabling the digitalization of asset-intensive
introducing new business models for CSPs, industries with connectivity-driven services
such as our Worldwide IoT Network Grid (WING). and digital automation solutions. Our new
digital service framework shortens sales
Business overview cycles and drives rapid, repeatable service
delivery helping our enterprise customers
and organization to minimize complexity. We deploy private
Nokia’s services, solutions and multi-vendor broadband networks to accelerate the
capabilities guide CSPs in their digital digitalization of industries, enabling higher
transformation journey and help navigate productivity, operational efficiency and
through the evolving technology landscape, increased worker and asset safety. Our global
network complexity and data growth. expertise in managed services enables our
We work with CSPs to improve end-user enterprise customers to reap the benefits
experience while providing support in day- of operational transformation, managed
to-day network planning, implementation, security and network operations support for
operations and maintenance. their new IP/MPLS and mission-critical private
LTE networks. Our services teams around the world enable
The offering, which was part of the Global
our customers to maximize the potential
Services business group in 2020, allows
Nokia to differentiate in the 5G market while Competition of their networks.

helping CSPs prioritize their 5G investments In a market segment that combines products
and bring 5G-based services to the market and services as well as managed services,
faster. Nokia 5G digital services portfolio Nokia competes against traditional network
helps CSPs assess the technical choices and equipment providers such as Ericsson and
design and deploy end-to-end 5G networks Huawei, while for the service-led businesses
that meet the needs of diverse 5G use cases such as cognitive, IoT and enterprise services,
such as cloud gaming, connected cars and we see other competitors such as Cisco, HPE,
autonomous factory robots. and IBM emerging.
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

28 NOKIA IN 2020
 Business overview

2020 highlights
■ Nokia digitalized 100% of global Smart Philippines, China Mobile IoT, ■ In Enterprise Services, Nokia introduced
5G network deployments, enabling Vodafone India and Telecom Argentina, four private wireless connectivity segment
customers to benefit from a faster, and continued partnership with AT&T. solutions for connected mining, private
more sustainable and higher-quality Nokia also upgraded the WING service wireless for ports and airports, and train
network deployment process. with 5G and Edge capability to enable to ground. Nokia also announced
operators to offer 5G IoT services faster agreements with Grand Paris Express
■ Global Services launched the Nokia and cost-effectively. France , Area X.O. Canada, Vale Brazil,
AVA Quality of Experience (QoE) at the Norcat Canada, BV Singapore, Ameren
Edge service which enables artificial ■ GlobalData, an industry analyst company, USA, PGE Systemy Poland, among others.
intelligence to be deployed at the edge, rated Nokia as ‘Leader’ in managed
allowing real-time automated actions to services for the second consecutive year,
improve customer experience, and Nokia a testimony to our advanced operations
AVA 5G Cognitive Operations which uses AI capabilities. In managed services, Nokia
to inform network slice creation and help announced agreements with Rakuten
CSPs comply with committed service level Mobile to implement a ‘zero touch’
agreements (SLAs) for massively scaled operational environment for 4G and 5G
5G networks and enterprise services. services and with A1 Austria on all existing
and new private LTE and 5G enterprise
■ Nokia WING, a managed service for campus network deployments. We also
global IoT deployments that provides introduced cognitive operations to enable
seamless connectivity across geographical CSPs to transform their network and
borders and technologies, saw services operations though extreme
continued momentum with US Cellular, automation enabled by AI.

NOKIA IN 2020 29
Business groups
continued

Fixed
Networks

30 NOKIA IN 2020
 Business overview

Market overview 85 customers and trials. Our in-house in the 12 months rolling period ending in
developed Quillion chipset ensures we June 2020. Smaller players, such as Calix and
The primary market of Fixed Networks (FN) is
have best-in-class performance across Adtran, are relevant in North America and
the communication service providers (CSP). FN
our portfolio and can innovate at pace. Fiberhome in China but have limited footprint
has been diversifying outside the CSP market
worldwide, with an estimated market share
into new segments such as new infrastructure The second pillar is about ensuring perfect below 10% and no comparable breadth of
wholesalers and enterprises. FN’s mission is to gigabit connectivity throughout the home. portfolio. Nokia is the only major vendor
provide affordable ultrabroadband solutions Our Nokia WiFi portfolio includes mesh with a trustworthy market-leading position
to connect more people, sooner. FN builds Wi-Fi solutions to provide Wi-Fi coverage in in every territory.
solutions that deliver hundreds of megabits every corner of the building and advanced
or even gigabit broadband to homes, small cloud-based controllers that not only
businesses and cell sites, and sustain that manage and optimize Wi-Fi performance in a 2020 highlights
gigabit experience into every corner of the single home but also between buildings and
■ Nokia continues to be a market leader
home using mesh Wi-Fi solutions. Fiber-to- across a network. In 2020, we were first to
in fiber and fiber extensions (DSL
the-home (FTTH) is now established as the market with a self-optimizing mesh Wi-Fi 6
upgrades such as VDSL, G.fast) and has
main solution but other fiber-rich access solution, providing a superior experience
become a leader in the new 5G fixed
technologies, such as fixed wireless access for consumers. We have 45+ CSP references
wireless access segment. We are the
(FWA) and xDSL upgrades, continue to be an for our Nokia WiFi solution.
only vendor with a leading market
attractive complement. The key to making
As CSPs continue to combine different share in all regions worldwide, and
the universal “gigabit to the home” business
technologies and deployment models, their the only Western supplier in China.
case work – connect more people, sooner – is
to select the right tool from a broad toolkit. networks become more complex. The third
■ 2020 saw Fixed Networks launch two
In the 5G era, FN’s FWA and the reuse of FTTH pillar of the Fixed Networks strategy looks
industry-first solutions: 25G PON
for connecting denser 5G cells site grid are at simplifying and automating operations,
enables CSPs to converge home
seeing significant traction. with the cloud and virtualization playing
broadband, business services, and
a key role. FN’s Software-Defined Access
5G mobile transport on a single PON;
Network (SDAN) solution takes an open
Business overview and pragmatic approach, with concrete use
self-optimizing Wi-Fi 6 brings
high-performance gigabit Wi-Fi
and organization cases such as access network slicing, and
to every corner of the home.
The Fixed Networks focus is based on three a smooth evolution path for the installed
pillars: fiber-based access infrastructure to base. Advances in FN’s SDAN controller cloud ■ Our three-pillar strategy is paying off
bring a gigabit to every home, business and platform, Altiplano, take CSPs a step closer and 2020 saw growth in core solutions
5G cell site; Wi-Fi solutions to bring a gigabit to the autonomous network. There are now as well as new technologies such as
into the home; and cloud/virtualization more than 250 SDAN-ready deployments. whole-home Wi-Fi, fixed wireless
solutions to automate and simplify the access and virtualization. Notable
Underpinning these three pillars is FN’s
network. Innovation and thought leadership project announcements in 2020
market-leading services that provide CSPs
are a cornerstone of all three areas. include: Vodacom South Africa (FWA);
with smart and efficient ways to transform
Openreach and Vivacom Bulgaria
The first pillar of the strategy is about their networks, adopt new technologies
(XGS-PON); NetCologne; and Converge
offering the right technology mix to deliver and operate their networks. FN has more
ICT (SDAN).
gigabit access to more people, everywhere. It than 75 network transformation projects
includes fiber, fixed wireless access, and xDSL to its name and 30+ multi-vendor ■ Nokia, along with AOI, Chorus,
upgrades, and we have a top three position maintenance contracts. Chunghwa Telecom, Ciena, MACOM,
in every market we serve. Nokia is a leader in MaxLinear, NBN Co., Sumitomo
fiber access with more than 270 customers. Competition Electric Industries, Ltd., and Tibit
In 2020, FN introduced the industry’s first Communications, has established
The competitive landscape in fixed access for
25G PON technology. FN remain a market a multi-source agreement (MSA)
CSPs has two major key players, Nokia and
leader in copper technologies, such as VDSL to promote and accelerate the
Huawei. ZTE follows in third position. Despite
and G.fast and have taken a leading position in development of 25G PON, an
the dominant position in China held by these
the burgeoning fixed wireless access market, important next-generation technology
two Chinese players, Nokia holds a #2 position
including 4G and 5G outdoor receivers that supports emerging 5G and
worldwide, particularly strong in optical line
and 5G indoor gateways, with more than industrial demands.
termination (OLT), with 37% market share

Testing our 5G Wi-Fi router.

NOKIA IN 2020 31
Business groups
continued

IP/Optical
Networks

Our data centers support critical networks.

Market overview ■ IP service gateways for residential, business,

mobile and Industrial IoT services and
CSP networks are under tremendous pressure
unique hybrid solutions enabling converged
from cloud-based applications, ultra-
service delivery;
broadband evolution and emerging Industry
4.0 applications and services. Our IP and ■ IP network intelligence, analytics and
optical networking solutions reduce time to distributed denial of service (DDoS)
market and risk as CSPs launch new consumer, security solutions;
mobile and enterprise services, rapidly
scale them to meet surging demands, and ■ optical networking solutions including
continually add new features and functions. coherent optical transponders, OTN
Our insight-driven network automation (Optical Transport Network) switching
solutions help to further ensure that network and transport, WDM (Wavelength-Division
services are delivered with consistent quality, Multiplexing), ROADMs (Reconfigurable
reliability and security and that restorative Optical Add-Drop Multiplexer), and optical
actions are automatically initiated when any line systems for metro access and
parameter varies beyond set limits. Overall, aggregation, data center interconnection,
our comprehensive portfolio enables CSPs longhaul and subsea applications;
to build and operate automated, secure, and ■ network automation platforms that analyze,
high-performance networks at massive scale. control and manage multi-vendor IP and
These carrier-grade, mission-critical optical networks;
attributes also address the needs of – and ■ data center automation and
are valued by – other customer segments software-defined WAN solutions that
including webscale companies and configure network connectivity among
enterprises. In the enterprise segment, we clouds and to any enterprise branch
address verticals including transport, energy office with the ease and efficiency of
and the public sector as well as healthcare, cloud compute; and
finance and retail enterprises leveraging
similar solution sets augmented with ■ an extensive portfolio of professional
purpose-built capabilities. services to accelerate the benefits of
integrating new technologies to transform
networks and leverage the latest
Business overview innovations in SDN, virtualization and
and organization programmable IP and optical networks.
Our IP/Optical Networks business group
provides the high-performance and massively Competition
scalable networks that underpin the digital
Our competitive landscape in this space
world’s dynamic interconnectivity. Our
includes Cisco, Juniper Networks, Huawei,
portfolio of robust and innovative systems,
and Ciena.
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;

32 NOKIA IN 2020
 Business overview

2020 highlights
■ Nokia redefined data center fabrics ■ Nokia introduced new capabilities to ■ Equinix deployed a new Nokia IP/MPLS
with the launch of a new and modern automate 4G/5G network slicing across network infrastructure to support its
Network Operating System (NOS) and the RAN, transport and core domains, global interconnection services. This
a declarative, intent-based automation including new functionalities to its enables Equinix to consolidate into one,
and operations toolkit, allowing cloud and Network Services Platform (NSP) to efficient webscale infrastructure to
data center builders to scale and adapt enable it to play a key role in transport provide FP4-powered connectivity to
operations brought on from technology and core slicing. all data centers – laying the groundwork
shifts such as 5G and Industry 4.0. Apple for customers to deploy 5G networks
is an early adopter of the innovative ■ Rakuten Mobile selected the Nokia 1830 and services.
technology, deploying the solution within Photonic Service Switch to power its
its cloud operations in its data centers. reconfigurable photonic mesh mobile ■ DISH Network selected Nokia’s
backhaul network. Nokia’s cutting-edge cloud-native, standalone core software
■ Nokia launched its WaveFabric Elements coherent and optical component products to help it build the most
portfolio of photonic chips, devices and technologies will enable Rakuten Mobile advanced, disruptive, fully-automated,
subsystems, including its fifth generation to flexibly grow its network bandwidth for cloud-native 5G network in the US.
coherent digital signal processor family, the rapid rollout of 4G and 5G services. The agreement includes subscriber data
the Photonic Service Engine V (PSE-V). management, device management,
packet core, voice and data core,
as well as integration services.

NOKIA IN 2020 33
Business groups
continued

Nokia Our Digital Operations Center helps

network operators create dedicated
slices of their networks.

Software

Market overview Nokia Software’s business has two parts, In the past year, “webscale” players such as
Applications and Core. Nokia Software Amazon Web Services, Google Cloud Platform,
Nokia Software holds the #1 position in the
applications improve customer experiences and Microsoft Azure have taken actions to
telecoms software market(1).
with better intelligence, security, operations increase their service offering to CSPs. These
Its market is driven by large-scale service and services. Nokia’s core network solutions developments will accelerate the move to
and network operations automation; digital span 5G, mobile broadband, and IoT; and cloud-native telecoms software, on which
business transformation; and the shift to simplify operations and enable new services Nokia Software has geared its strategy, and
5G and the cloud. The business also saw an and revenue streams. will open new possibilities for partnering with
increase in operator demand to optimize these webscale players.
Nokia Software’s strategy is to focus
and secure their networks to cope with
investments in the strategic areas of 5G, While also this market segment faces some
the communications shifts of COVID-19.
automation, portfolio integration, and pricing pressure, telecom software provides
digital innovation platforms. Investment in a significant long-term opportunity for vendors
Business overview cloud-native CSF and our multi-vendor, multi- that can drive technology and operational
and organization network agnostic approach sets us apart leadership and set the pace of transformation
from most large competitors. Against smaller in the industry.
Built on Nokia’s cloud-native Common
players, Nokia has the advantage of global
Software Foundation (CSF), Nokia’s multi- Nokia’s software business is #1 in applications
delivery capabilities and a large installed base,
vendor and multi-network software solutions and applications services by revenue,
backed by a broad portfolio.
enrich and secure user experiences; automate according to Analysys Mason, and has
operations and infrastructure; and drive new 20–25% market share in core networks,
revenue streams and cost-efficiencies. Nokia’s Competition and ecosystem according to Nokia data.
CSF ensures our software solutions are easy Nokia’s software competitors fall into two
to deploy, integrate, use, scale and service. main categories: independent software
Nokia was the first to build a cloud-native vendors (ISVs) and network equipment
software platform at scale in the telecoms providers (NEPs). The main ISV competitors
software market. 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. (1) Source: Analysys Mason. September 2020.

34 NOKIA IN 2020
 Business overview

2020 highlights
■ We launched several cloud-native ■ Core saw continued commercial – Singtel selected Nokia to collaborate on
software applications: momentum and innovation. Industry developing and trialling 5G network
research group Global Data ranked Nokia’s slicing capabilities, based on a Network
– Nokia Network Operations Master Telecom Applications Server as "Leader" as a Service (NaaS) approach that
to provide vendor-agnostic network again and Nokia’s Session Border Controller provides customers with highly
management functionalities for as “Very Strong” in all categories. customizable services;
managing 5G networks;
■ Secured the #1 market share for – Optus selected Nokia to help it provide
– Nokia Assurance Center software Self-Organizing Networks, according to IoT software solutions to Australian
to automate network and service LightCounting. mining, utilities and transportation
operations by using machine learning industries;
to help CSPs deliver service level ■ Nokia Software’s technology leadership
agreements required for new furthered both our Core and Apps – Airtel deployed India's largest open
network functions; deal-win rate and increased their cloud-based VoLTE network with
footprint in dozens of new and/or existing Nokia’s CloudBand Infrastructure
– Nokia Experience Center software to customers, including: software;
enable automated action prioritization
based on what is experienced by – Rakuten selected Nokia’s Core services, – Ooredoo Qatar rolled out Nokia’s
customers; Monetization and Digital Experience cloud-native 5G Core network software
solutions; for commercial 5G services; and
– Digital Operations Center software to
give CSPs new revenue-enhancing – DISH chose Nokia’s cloud-native 5G – Sunrise deployed Nokia’s Converged
opportunities with an automated standalone Core software to build the Charging software to drive 5G
platform that manages 5G slice-based operator’s US 5G network with scale, monetization.
services securely; and performance, and efficiency;
■ There was significant growth in our
– Upgraded cognitive Self-Organizing – China Unicom awarded Nokia enterprise business (outside of CSP
Networks software to provide CSPs approximately 10% share of the customers) driven, for example, by deals
with zero-touch operations for 5G operator’s 5G core network; with Highways England and EltaLab, a
and enabling real-time solution Private 5G Core/Apps win in Austria with
deployments. Citycom; and the first commercial win for
the Nokia Enterprise Voice Core solution.

NOKIA IN 2020 35
Business groups
continued

Nokia
Enterprise

Market overview Nokia continues to address the enterprise Our innovation roadmap is the Nokia Bell Labs
market through a combination of direct sales Future X for industries network architecture.
In 2020, Nokia continued to grow its
and service provider, system integrators, It provides a blueprint for industrial networks,
business with enterprise customers focusing
industrial, direct and indirect reseller, and intelligently combining high-performance,
on two main market needs – the need for
distribution partners. ubiquitous access with intelligent IP/optical
high-performance connectivity for hybrid
networks, and agile multi-cloud-enabled
hyperscale clouds and the need for We bring our customers a lauded ethics track solutions for industrial automation.
mission-critical networks in asset-intensive record, and corporate values that instill Analytics-driven digital value platforms and
industries. Driven by the continued growth integrity and security, coupled with market business applications are tailored to the
in cloud adoption, our webscale customers expertise tailored to their individual needs. unique needs of each industry – with security
continue to require high-performance cloud Our comprehensive services portfolio wraps embedded at all levels of the architecture.
connectivity. In 2020, we expanded our our technology offers with deployment
market opportunity in high-performance assurance, ensuring our customers get Our approach has been validated in the
cloud connectivity portfolio with our data performance, innovation and results from the market with 1 545 mission-critical customers
center switching launch. We also enhanced our solutions they’ve trusted us to mobilize in and our private wireless solutions are used
private wireless portfolio, with the launch of their networks. by 260 customers globally.
our 5G standalone capabilities and Modular
Our Energy, Transportation, Government
Private Wireless solutions. Business overview and Cities, and Manufacturing and Logistics
Our enterprise customers were highly and organization customers continued to deploy mission-critical
impacted by COVID-19. However, in connectivity and applications powered by
Nokia has been serving enterprise clients for
aggregate, our customers proved to be Industry 4.0 acceleration and the need to
decades. In that time, we have developed a
resilient as they adapted to social distancing connect, automate, manage, and control
deep knowledge of the business requirements
and local health requirements, which critical industrial assets.
of the segments we serve. We leverage this
redefined the global workplace with remote
long-developed expertise, to architect, build, Transportation
and autonomous workplaces. In addition,
and deliver solutions to our customers and Nokia continues to expand our market
global business value shifted towards
our partners’ end-customers. Those solutions penetration into railways, aviation, and
resilient global supply chains as well as the
include innovative, high-performance, maritime segments. We deliver solutions
prioritization of business continuity plans,
carrier-grade wireless networks, fixed that improve workplace safety and efficiency,
increasing the demand for mission-critical
networks, IP routing, optical networks, and enable autonomous operations, and help
networking. We continue to monitor the
communication and security software. In build better customer experiences. Our
overall market impact of the pandemic
addition, we leverage our ecosystem of solutions support railway signaling, air traffic
across the enterprise segments we serve.
partners to round out our solutions in areas control critical communications, airport
where we do not participate broadly such as communications, and connectivity as well as
devices, autonomous guided vehicles, and effectively automating passenger screening
spectrum. We pre-integrate many of our for health and safety. Nokia is well positioned
solutions and customize these towards in the railway market as it transitions to
segment-specific requirements and a suite the 5G-enabled Future Railway Mobile
of lifecycle services. Communications System, a new standard
for railway communications.

36 NOKIA IN 2020
 Business overview

Energy Government and cities Nokia’s public safety solutions provide first
Nokia provides energy companies, including The Public Safety, Smart City, and National responders with real-time, broadband
power utilities, mining, and oil and gas Government segments were influenced in mission-critical communications that help
companies, with private wireless networks 2020 by the response to COVID-19 and the save lives and manage crisis situations.
that offer an affordable, agile, and secure way need for broadband to support citizens
to deliver improved automation to a range of with education and work in a remote and We also help design future-proof cities
mission-critical operations in remote and virtual environment. Globally, we anticipate powered by the required connectivity
harsh environments, from wind farms to an acceleration of Government Driven infrastructure and applications to deliver a
offshore oil rigs, protecting lives, ensuring Broadband Initiatives and digital government safer and more inclusive environment for all
business continuity, and increasing projects stemming from gaps in broadband citizens. In the realm of Smart Cities, Nokia
productivity. Our solutions have proved availability, which have become essential offers the ‘city as a platform’ solution, a
essential during COVID-19 as we helped our today. Our community broadband solutions unique platform-based approach to provide
power utility customers adapt to major help governments, state, provincial, local connectivity, data sharing and usage control
changes in grid usage – powering up field agencies, and municipal power utilities to capabilities for municipal services such as
hospitals, and balancing power distribution address inner-city connectivity coverage gaps smart parking, lighting, traffic management.
needs as usage shifted from commercial and address rural broadband needs. The outcome for municipalities is an improved
to residential. quality of life of all citizens.

5G enables automation using robotics to drive

the Fourth Industrial Revolution.

NOKIA IN 2020 37
Business groups
continued

Manufacturing and logistics Magna International in Austria, and Toyota product availability. In 2020, we announced
Nokia enables Industry 4.0 acceleration in the Production Engineering in Japan, and Bosch our new data center switching portfolio with
Manufacturing, Supply Chain, and Logistics in Germany. initial customer support from Apple, BT, LINX,
segments. Our private wireless networking Equinix, Turkcell, and others.
solutions and IoT platforms help to Webscale companies
Webscale companies handle billions of
automate operations, increase productivity,
transactions per day in their networks. Competition
and reduce costs. Through the digitalization
and automation of operational systems, These customers demand hyper-efficiency We operate in a complex ecosystem where
manufacturers and logistics companies can in content delivery and support exceptional some companies are our customer, our
build resiliency and ensure business continuity online experiences. We help connect webscale partner, and our competitor. In that ecosystem,
during impact events. infrastructure with high-performance our competitors range from broad networking
IP routing, open optical systems, and companies with which we have competed for
Nokia has built a foundational customer base alternative access and subsea networking some time, and specialized competitors
providing easy to implement private wireless solutions. Nokia co-develops advanced open focusing on a single customer segment, to a
solutions to enable greater degrees of factory network components with our webscale large set of new, smaller competitors who are
and warehouse automation. In 2020, we customers to enhance the performance of typically attracted to the transformational
gained traction with deployments with A1 and public and hybrid cloud platforms, driving value and opportunity of 5G.
market leadership and enabling timely

Drones can be deployed as an application using

private wireless networks.

38 NOKIA IN 2020
 Business overview

Networking competitors include Cisco, Nokia has a proven co-development track

Juniper, Ciena, Ericsson, and Huawei (in select record of working with our customers on
geographies). In addition to our primary high-performance product development
competitors, we also face more segment that results in market breakthroughs.
specific competitors such as Motorola, Calix, Our high-performance FP4 and PSE-V digital
and Adtran in the public sector, Kontron in signal processors (DSP) optimize power,
the transportation segment, Arista in the performance, and cost across multiple
webscale segment, and in the private form-factors with our DSPs supporting
wireless domain companies such as Athonet applications from metro to subsea
and Celona. deployments. Our focus on open systems
offers customers flexibility, business agility
Nokia maintains a key advantage for our
and reduces the risks associated with vendor
customers as we offer solutions and expertise
lock-in.
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). (1) Source: GlobalData. September 20, 2020.

2020 highlights
■ We increased our private wireless Chile, Australia and Canada, where our ■ Toyota Production Engineering Company
networks (4.9G/LTE) business with Nokia Private wireless solutions are will deploy a private LTE/4.9G network at
260 customers across the globe and helping to make mines safer, more TPEC’s site supporting a range of
cross-industries, marking our leadership productive and sustainable. IoT-based devices that enable equipment
position in the market. We also launched digitization and visualization. Over time,
the world's first commercially available ■ We were honored to be selected by NASA the network will be upgraded to 5G,
5G standalone (SA) private wireless as a key partner for its next mission to featuring ultra-low latency to support
solutions for the industrial world, a ‘direct the moon. Our innovations, deployed in even faster throughput. 5G networking
to 5G’ entry point for high-spec industrial the most extreme environments, are will help the manufacturing process to
use case validation, pushing the 5G driven by Nokia Bell Labs for NASA and evolve into a more automated operating
ecosystem and leapfrog enterprises into will provide the first-ever cellular network environment.
the future with industrial applications on the moon as it is established as a base
of operations for forthcoming missions. ■ Continuing our success in the Maritime
such as robotics, mixed reality platforms,
Connectivity and performance will be segment, in 2020, Nokia helped maritime
digital automation of operations,
critical to providing NASA with timely terminal operators automate operations
and 4K video.
communications and control for for efficiency, continuity and improved
■ We expanded our global collaboration automated operations. In the same safety.
with service providers as partners timeframe, Nokia was selected by the
U.S. Department of Defense to develop ■ In railways, Nokia helped Japanese rail
(e.g. Verizon, AT&T, A1, NTT Docomo) to
effective methodologies to allow the operator Odakyu Electric Railway leverage
serve enterprises leveraging spectrum
sharing or coexistence between airborne machine-learning and video analytics
sharing capabilities, and leading to
radar systems and 5G cellular telephony to enhance the safety of rail crossings.
Industry 4.0 acceleration driven by
private wireless. This resulted in business systems in the 3.1–3.45 GHz band. We ■ In aviation, our 5G solutions are helping
growth across markets and segments. were also selected by EE (part of the Lufthansa Technik to adapt to social
British Telecom Group) to build the world’s distancing safety guidelines by providing
■ We have moved up the value chain of first 4G LTE air-to-ground network for high-definition video table inspections
industrial automation services adding emergency services in the UK. of aircraft maintenance and repairs with
horizontal and vertical capabilities
■ New York Power Authority (NYPA), the US’ remote inspection teams – keeping
that are critical to client use-cases,
largest state public power organization, operations flowing efficiently and safely.
including positioning, video analytics,
industrial protocol support, security, selected our private wireless solutions to ■ We have continued to accelerate our
and management of end devices. help them become the first end-to-end penetration of the webscale segment
These capabilities allow us to deliver digital utility in the US. Following the with innovative data center interconnect
segment-specific outcomes as-a-service, successful trial, our solutions will help (DCI) network solutions. With significant
expand our automation and integration NYPA modernize its network, conduct contract wins with China-based webscale
capabilities and provide our customers and monitor operations and manage giants Tencent and Baidu, we continue
with the ability to digitalize industry- data from the deployment of intelligent to strengthen our already strong
specific applications and facilitate the sensor-based technologies. With power presence in the software-defined DCI
convergence of operational technologies utility AMEREN, our private wireless infrastructure market.
(OT) and information technologies (IT). solutions were selected for field trials
to prove the implementation of secure,
■ We solidified our leadership position in robust wireless coverage over the utility’s
the private wireless market with the entire 64 000 square mile (103 000 sq. km.)
mining industry, helping our customers service territory. We received an award
with open-pit and underground mines and recognition for this effort.
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

NOKIA IN 2020 39
Business groups
continued

Nokia
Technologies

Market overview ■ We also have patent licensing programs for Breakdown of patent filings in 2020
other markets which use our standardized by technology
Nokia Technologies is responsible for
technologies, including consumer
managing and monetizing Nokia’s intellectual
electronics, connected cars, smart meters,
property, including patents, technologies, and
payment terminals, asset tracking and
the Nokia brand, building on Nokia’s continued 4
other IoT devices and related industries.
innovation and decades of research and 3
development (R&D) leadership. We have three ■ Nokia Technologies enables the
focus areas: Patent Licensing which monetizes commercialization of selected fundamental
our patent portfolio; Technology Licensing innovations from Nokia Bell Labs and other 2
which helps device manufacturers integrate Nokia business groups in new areas via
Nokia’s technologies into their products; close collaboration with other companies.
and Brand Partnerships, which licenses the
Nokia brand. ■ We continue to license our innovative
multimedia technologies, such as
OZO spatial audio and video technologies,
Business overview to smartphone and camera manufacturers
1

and organization through our Technology Licensing business,

Nokia Technologies is focused on licensing. and drive advanced audio and video
research and standardization through 1 Connectivity 1 073
■ We manage the Nokia patent portfolio, our Media Technologies Research unit. 2 Services, applications & multimedia 234
working with all other Nokia businesses, and 3 Fixed & optical networks 138
continue to grow our patent licensing and ■ Nokia is a global brand that is recognized by 4 Emerging technologies & hardware 81
monetization activities, which drive most of almost anyone. We continue to work with
Nokia Technologies’ net sales. This includes HMD global Oy (HMD Global) – our exclusive
our successful mobile devices licensing licensee for Nokia-branded phones and
program, where we currently have licensing tablets – along with new brand partners in
agreements with most of the major other product categories, to increase the
smartphone vendors. reach and strength of the Nokia brand.

■ Nokia owns one of the broadest and Research and development

strongest patent portfolios in the mobile
communications sector. At the end of 2020, The Media Technologies Research unit in
Nokia’s patent portfolio included around Nokia Technologies continues to invent and
20 000 patent families (each family being develop relevant and valuable solutions in
composed of several individual patents), emerging consumer experiences, with
of which the vast majority will still be in the target also to further promote the
force through 2030. standardization of important audio and
video technologies.

Using head and torso simulator to conduct

audio quality measurements that support
our technology licensing.

40 NOKIA IN 2020
 Business overview

NOKIA IN 2020 41
Business groups
continued

Patents and licenses

For more than 30 years, we have defined
2020 highlights
many of the fundamental technologies used ■ In 2020, Nokia across different units invested around EUR 4.1 billion in R&D. This
in virtually all mobile devices and taken a investment yielded altogether more than 1 500 new patent filings, continuing to renew
leadership role in standards setting. As a our industry-leading portfolio.
result, we have been ranked #1 in several
■ During the year, we signed and continued to benefit from patent license agreements for
independent third-party studies for our 2G,
mobile devices, consumer electronic devices, and IoT connected devices. In September,
3G, 4G and 5G patents that have been
we successfully renewed one of our major patent license agreements. This new
declared essential for cellular standards. We
agreement demonstrates the strength of our portfolio, particularly now that we have
continue to generate new intellectual property
5G patents to offer.
at a robust rate and expect to remain in the
top tier in 5G standard essential patents. ■ By December 2020, we had declared more than 3 500 patent families (each family
being composed of several individual patents) to the European Telecommunications
As part of our active portfolio management
Standards Institute (ETSI) as essential for the 5G standard, reflecting Nokia’s continuing
approach, we are continuously evaluating
leadership in cellular technology R&D and standardization.
our collective assets and taking actions to
optimize the size of our overall portfolio while ■ An independent study conducted by PA Consulting concluded that Nokia is #1 for
preserving the high quality of our patents. ownership of granted patents that the researchers found essential to the 5G Standard.
At the end of 2020, our portfolio stood at
around 20 000 patent families (each family ■ Over the course of the year, our customers ASUS, Axon, HMD Global, OPPO, OnePlus,
being composed of several individual patents), and Panasonic launched a number of new smartphones and cameras using our
built on combined R&D investments of industry-leading OZO Audio technology.
more than EUR 129 billion over the last ■ During 2020, we signed a number of new brand licensing agreements, bringing new
two decades. This comprises more than Nokia-branded experiences to a range of product categories including Smart TVs,
3 800 patent families declared as essential media streaming boxes and audio accessories, and HMD Global launched its first
to one or more cellular standard, including 5G smartphone, the Nokia 8.3 5G.
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.

42 NOKIA IN 2020
 Business overview

NOKIA IN 2020 43
Principal industry trends

Principal industry
trends

Networks and Nokia Software Second, we are witnessing continued Additionally in 2020, we continued to witness
consolidation among communication service some customers reassessing their vendor
We are a leading vendor in the network and providers, driven by their desire to provide a selection strategies, in light of ongoing
IP infrastructure, software, and the related wider scope of services, especially through security concerns. We are seeing some gains
services market. We provide a broad range the convergence of disparate network with operators who are reconsidering their
of products, from the hardware components technologies across mobile, fixed, and IP and vendors as a result of geopolitical issues. We
of networks used by communication service optical networks. In order to improve networks estimate that we have won about half of the
providers and increasingly by customers in in terms of coverage, capacity and quality, value of such deals available to date.
other select verticals, to software solutions, communication service providers are
as well as services to plan, optimize, continuing their transition to all-IP Pricing and price erosion
implement, run and upgrade networks. architectures, with an emphasis on fast access While we experience varying levels of price
In 2020, our Networks reportable segment to their networks through fiber, LTE and erosion across our businesses, it is particularly
was comprised of the following businesses: 5G access and new digital services delivery. evident in our Mobile Access business group,
Mobile Access, Fixed Access, IP Routing and We are also seeing similar trends with cable given the highly standardized nature of the
Optical Networks. We aim to be innovation operators, who are investing in the business. In 2020, we witnessed increased
leaders, drawing on our frontline R&D deployment of high-speed networks. competitive intensity in some accounts,
capabilities to deliver leading products and particularly in North America, as certain
services for our customers, and ultimately Third, we see a stronger demand for large competitors sought to take share in 5G.
ensure our long-term value creation. high-performance networks in some key areas
outside the traditional communication service Product mix
Industry trends provider space. Webscale companies and Our Networks and Nokia Software segments
The network and IP infrastructure, software extra-large enterprises – such as Apple, offer a combination of hardware, software and
and related services industry has witnessed Facebook, Google, Alibaba and Amazon – services. The profitability of our Networks and
three main trends in recent years, which are investing in cloud technology and Nokia Software segments is affected by our
have also affected our Networks and Nokia network infrastructure to build these product mix, including the share of software in
Software segments. First, the increase in high-performing, secure networks. the sales mix. For example, this is particularly
the use of data services and the resulting In addition, other target vertical markets such evident during large technology cycles, as
exponential growth in data traffic has led as energy, transportation and the public initial deployments consist of a larger portion
to an increased need for high-performance, sector are investing to build carrier-grade, of hardware and services and less software.
high-quality and highly reliable networks. mission-critical networks. As the initial phases of deployments tend
The rise in data traffic has, however, not been to be lower margin, this is offset by the
directly reflected in growth of communication The first three pillars of our strategy in 2020 ongoing deployment of previous generation
service providers’ revenue. Consequently, were aligned with these industry trends for technologies, which tend to be higher margin.
there is an imperative to be efficient and our Networks and Nokia Software segments. This ratio shifts more towards higher-margin
cost-competitive for both communication We continued to execute well on our strategy, software further into the cycle, as additional
service providers and network infrastructure with a particular focus on high-performance, capacity and features are deployed. In 2020,
and services vendors. end-to-end networks, expansion into new we experienced a decrease in network
select verticals and building a strong software deployment services, following elevated
business at scale. More information about our levels in 2019.
strategy in 2020 can be found in “Business
Overview – Our Strategy”.

44 NOKIA IN 2020
 Business overview

Products and services also have varying Cost of components and raw materials Nokia Technologies
profitability profiles. Hardware and software There are several important factors driving
the profitability and competitiveness of our Nokia Technologies is focused on pursuing
products generally have higher gross margins
Networks and Nokia Software segments: scale, new licensing opportunities for our valuable
than services, but they require significant
operational efficiency, pricing, and cost intellectual property, including patents,
R&D investment. Services are typically
discipline. The costs of our Networks products innovative technologies and know-how,
labor-intensive, while carrying low R&D
are comprised of, among others, components, and the Nokia brand.
investment, and have relatively low
gross margins. manufacturing, labor and overheads, royalties General trends in IPR licensing
and licensing fees, depreciation of product In general, there has been increased focus
Seasonality and cyclical nature of projects machinery, logistics and warranty and other on IPR protection and licensing in the market,
Net sales in our Networks and Nokia Software quality costs. In 2020, margins in our and this trend is expected to continue.
segments are affected by seasonality in the Networks segment were positively impacted As such, new agreements are generally
spending cycles of communication service by progress in Mobile Access, where we a product of lengthy negotiations and
providers, with generally higher sales in the continued to focus on driving improvements occasionally through arbitration or litigation,
fourth quarter, followed by generally lower in our portfolio by strengthening our and therefore the timing and outcome may
sales in the first quarter. Also, we have roadmaps, reducing product costs and be difficult to forecast. Due to the structure
recently witnessed that Networks and Nokia improving our product performance. of patent license agreements, the payments
Software segments generate the majority of
Profitability can be affected by changes in the may be infrequent, at times may be partly
their respective operating profit and free cash
sales volume, as well as the requirement to retrospective, and the lengths of license
flow in the fourth quarter. In addition to
source large volumes of components on short agreements can vary.
normal industry seasonality, there are normal
peaks and troughs in the deployment of large notice, which can impact the cost of sales or, Additionally, there are clear regional
infrastructure projects. As an example, the 5G in cases where component shortages emerge, differences in the ease of protecting and
technology cycle accelerated in 2020 and is the net sales. licensing patented innovations. We have seen
expected to continue over the coming years. some licensees actively avoiding making
The timing of these projects depends on a Product design and serviceability
Factors such as product design and license payments, and some licensors using
number of factors, including new radio aggressive methods to collect them; both
spectrum allocation, network upgrade cycles serviceability also have an impact on our
cost structure with Networks. For example, behaviors have attracted regulatory attention.
and the availability of new consumer devices We expect discussion of the regulation of
and services, which in turn could affect the net product design decisions, such as the use
of system-on-chip, or “SoCs” in our Mobile licensing to continue at both global and
sales of our businesses. regional level. Some of those regulatory
Access products, allow us to improve our
product costs as the proportion of SoCs developments may be adverse to the
Continued operational efficiency
increases within our products. Additionally, interests of technology developers and
improvements
costs can be reduced through improved patent owners, including us.
In 2018, following the completion of the
Alcatel-Lucent integration and the related cost product serviceability. In 2020, these factors
savings program, we announced a new cost contributed to the improving 5G product
reduction program where we intend to target cost position.
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.

NOKIA IN 2020 45
46 NOKIA IN 2020
 Corporate
governance
Corporate governance statement 48
Introduction48
Regulatory framework 50
Main corporate governance bodies of Nokia 50
Risk management, internal control
and internal audit functions at Nokia 62
Main procedures relating to insider administration 63
Share ownership of the Board of Directors
and the Nokia Group Leadership Team 64
Auditor fees and services  65

Compensation66
Highlights66
Word from the Chair of the Personnel Committee
of the Board 66
Remuneration Policy 2020 68
Remuneration summary for the President and CEO 68
Remuneration summary for the Board of Directors 70
Remuneration Report 2020 72
Introduction 72
The President and CEO 73
Board of Directors 75
Remuneration Governance 76
Nokia Group Leadership Team remuneration 77
Review of our incentive plans 78

NOKIA IN 2020 47
Corporate governance statement

Corporate
This corporate governance
statement is prepared in
accordance with Chapter 7,
Section 7 of the Finnish Securities

governance Markets Act (2012/746, as

amended) and the Finnish
Corporate Governance Code

statement
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.

January February/March April

Board – Digitalization update – CEO change – Transformation update
– Ethics & compliance and litigation – Postponing 2020 AGM due to – Convening the remote AGM
update COVID-19
– Board evaluation – Remuneration Policy to be
presented to the AGM
– Nokia Equity Program 2020
Corporate Governance – Board composition and – AGM proposals
and Nomination remuneration
Committee – Corporate governance statement
Personnel – Incentive targets and objectives – CEO remuneration
Committee – Nokia Equity Program – Remuneration Policy review
– Investor feedback on
remuneration practices
Audit – Q4 and full-year 2019 financials, – Q1 financials
Committee annual report – Compliance, internal audit
– Compliance, internal audit and and internal controls updates
internal controls updates – Auditor reporting
– Auditor reporting – Tax update
– Update by the new auditor – Cybersecurity
– AGM proposals to the Board – Conflict Minerals Report
– Structured finance update
Technology – Review of strategic technology
Committee initiatives
– Updates on major innovation
and technology trends

48 NOKIA IN 2020
 Corporate governance

Furthermore, there were a number of from his position on July 31, 2020 while convened to be held without shareholders
significant corporate governance events in continuing to serve as an advisor to the and their proxy representatives being
2020. In addition to the new Board Chair and Nokia Board until January 1, 2021. present at the meeting venue. Participation
Vice Chair, the President and CEO and the in the Annual General Meeting and use of
Chief Financial Officer were changed and we On June 11, 2020, Nokia announced the shareholder rights was possible only by voting
also announced several changes in the Group appointment of Marco Wirén as the new Chief in advance, by submitting counterproposals
Leadership Team structure and composition. Financial Officer of Nokia, effective September and asking questions in advance.
We also held our first-ever fully remote annual 1, 2020. The previous Chief Financial Officer
general meeting at which the first vote was Kristian Pullola stepped down from his The Annual General Meeting 2020 eventually
taken on the Remuneration Policy applicable position on August 31, 2020. took place at the Company’s headquarters
to the Board members and the President in Espoo on May 27, 2020. Approximately
On October 29, 2020, Pekka Lundmark 43 000 shareholders representing
and CEO. announced the composition of the new Group approximately 2 300 million shares and
Changes in the Board, management Leadership Team, effective January 1, 2021. votes were represented at the Annual
and auditor in 2020 Refer to the section on the Group Leadership General Meeting through advance voting.
At the end of 2019 then Chair of the Board Team and the President and CEO below for The Annual General Meeting supported all of
Risto Siilasmaa informed the Board’s further information. the Board’s proposals by at least 86 percent
Corporate Governance and Nomination On January 1, 2020 Deloitte Oy started as of the votes cast.
Committee that he will no longer be available the new auditor of the company as result of
to serve on the Nokia Board of Directors As the COVID-19 situation remains serious,
the auditor rotation resolved by the Annual Nokia Corporation’s Annual General Meeting
after the Annual General Meeting in 2020. General Meeting in 2019.
Mr. Siilasmaa had been a Nokia Board member 2021 is planned to be held on April 8, 2021
since 2008 and served as Board Chair from Annual General Meeting 2020 and 2021 under extraordinary measures pursuant to the
2012 onwards. He also served as interim CEO On March 18, 2020, Nokia cancelled the temporary legislation, which entered into force
of Nokia from 2013 to 2014. Consequently, Annual General Meeting originally convened on October 3, 2020 to prevent the spread of
Vice Chair Sari Baldauf was elected as the new to be held on April 8, 2020 due to the the COVID-19 pandemic. Participation and
Chair of the Board and Kari Stadigh as the new COVID-19 pandemic and related restrictions exercise of shareholder rights in the meeting
Vice Chair following their re-election to the on public gatherings. will be possible only by voting in advance and
Board by the Annual General Meeting in 2020. by submitting counterproposals and asking
On April 27, 2020, the Board resolved on questions in advance. It is not possible for the
On March 2, 2020, Nokia’s Board of Directors extraordinary measures pursuant to the shareholders or their proxy representatives
appointed Pekka Lundmark as the President temporary legislation approved by the to participate in the meeting at the meeting
and CEO of Nokia and he started in his new Finnish Parliament on April 24, 2020. In order venue. Proposals of the Board of Directors
role on August 1, 2020. The previous to prevent the spread of the COVID-19 to the Annual General Meeting 2021 were
President and CEO Rajeev Suri stepped down pandemic, the Annual General Meeting was published on February 4, 2021.

May July September/October December

– Technology Strategy update – Annual sustainability review – Annual strategy meeting – Annual plan and long-range plan
– Digitalization update – Key market strategies – New operating model planning – Enterprise Risk Management
– Appointment of the new – Business group strategy planning
Board Chair

– Organization of the Board – Future Board composition – Board evaluation process

and its Committees – Corporate governance update – Board’s diversity principles
– Proxy advisor policy update
– GLT LTI nominations – AGM update – Alignment on LTI approach – 2021 incentive program
– Investor feedback from – PC Advisor update – Risk review framework
Remuneration Policy voting – Review of Share Ownership – Culture
in AGM and Clawback Policies – Remuneration Report for 2020
– Q2 financials – Q3 financials – CFO organization
– Auditor reporting – Auditor reporting – Pensions update
– Compliance, internal audit and – Compliance, internal audit, – 20-F and annual report update
internal controls updates internal controls updates – Financing strategy
– Climate-related financial – Financial IT – Annual Charter and Policy review
disclosures – Cybersecurity

– Review of strategic technology – Review of strategic technology – Review of strategic technology

initiatives initiatives initiatives
– Updates on major innovation – Updates on major innovation – Updates on major innovation
and technology trends and technology trends and technology trends

NOKIA IN 2020 49
Corporate governance statement
continued

Corporate governance framework The Code of Conduct also applies to directors,

officers, and employees of other business
entities (such as joint ventures) in which Nokia
General Meeting of Shareholders 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

Board of Directors
Audit Committee
bodies of Nokia
External Corporate Governance and Internal Pursuant to the provisions of the Finnish
Audit Nomination Committee Audit Limited Liability Companies Act (2006/624,
Personnel Committee as amended) (the Finnish Companies Act) and
Technology Committee 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
President and CEO Nokia shareholders play a key role in corporate
Group Leadership Team governance, with our Annual General
Meeting offering a regular opportunity to
exercise their decision-making power in the
Regulatory framework To the extent any non-domestic rules would company. In addition, at the meeting the
require a violation of the laws of Finland, shareholders may exercise their right to
Our corporate governance practices we are obliged to comply with Finnish law. speak and ask questions, although in 2020
comply with Finnish laws and regulations, There are no significant differences in the the use of shareholder rights happened by
our Articles of Association approved by the corporate governance practices applied by remote means only due to the COVID-19
shareholders and corporate governance Nokia compared with those applied by the pandemic and related precautions taken
guidelines (Corporate Governance Guidelines) US companies under the NYSE corporate in order to ensure the health and safety
adopted by the Board of Directors. governance standards with the exception that of our shareholders, employees and other
Corporate Governance Guidelines reflect our Nokia complies with Finnish law with respect stakeholders. Refer to section “Introduction–
commitment to good corporate governance. to the approval of equity compensation plans. Annual General Meeting 2020 and 2021”
They include the directors’ responsibilities, Under Finnish law, stock option plans require above for further information.
the composition and election of the members shareholder approval at the time of their
of the Board and its Committees, and launch. All other plans that include the Each Nokia share entitles a shareholder to one
certain other matters relating to corporate delivery of company stock in the form of vote at general meetings of Nokia. The Annual
governance. We also comply with the Finnish newly issued shares or treasury shares General Meeting decides, among other things,
Corporate Governance Code issued by the require shareholder approval at the time on the election and remuneration of the
Securities Market Association. of the delivery of the shares unless a Board, the adoption of the annual accounts,
shareholder approval has been granted the distribution of profit shown on the
In addition, we comply with the rules and
through an authorization to the Board, a balance sheet, and discharging the members
recommendations of Nasdaq Helsinki and
maximum of five years earlier. The NYSE of the Board and the President and CEO from
Euronext Paris as applicable to us due to
corporate governance standards require that liability, as well as on the election and fees of
the listing of our shares on the exchanges.
the equity compensation plans are approved the external auditor. Starting from the 2020
Furthermore, as a result of the listing of our
by the company’s shareholders. Nokia aims to Annual General Meeting, the Remuneration
American Depositary Shares on the New York
minimize the necessity for, or consequences Policy shall be presented to the general
Stock Exchange (NYSE) and our registration
of, conflicts between the laws of Finland meeting at least every four years and the
under the US Securities Exchange Act of
and applicable non-domestic corporate Remuneration Report annually from 2021.
1934, we follow the applicable U.S. federal
governance standards. Resolutions regarding the policy and report
securities laws and regulations, including the
are advisory.
Sarbanes-Oxley Act of 2002 as well as the In addition to the Corporate Governance
rules of the NYSE, in particular the corporate Guidelines adopted by the Board, the In addition to the Annual General Meeting,
governance standards under Section 303A of Committees of the Board have adopted an Extraordinary General Meeting may be
the NYSE Listed Company Manual. We comply charters that define each Committee’s main convened when the Board considers such
with these standards to the extent such duties and operating principles. The Board has a meeting to be necessary, or when the
provisions are applicable to us as a foreign also adopted the Code of Conduct that applies provisions of the Finnish Companies Act
private issuer. to directors, executives, and employees mandate that such a meeting must be held.
of Nokia, as well as employees of Nokia’s
wholly-owned affiliates and subsidiaries.

50 NOKIA IN 2020
 Corporate governance

Board of Directors Our Board’s leadership structure consists of a At Nokia, diversity is not a static concept but
The operations of Nokia are managed Chair and Vice Chair elected annually by the rather a relevant mix of required elements for
under the direction of the Board, within the Board, and confirmed by the independent the Board as a whole that evolves with time
framework set by the Finnish Companies Act directors of the Board from among the Board based on, among other things, the relevant
and Nokia’s Articles of Association as well as members upon the recommendation of the business objectives and future needs of
any complementary rules of procedure as Corporate Governance and Nomination Nokia. The Board diversity is treated as a
defined by the Board, such as the Corporate Committee. The Chair of the Board has means of improvement and development
Governance Guidelines and the charters of certain specific duties as stipulated by Finnish rather than an end in itself. Diversity of our
the Board’s Committees. law and our Corporate Governance Guidelines. Board is considered from a number of aspects
The Vice Chair of the Board assumes the including, but not limited to, skills and
Election and composition of the Board of duties of the Chair of the Board in the event experience, age, nationality, ethnicity, cultural
Directors, election of the Chair and Vice he or she is prevented from performing his and educational backgrounds, gender identity,
Chair of the Board and the Chairs and or her duties. sexual orientation as well as other individual
members of the Board’s Committees qualities. Both genders shall be represented
Pursuant to the Articles of Association of The independent directors of the new Board on the Board.
Nokia Corporation, we have a Board that is also confirm the election of the members
composed of a minimum of seven and a and chairs for the Board’s Committees from Nokia acknowledges and supports the
maximum of 12 members. The Board is among the Board’s independent directors resolution adopted by the Finnish
elected at least annually at each Annual upon the recommendation of the Corporate Government on February 17, 2015 on gender
General Meeting with a simple majority of the Governance and Nomination Committee equality on the boards of directors of Finnish
shareholders’ votes cast at the meeting. The and based on each Committee’s member large and mid-cap listed companies. We report
term of a Board member begins at the closing qualification standards. These elections annually our objectives relating to both
of the general meeting at which he or she was take place at the Board’s assembly meeting genders being represented on our Board, the
elected, or later as resolved by the general following the general meeting. means to achieve them, and the progress we
meeting, and expires at the closing of the have made in achieving them. We have met
following Annual General Meeting. The Annual Board diversity our aim to have representation of at least
General Meeting convenes by June 30 annually. The Board has adopted principles concerning 40% of both genders on our Board.
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.

Currently there are six different nationalities represented in the Board and 44% of the Board members are female.

Independence of Corporate
the company Governance
Year of and major Audit and Nomination Personnel Technology
Gender Birth Nationality Tenure(1) shareholders(2) Committee(2) Committee(2) Committee(2) Committee(2)
Sari Baldauf (Board Chair) Female 1955 Finnish 2 Independent Member Member
Kari Stadigh (Board Vice Chair) Male 1955 Finnish 9 Independent Chair Member
Bruce Brown Male 1958 American 8 Independent Member Chair Member
Thomas Dannenfeldt Male 1966 German 0 Independent Member Member
Jeanette Horan Female 1955 British 3 Independent Member Member
Edward Kozel Male 1955 American 3 Independent Member Chair
Elizabeth Nelson Female 1960 American 8 Independent Member Member
Søren Skou Male 1964 Danish 1 Independent Member
Carla Smits-Nusteling Female 1966 Dutch 4 Independent 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

NOKIA IN 2020 51
Corporate governance statement
continued

Members of the Board of Directors Biographical details of our current Chair of the Board of Directors of Mandatum
Until the Annual General Meeting held on Board members Life Insurance Company Limited 2001–2019.
May 27, 2020, the Board consisted of Chair of the Board of Directors of If P&C
10 members Sari Baldauf (Vice Chair), Chair Sari Baldauf Insurance Holding Ltd 2002–2019. Member
Bruce Brown, Jeanette Horan, Edward Kozel, b. 1955 of the Board of Directors of Nordea Bank AB
Elizabeth Nelson, Olivier Piou, Risto Siilasmaa Chair of the Nokia Board. Board member (publ) 2010–2018. Chair of the Board Risk
(Chair), Søren Skou, Carla Smits-Nusteling since 2018. Chair since 2020. Member of Committee (BRIC) of Nordea Bank AB (publ)
and Kari Stadigh. the Corporate Governance and Nomination 2011–2018.
Committee and the Technology Committee.
The Annual General Meeting held on May 27,
2020 elected nine members to the Board for Master of Business Administration, Helsinki Bruce Brown
a term ending at the close of the next Annual School of Economics and Business b. 1958
General Meeting. Sari Baldauf, Bruce Brown, Administration, Finland. Bachelor of Science, Nokia Board member since 2012. Chair of
Jeanette Horan, Edward Kozel, Elizabeth Helsinki School of Economics and Business the Personnel Committee. Member of the
Nelson, Søren Skou, Carla Smits-Nusteling Administration, Finland. Honorary doctorates Corporate Governance and Nomination
and Kari Stadigh were re-elected and Thomas in Technology (Helsinki University of Committee and the Technology Committee.
Dannenfeldt was elected as a new member. Technology, Finland) and Business
Following the meeting, the Board also elected Administration (Turku School of Economics MBA Xavier University, the United States. BS
Sari Baldauf to serve as the new Chair and and Business Administration and Aalto (Chemical Engineering), Polytechnic Institute
Kari Stadigh as the new Vice Chair of the Board. University School of Business, Finland). of New York University, the United States.

Proposals of the Board of Directors to the Executive Vice President and General Manager, Chief Technology Officer of the Procter &
Annual General Meeting 2021 were published Networks Business Group, Nokia, 1998–2005. Gamble Company 2008–2014. Various
on February 4, 2021. Elizabeth Nelson has Various executive positions at Nokia in Finland executive and managerial positions in Baby
informed that she will no longer be available and the United States 1983–1998. Care, Feminine Care, and Beauty Care units
to serve on the Nokia Board of Directors after of the Procter & Gamble Company since 1980
the Annual General Meeting. Consequently, Member of the Supervisory Board and in the United States, Germany and Japan.
the Board proposes, on the recommendation Member of the Nomination Committee of
Daimler AG. Member of Supervisory Board of Member of the Board of Directors, the
of the Board’s Corporate Governance and Audit Committee and the Nominating and
Nomination Committee, that the following Daimler Truck AG. Member of the Board of
Directors and Chair of the Audit Committee Corporate Governance Committee of P. H.
eight current Board members be re-elected as Glatfelter Company.
members of the Nokia Board of Directors for of Aalto University. Chair of the Board of
a term ending at the close of the next Annual Directors of Vexve Armatury Oy. Senior Member of the Board of Directors, the
General Meeting: Sari Baldauf, Bruce Brown, Advisor of DevCo Partners Oy. Member of Audit Committee and the Compensation
Thomas Dannenfeldt, Jeanette Horan, Edward the Board of Directors of Demos Helsinki. Committee of Medpace Inc 2016–2019.
Kozel, Søren Skou, Carla Smits-Nusteling, and Member of the Board of Directors and Member of the Board of Directors of Agency
Kari Stadigh. The Corporate Governance and Member of the Executive Committee of for Science, Technology & Research (A*STAR)
Nomination Committee will also propose in Technology Industries of Finland. in Singapore 2011–2018.
the assembly meeting of the new Board of Member of the Supervisory Board of
Directors that Sari Baldauf be re-elected as Deutsche Telekom AG 2012–2018. Chair Thomas Dannenfeldt
Chair of the Board and Kari Stadigh as Vice of the Board of Directors of Fortum Oyj b. 1966
Chair of the Board, subject to their election 2011–2018. Member of the Board of Nokia Board member since 2020. Member
to the Board of Directors. Directors of Akzo Nobel 2012–2017. of the Audit Committee and the Technology
The current and proposed members of the Committee.
Board are all non-executive. For the term that Vice Chair Kari Stadigh Degree in Mathematics, University of Trier,
began at the Annual General Meeting 2020 b. 1955 Germany.
and for the term starting from the Annual Vice Chair of the Nokia Board. Board member
General Meeting 2021, all Board member since 2011. Vice Chair since 2020. Chair of Chief Financial Officer of Deutsche Telekom
candidates have been determined to be the Corporate Governance and Nomination AG 2014–2018. Chief Financial Officer of
independent from Nokia and significant Committee and member of the Personnel Deutsche Telekom’s German operations
shareholders under the Finnish corporate Committee. 2010–2014. Various operational positions
governance rules and the rules of the NYSE, (sales, marketing, customer care, finance and
as applicable. Any possible changes impacting Master of Science (Eng.), Helsinki University procurement in fixed and mobile business,
the independence assessment would be of Technology, Finland. Bachelor of Business national and international positions) in
assessed as of the date of the Annual Administration, Hanken School of Economics, Deutsche Telekom 1992–2010.
General Meeting. Helsinki, Finland.
Chair of the Supervisory Board of CECONOMY
We do not have a policy concerning the Group CEO and President of Sampo plc AG and member of the Board of Advisors at
combination or separation of the roles of the 2009–2019. Deputy CEO of Sampo plc axxessio GmbH.
Chair of the Board and the President and CEO. 2001–2009. President of Sampo Life
Our leadership structure is dependent on our Insurance Company Limited 1999–2000. Member of the Board of Directors of T-Mobile
needs, shareholder value and other relevant President of Nova Life Insurance Company Ltd US 2013–2018 and Buy-In 2013–2018.
factors applicable from time to time, while 1996–1998. President and COO of Jaakko Chair of the Board of Directors of T-Systems
respecting the highest corporate governance Pöyry Group 1991–1996. International 2013–2018 and EE 2014–2016.
standards. In 2020, the roles of the Chair Member of the Board of Directors of Metso
of the Board and the President and CEO Outotec Corporation.
were separate.

52 NOKIA IN 2020
 Corporate governance

Jeanette Horan Chair Sari Baldauf Vice Chair Kari Stadigh

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 Bruce Brown Thomas Dannenfeldt
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. Jeanette Horan Edward Kozel

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.

NOKIA IN 2020 53
Corporate governance statement
continued

Elizabeth Nelson Carla Smits-Nusteling Elizabeth Nelson

b. 1960 b. 1966
Nokia Board member since 2012. Member Nokia Board member since 2016. Chair of
of the Audit Committee and the Personnel the Audit Committee and member of the
Committee. Corporate Governance and Nomination
Committee.
MBA (Finance), the Wharton School, University
of Pennsylvania, the United States. BS Master’s Degree in Business Economics,
(Foreign Service), Georgetown University, Erasmus University Rotterdam, the
the United States. Netherlands. Executive Master of Finance
and Control, Vrije University Amsterdam,
Executive Vice President and Chief Financial the Netherlands.
Officer, Macromedia, Inc. 1997–2005.
Vice President, Corporate Development, Member of the Board of Directors and Chief
Macromedia, Inc. 1996–1997. Various roles Financial Officer of KPN 2009–2012. Various Søren Skou
in Corporate Development and International financial positions in KPN 2000–2009. Various
Finance, Hewlett-Packard Company financial and operational positions in TNT/PTT
1988–1996. Post 1990–2000.
Chair of the Board of Directors of DAI. Member of the Supervisory Board since 2013
Independent Member of the Board of and Chair of the Audit Committee of ASML.
Directors and Chair of the Audit Committee Chair of the Board of Directors of TELE2 AB.
of Upwork Inc. Member of the Board of Directors, Chair of
the Audit Committee and member of the
Independent Member of the Board of Remuneration and Nomination Committee
Directors and Chair of the Audit Committee of Allegro.eu SA. Member of the Board of
of Berkeley Lights, Inc. Directors of the Stichting Continuïteit Ahold
Independent Lead Director and Chair of the Delhaize (SCAD) foundation. Lay Judge in the
Carla Smits-Nusteling
Audit Committee of Zendesk Inc 2013–2019. Enterprise Court of the Amsterdam Court
Member of the Board of Directors of Pandora of Appeal since 2015.
Media 2013–2017. Member of the Management Board of the
Unilever Trust Office 2015-2019.
Søren Skou Due to transitioning from one board to
b. 1964 another, Carla Smits-Nusteling temporarily
CEO of A.P. Møller Mærsk A/S. Nokia Board holds four audit committee positions in public
member since 2019. Member of the companies, including Nokia. She recently
Personnel Committee. joined the Board and Audit Committee of
MBA (honours), IMD, Switzerland. Business Allegro.eu SA while she will step down from
Administration, Copenhagen Business School, the ASML Board and Audit Committee on
Denmark. Maersk International Shipping April 29, 2021. As required under the NYSE
Education (M.I.S.E.). corporate governance standards, the Board
has determined that her ability to effectively
Maersk Line Copenhagen CEO 2012–2016. serve on Nokia’s Audit Committee is not
Maersk Tankers Copenhagen CEO 2001–2011. impaired due to this short period of serving
Maersk Tankers Copenhagen Head of Crude on more than three audit committees of
and Product 1999–2001. Maersk Line listed companies.
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).

54 NOKIA IN 2020
 Corporate governance

Operations of the Board of Directors commitments that may not be exceeded The Board has the responsibility for
The Board represents and is accountable without a separate Board approval. appointing and discharging the President, the
to the shareholders of Nokia. While its Chief Executive Officer, Chief Financial Officer
ultimate statutory accountability is to the In risk management policies and processes, and Chief Legal Officer. Since August 2020,
shareholders, the Board also takes into the Board’s role includes risk analysis and Pekka Lundmark has served as the President
account the interests of the Company’s other assessment in connection with financial, and CEO. His rights and responsibilities
stakeholders. The Board’s responsibilities strategy and business reviews, updates and include those allotted to the President under
are active, not passive, and include the decision-making proposals. Risk management Finnish law and he also chairs the Group
responsibility to evaluate the strategic policies and processes are integral parts of Leadership Team.
direction of Nokia, its management policies Board deliberations and risk-related updates
are provided to the Board on a recurring basis. The Board approves and the independent
and the effectiveness of the implementation
For a more detailed description of our risk directors of the Board confirm the
of such by the management on a regular
management policies and processes, refer compensation and terms of employment
basis. It is the responsibility of the members
to “—Risk management, internal control of the President and CEO, subject to the
of the Board to act in good faith and with
and internal audit functions at Nokia—Main requirements of Finnish law, upon the
due care, so as to exercise their business
features of risk management systems” below. recommendation of the Personnel Committee
judgement on an informed basis, in a manner
of the Board. The compensation and
that they reasonably and honestly believe Under our Corporate Governance Guidelines, employment conditions of the other members
to be in the best interests of Nokia and its the Board monitors the sustainability of the Group Leadership Team are approved
shareholders. In discharging that obligation, activities of the company, covering variety by the Personnel Committee upon the
the members of the Board must inform of environmental and social matters, and it recommendation of the President and CEO.
themselves of all relevant information periodically reviews the company’s related
reasonably available to them. The Board and targets and performance. The Group Board evaluation
each Board Committee also have the power Leadership Team decides on the In line with our Corporate Governance
to appoint independent legal, financial or environmental and social approach and key Guidelines, the Board conducts an annual
other advisors as they deem necessary. The targets, and the key targets are incorporated performance evaluation, which also includes
Company will provide sufficient funding to into the ongoing performance management evaluation of the Board Committees’ work,
the Board and to each Committee to exercise and related monthly business reviews of the the Board and Committee Chairs and
their functions and provide compensation business groups by the Group Leadership individual Board members. The Board
for the services of their advisors. Team. In addition, the Board Committees evaluation is conducted as a self-evaluation
monitor environmental and social while an external evaluator is periodically
The Board is ultimately responsible for
developments in their respective areas of engaged. In 2020, the evaluation process
monitoring and reviewing Nokia’s financial
responsibilities, which in 2020 included for the included both numeric assessments and the
reporting process, effectiveness of related
Audit Committee the implementation planning possibility to provide more detailed written
control and audit functions and the
of climate related financial reporting and and verbal comments. Feedback is also
independence of Nokia’s external auditor,
reviewing the use of conflict minerals in the requested from selected members of
as well as for monitoring the statutory audit
company’s products, Personnel Committee management as part of the Board evaluation
of the annual and consolidated financial
the incorporation of environmental and process. Each year, the results of the
statements. The Board’s responsibilities
social targets in the incentive structures, evaluation are discussed and analyzed by
also include overseeing the structure and
and Corporate Governance and Nomination the entire Board and improvement actions
composition of our top management
Committee the assessment of the are agreed based on such discussion.
and monitoring legal compliance and
the management of risks related to our environmental, social and governance (ESG)
operations. In doing so, the Board may related governance trends. The business
set annual ranges and/or individual limits groups and other units are responsible for
for capital expenditures, investments and the implementation the ESG policies and
divestitures and financial and non-financial instructions to their operations.

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.

Meetings in person/ Meetings Attendance in

by video in writing all meetings %
Full Board 12 8 100
Audit Committee 6 0 93
Corporate Governance and Nomination Committee 3 1 100
Personnel Committee 6 2 98
Technology Committee 4 0 100

NOKIA IN 2020 55
Corporate governance statement
continued

Directors’ attendance at the Board and Committee meetings in 2020 is set forth in the table below:

Corporate
Governance
Audit and Nomination Personnel Technology
Board Committee Committee Committee Committee
meetings meetings meetings meetings meetings
% % % % %
Sari Baldauf (Board Chair) 100 100 100 100
Kari Stadigh (Board Vice Chair) 100 100 100
Bruce Brown 100 100 100 100
Thomas Dannenfeldt (from May 27, 2020) 100 100 100
Jeanette Horan 100 100 100
Edward Kozel 100 83 100
Elizabeth Nelson 100 100 88
Olivier Piou (until May 27, 2020) 100 67 100
Risto Siilasmaa (until May 27, 2020) 100 100 100
Søren Skou 100 100
Carla Smits-Nusteling 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 determined to be independent from Nokia Board Risto Siilasmaa was present in person
connection with each regularly scheduled and significant shareholders under the Finnish to open the meeting.
meeting. According to Board practices, corporate governance standards and the rules
meetings without management present of the NYSE. Committees of the Board of Directors
would only be attended by non-executive The Board of Directors has four committees
directors and be chaired by the non-executive In order to prevent the spread of the that assist the Board in its duties pursuant
Chair of the Board. If the non-executive COVID-19 pandemic, the Board of Directors to their respective committee charters. The
Chair of the Board is unable to chair these resolved pursuant to the temporary Board may also establish ad hoc committees
meetings, the non-executive Vice Chair of the legislation approved by the Finnish Parliament for detailed reviews or consideration of
Board chairs the meeting. Additionally, the on April 24, 2020 to hold the Annual General particular topics to be proposed for the
independent directors would meet separately Meeting 2020 without the presence of approval of the Board. Any director who so
at least once annually. In 2020, all members shareholders, their proxy advisors, the Board wishes may attend, as a non-voting observer,
of the Board were non-executive and and the management. Only the Chair of the meetings of committees of which they are
not members.

Board of Directors
Corporate Governance and
Audit Committee Nomination Committee Personnel Committee Technology Committee
Oversees the accounting and Prepares the proposals for the Oversees the personnel-related Engages in a dialogue with and
financial reporting processes of general meetings in respect of policies and practices at Nokia. provides opinions and advice to
Nokia and the audits of its the composition of the Board and Assists the Board in discharging management with respect to
financial statements as well as the director remuneration to be its responsibilities in relation to significant innovation and
the internal controls and approved by the shareholders, all compensation, including technology strategies of the
compliance program. and monitors issues and practices equity compensation, of the company which are formulated
related to corporate governance company’s executives and their and executed by the management
and proposes necessary actions terms of employment. of the company.
in respect thereof.

The Audit Committee The Committee is responsible for assisting ■ the performance of the company’s
The Committee consists of a minimum of the Board in the oversight of: internal controls and risk management
three members of the Board who meet all and assurance function;
applicable independence, financial literacy ■ the quality and integrity of the company’s
and other requirements as stipulated by financial statements and related ■ the performance of the internal audit
Finnish law and the rules of Nasdaq Helsinki disclosures; function;
and the NYSE. From May 27, 2020, the Audit ■ the statutory audit of the company’s ■ the Company’s compliance with legal and
Committee has consisted of the following five financial statements; regulatory requirements, including the
members of the Board: Carla Smits-Nusteling performance of its ethics and compliance
(Chair), Thomas Dannenfeldt, Jeanette Horan, ■ the external auditor’s qualifications and program; and
Edward Kozel and Elizabeth Nelson. independence;
■ the pension liabilities, taxation and
■ the performance of the external auditor cybersecurity of the company.
subject to the requirements of Finnish law;

56 NOKIA IN 2020
 Corporate governance

In discharging its oversight role, the Audit The Audit Committee meets a minimum The Corporate Governance and Nomination
Committee has full access to all company of four times a year based on a schedule Committee
books, records, facilities and personnel. The established at the first meeting following The Committee consists of three to five
Audit Committee also maintains procedures the appointment of the Committee. The members of the Board who meet all applicable
for the receipt, retention and treatment Committee meets separately with the independence requirements as stipulated by
of complaints received by the company representatives of Nokia’s management, Finnish law and the rules of Nasdaq Helsinki
regarding accounting, internal controls, or heads of the internal audit, and ethics and and the NYSE. From May 27, 2020 the
auditing matters and for the confidential, compliance functions, and the external Corporate Governance and Nomination
anonymous submission by our employees of auditor in connection with each regularly Committee has consisted of the following four
concerns relating to accounting or auditing scheduled meeting. The head of the internal members of the Board: Kari Stadigh (Chair),
matters. Nokia’s disclosure controls and audit function has, at all times, direct access Sari Baldauf, Bruce Brown and Carla
procedures, which are reviewed by the Audit to the Audit Committee, without the Smits-Nusteling.
Committee and approved by the President involvement of management.
The Committee fulfills its responsibilities by:
and CEO and the Chief Financial Officer,
as well as the internal controls over financial Audit Committee pre-approval policies
and procedures ■ actively identifying individuals qualified to
reporting, are designed to provide reasonable be elected members of the Board as well as
assurance regarding the quality and integrity The Audit Committee of the Board is
responsible, among other matters, for considering and evaluating the appropriate
of the company’s financial statements and level and structure of director
related disclosures. For further information on oversight of the external auditor’s
independence, subject to the requirements of remuneration;
internal control over financial reporting, refer
to “–Risk management, internal control and applicable legislation. The Audit Committee ■ preparing and evaluating the principles
internal audit functions at Nokia–Description has adopted a policy regarding an approval regarding Board diversity;
of internal control procedures in relation to procedure of audit services performed by the
external auditors of Nokia Group and ■ preparing proposals to the shareholders
the financial reporting process” below. on the director nominees for election at
permissible non-audit services performed by
Under Finnish law, an external auditor is the principal external auditor of the Nokia the general meetings as well as director
elected by a simple majority vote of the Group (the “Pre-approval Policy”). remuneration;
shareholders at the Annual General Meeting ■ monitoring significant developments in the
for one year at a time. The Audit Committee Under the Pre-approval Policy, proposed
services either: (i) may be pre-approved by law and practice of corporate governance
prepares the proposal to the shareholders, and of the duties and responsibilities of
upon its evaluation of the qualifications and the Audit Committee in accordance with
certain service categories described in the directors of public companies;
independence of the external auditor, of the
nominee for election or re-election. Under Pre-approval Policy (general pre-approval); ■ assisting the Board and each Committee
Finnish law, the fees of the external auditor or (ii) require the specific pre-approval of the of the Board in its annual performance
are also approved by the shareholders by a Audit Committee (specific pre-approval). evaluations, including establishing criteria
simple majority vote at the Annual General The Pre-approval Policy sets out the audit, to be applied in connection with such
Meeting. The Committee prepares the audit-related, tax and other services that evaluations;
proposal to the shareholders in respect of have received the general pre-approval
of the Audit Committee. All other audit, ■ developing and recommending to the
the fees of the external auditor, and approves
audit-related (including services related to Board and administering Nokia’s Corporate
the external auditor’s annual audit fees under
internal controls and significant mergers and Governance Guidelines; and
the guidance given by the Annual General
Meeting. For information about the fees acquisitions projects), tax and other services
are subject to specific pre-approval by the ■ reviewing Nokia’s disclosure in the
paid to Nokia’s external auditor, Deloitte Oy, corporate governance statement.
during 2020, refer to “Auditor fees and Audit Committee. All service requests
services” below. concerning generally pre-approved services The Committee has the power and practice
will be submitted to an appointed Audit to appoint a recruitment firm to identify
The Board has determined that all members Committee delegate within management, appropriate new director candidates.
of the Audit Committee, including its Chair, who will determine whether the services are
Carla Smits-Nusteling, are “audit committee within the services generally pre-approved.
financial experts” as defined in the The Pre-approval Policy is subject to annual
requirements of Item 16A of the Annual review by the Audit Committee.
Report on Form 20-F filed with the U.S.
Securities and Exchange Commission (SEC). The Audit Committee establishes budgeted
Ms. Smits-Nusteling and each of the other fee levels annually for each of the categories
members of the Audit Committee are of audit and non-audit services that are
“independent directors” as defined by Finnish pre-approved under the Pre-approval Policy,
law and Finnish Corporate Governance Code namely, audit, audit-related, tax and other
and in Section 303A.02 of the NYSE Listed services. At each regular meeting of the Audit
Company Manual. 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.

NOKIA IN 2020 57
Corporate governance statement
continued

The Personnel Committee The Committee is responsible for overseeing ■ high-level risks and opportunities
The Committee consists of a minimum of compensation philosophy and principles associated with the company’s Research
three members of the Board who meet all and ensuring the Company’s compensation and Development Programs; and
applicable independence requirements as programs are performance-based, and
stipulated by Finnish law and the rules of designed to contribute to long-term ■ the company’s technological
Nasdaq Helsinki and the NYSE. From May 27, shareholder value creation and alignment competitiveness and new strategic
2020 the Personnel Committee has consisted to shareholders’ interests, properly technology initiatives.
of the following four members of the Board: motivate management, and support Group Leadership Team and the
Bruce Brown (Chair), Elizabeth Nelson, Søren overall corporate strategies. President and CEO
Skou and Kari Stadigh. We have a Group Leadership Team that is
The Technology Committee
The Committee has overall responsibility The Committee consists of a minimum of responsible for the operative management
for evaluating, resolving and making three members of the Board who meet of Nokia. The Board appoints the Chair of
recommendations to the Board regarding: applicable independence requirements as the Group Leadership team. The Group
stipulated by Finnish law and the rules of Leadership Team is chaired by the President
■ compensation of the company’s top Nasdaq Helsinki and the NYSE and have such and CEO. The President and CEO’s rights and
executives and their terms of employment; skills in innovation, technology and science responsibilities include those allotted to the
matters as the Board determines adequate President under Finnish law.
■ all equity-based plans;
from time to time. From May 27, 2020 the On December 31, 2020, the Group
■ incentive compensation plans, policies and Technology Committee has consisted of the Leadership Team consisted of 17 members
programs of the company affecting following five members of the Board: Edward representing nine different nationalities
executives; and Kozel (Chair), Sari Baldauf, Bruce Brown, and 24% of the members were female. On
■ other significant incentive plans. Thomas Dannenfeldt and Jeanette Horan. October 29, 2020, we announced changes
In its dialogue with and provision of opinions to our operating model and resulting
and advice to the management, the appointments to the Group Leadership Team
Committee will periodically review: taking effect on January 1, 2021. At present,
our Group Leadership Team consists of 10
■ the company’s approach to major members, including the President and CEO,
technological innovations; representing seven different nationalities
and 20% of the members are female.
■ key technology trends that may result
in disruptive threats or opportunities;

On GLT on
Name Position Gender Year of birth Nationality On GLT since January 1, 2021
Pekka Lundmark President and CEO Male 1963 Finnish 2020 Yes
Nassib Abou-Khalil Chief Legal Officer Male 1972 Dutch 2019 Yes
Basil Alwan Co-president of IP/Optical Networks Male 1962 American 2016 –
Nishant Batra Chief Strategy and Technology Officer Male 1978 Indian 2021 –
Ricky Corker President of Customer Operations, Americas(1) Male 1967 Australian 2019 Yes
Barry French Chief Marketing Officer Male 1963 American 2016 –
Sanjay Goel President of Global Services Male 1967 Indian 2018 –
Bhaskar Gorti President of Nokia Software Male 1966 American 2016 –
Federico Guillén President of Customer Operations Officer, Male 1963 Spanish 2016 Yes
EMEA & APAC(2)
Jenni Lukander President of Nokia Technologies Female 1974 Finnish 2019 Yes
Sandra Motley President of Fixed Networks Female 1959 American 2019 –
Sri Reddy Co-president of IP/Optical Networks Male 1964 American 2018 –
Raghav Sahgal President of Nokia Enterprise(3) Male 1962 American 2020 Yes
Gabriela Styf Sjӧman Chief Strategy Officer Female 1969 Swedish 2019 –
Tommi Uitto President of Mobile Networks Male 1969 Finnish 2019 Yes
Marcus Weldon Chief Technology Officer and President of Bell Labs Male 1968 British 2017 –
Stephanie Werner-Dietz Chief Human Resources Officer Female 1972 German 2020 Yes
Marco Wirén Chief Financial Officer Male 1966 Finnish 2020 Yes
(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
 Corporate governance

Biographical details of the Nassib Abou-Khalil Ricky Corker Pekka Lundmark

current members of the Nokia b. 1972 b. 1967
Group Leadership Team Chief Legal Officer (CLO). Group Chief Customer Experience
Leadership Team member since Officer (CCXO). Group Leadership
Pekka Lundmark 2019. Joined Nokia in 2014. Team member since 2019.
b. 1963 Joined Nokia in 1993.
President and Chief Executive Bachelor of Arts (Political
Officer of Nokia Corporation as Sciences), Civil Law (LL.L.), Bachelor in Communications and
of August 1, 2020. Common Law (LL.B.) and Master Electronic Engineering from the
of Law (LL.M), University of Royal Melbourne Institute of
Master of Science, Department Ottawa, Canada. Technology, Australia.
of Technical Physics, Helsinki
University of Technology, Finland. Deputy Chief Legal Officer, President of Customer
Business, Nokia 2019. General Operations, Americas, Nokia,
President and CEO, Fortum Counsel, Customer Operations, 2019–2020. Executive Vice Nassib Abou-Khalil
Corporation 2015-2020. Nokia 2016–2019. Head of President and President of North
President and CEO, Konecranes Legal & compliance, MEA, Nokia America, Nokia, 2011–2018. Head
Plc 2005–2015 and Group 2014–2015. Head of Public Policy, of Asia Pacific, Nokia Siemens
Executive Vice President Europe, Middle East & Africa, and Networks, 2009–2011. Head of
2004–2005. President and CEO, General Counsel, Middle East & Asia North Region, Nokia Siemens
Hackman Oyj Abp 2002–2004. Africa, Yahoo!, 2010–2014. Networks, 2008–2009. Head of
Managing Partner, Startupfactory Regional Counsel, Middle East & Hutchison Global Customer
2000–2002. Various executive Africa and India, GE Oil & Gas, Business Team, Nokia Siemens
positions at Nokia 1990–2000. 2007–2010. Regulatory Counsel, Networks, 2007–2008. Vice
Commissioner, Broadband Etisalat, 2006–2007. Various legal President Asia Pacific, Nokia
Commission for Sustainable counsel roles, TMF Netherlands Networks, 2005–2007. Lead Sales
Development. Member of the 2002–2006. Legal articling, Director Asia Pacific, Nokia
Board, Climate Leadership Fasken Martineau 1999–2001. Networks, 2004–2005. Account Nishant Batra
Council. Member of the Board, Director Telstra, Nokia Networks,
Research Institute of the Finnish 2002–2003. Account Director
Nishant Batra Vodafone Australia and New
Economy (ETLA) and Finnish b. 1978
Business and Policy Forum (EVA). Zealand, and Sales Director
Chief Strategy and Technology Vodafone Asia Pacific Customer
International Member of the Officer (CSTO). Group Leadership
Academy, Royal Swedish Academy Business Team, Nokia Networks,
Team member since 2021. 2001–2002. Commercial Director
of Engineering Sciences (IVA). Joined Nokia in 2021.
Member of the Board, Finnish Global Accounts British Telecom,
Athletics Federation. MBA from INSEAD. Master’s Nokia Networks, 2001. Senior
degree in Telecommunications sales and marketing positions
Chairman of the Board, and a master’s degree in at Nokia, 1993–2001.
Confederation of Finnish Computer Science, Southern
Industries, 2019–2020. Member Methodist University, Dallas, US Ricky Corker
of the Board, East Office of Bachelor’s degree in Computer
Finnish Industries, 2009–2020. Applications, Devi Ahilya
Chairman of the Board, University, India.
Finnish Energy, 2016–2018.
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.

NOKIA IN 2020 59
Corporate governance statement
continued

Federico Guillén Jenni Lukander Tommi Uitto Federico Guillén

b. 1963 b. 1974 b. 1969
President of Network President of Nokia Technologies. President of Mobile Networks.
Infrastructure. Group Leadership Group Leadership Team member Group Leadership Team member
Team member since 2016. since 2019. Joined Nokia in 2007. since 2019. Joined Nokia in 1996.
Joined Nokia in 2016.
Master of Laws, University of Master’s degree in industrial
Degree in Telecommunications Helsinki, Finland. management, Helsinki University
Engineering, ETSIT at Universidad of Technology, Finland.
Politécnica de Madrid, Spain. Senior Vice President, Head of Master’s degree in operations
Master’s degree in Switching & Patent Business, Nokia 2018–2019. management, Michigan
Communication Architectures, Vice President, Head of Patent Technological University,
ETSIT at Universidad Politécnica Licensing, Nokia 2018. Vice the United States.
de Madrid, Spain. Master’s Degree President, Head of Litigation
and Competition Law, Nokia Senior Vice President, Global Jenni Lukander
in International Management,
ESC Lyon and Alcatel, France. 2016–2018. Director, Head of Product Sales, Mobile Networks,
Regulatory and Competition Law, Nokia 2016–2018. Senior Vice
President of Customer Nokia 2015–2016. Director, President, Global Mobile
Operations, Europe, Middle East & Head of Competition Law, Broadband Sales, Customer
Africa and Asia Pacific, Nokia, Nokia 2011–2015. Senior Legal Operations, Nokia Networks,
2018–2020. President of Fixed Counsel, Nokia 2007–2011. 2015–2016. Senior Vice
Networks, Nokia, 2016–2018. Visiting lawyer, Nokia, 2001. President, West Europe,
President of Fixed Networks, Lawyer, Roschier Ltd. 1999–2007. Customer Operations, Nokia
Alcatel-Lucent, 2013–2016. Networks, 2013–2015. Head of
President and Chief Senior Officer Radio Cluster (Senior Vice
of Alcatel-Lucent Spain and Global Raghav Sahgal President), Mobile Broadband,
Account Manager Telefónica, b. 1962 Nokia Siemens Networks,
Alcatel-Lucent, 2009–2013. President of Cloud and Network 2012–2013. Head of Global LTE Raghav Sahgal
Vice President Sales of Vertical Services. Group Leadership Team Radio Access Business Line (Vice
Market Sales in Western Europe, member since 2020. Joined Nokia President) and Quality, Mobile
Alcatel-Lucent, 2009. Head of in 2017. Broadband, Nokia Siemens
Regional Support Center, Fixed Master of Science in Computer Networks, 2011–2012. Head of
Access Division for South Europe, Systems Management, University Product Management, Network
Middle East & Africa, India and of Maryland, United States. Systems, Nokia Siemens
Caribbean & Latin America, Bachelor of Science in Computer Networks, 2010. Head of Product
Alcatel-Lucent, 2007–2009. Engineering, Tulane University, Management, Radio Access,
President and Chief Senior New Orleans, United States. Nokia Siemens Networks, 2009.
Officer, Alcatel Mexico and Executive Business Certificate in Head of WCDMA/HSPA and Radio
Global Account Manager, Telmex, General Management, Harvard Platforms Product Management,
2003–2007. Various R&D, University, United States. Nokia Siemens Networks, 2008.
portfolio and sales management Head of WCDMA/HSPA Product Tommi Uitto
positions with Telettra in Spain, President of Nokia Enterprise, Line Management, Nokia Siemens
and then with Alcatel in Spain, 2020. Senior Vice President, Networks, 2007. General
Belgium and the United States Nokia Software, 2017–2020. Manager, Radio Controller Product
1989–2003. President, NICE Ltd. Asia Pacific Management, Nokia Networks,
and the Middle East, 2010–2017. 2005–2007. Director, Sales &
Advisory Board Member, Orga Marketing (Lead Sales Director),
Systems, 2010–2014. Vice France Telecom/Orange Nokia
President, Communications Networks, 2002–2005.
Business Unit, Asia Pacific & Operations Director, Northeast
Japan, Oracle, 2008–2010. Chief Europe, Central & Eastern Europe
Business Officer, Comverse, and Middle East, Nokia Networks,
2005–2006. Executive Vice 1999–2002.
President, Asia Pacific, CSG,
2002–2005. Vice President,
Software Products Group Asia
Pacific, Lucent Technologies,
2000–2002.

60 NOKIA IN 2020
 Corporate governance

Stephanie Werner-Dietz Stephanie Werner-Dietz Marco Wirén

b. 1972 b. 1966
Chief People Officer (CPO). Group Chief Financial Officer (CFO).
Leadership Team member since Group Leadership Team member
2020. Joined Nokia in 1998. since 2020. Joined Nokia in 2020.
Diploma in Applied business Master’s degree in Business
languages (Chinese) and Administration, University of
International business studies, Uppsala. Studies in management
University of Applied Sciences, and strategic leadership, including
Bremen, Germany. at Duke Business School, IMD, and
Stockholm School of Economics.
Vice President, Global HR Center
of Expertise, Nokia, 2018–2019. President, Wärtsilä Energy and
Marco Wirén Vice President, Business HR Head Executive Vice President, Wärtsilä
for Nokia Corporate Functions, Group, 2018–2020. Executive
Nokia, 2016–2018. Head of Vice President and CFO, Wärtsilä
Business HR for Chief Finance and Group, 2013–2018. Executive
Operations Officer/Organization, Vice President and CFO, SSAB
Nokia, 2012–2015. Head of Nokia Group, 2008–2013. Vice
Siemens Networks Business President, Business Control,
Talent, Leadership & Organization SSAB Group, 2007–2008. CFO,
Development, Nokia Siemens Eltel Networks, 2006–2007.
Networks, 2011–2012. Head of Vice President of Business
Business HR, Nokia Radio Access, development, Eltel Networks,
2007–2011. Head of HR Emerging 2004–2005. Head of Service
Markets, Romania, Nokia, 2007. Division, Eltel Networks,
Senior HR Manager, Strategic 2003–2004. Vice President,
Projects, US, Nokia, 2004–2006. Corporate Development, Eltel
HR Manager Global Platforms, Networks, 2002–2003. Vice
Nokia, 2001–2004. HR Country President, Strategy & Business
Manager for the Philippines, Development, NCC Group,
Nokia, 1999–2001. HR Manager, 1999–2002. Head of Strategic
Nokia Networks for Switzerland, Planning, NCC Group, 1998–1999.
Nokia, 1998–1999. Group Controller, NCC Group,
1996–1998.
Vice Chair of the Board of
Directors and Chair of the Audit
Committee, Neste Corporation.

NOKIA IN 2020 61
Corporate governance statement
continued

Summary of changes in the Group Furthermore, the following changes took in overseeing risk includes risk analysis and
Leadership Team in 2020 place within the Group Leadership Team: assessment in connection with financial,
and thereafter strategy and business reviews, updates
During 2020 and thereafter, the following ■ Ricky Corker, President of Customer and decision-making proposals.
new appointments were made to the Group Operations, Americas, was appointed
Leadership Team: Chief Customer Experience Officer as Description of internal control procedures
of January 1, 2021; in relation to the financial reporting process
■ Stephanie Werner-Dietz, Chief Human The management is responsible for
Resources Officer, as of January 1, 2020; ■ Federico Guillén, President of Customer establishing and maintaining adequate
Operations, EMEA & APAC, was appointed internal control over financial reporting for
■ Raghav Sahgal,President of Nokia President of Network Infrastructure as Nokia. Our internal control over financial
Enterprise, as of June 1, 2020; of January 1, 2021; and reporting is designed to provide reasonable
■ Pekka Lundmark, President and CEO and ■ Raghav Sahgal, President of Nokia assurance to the management and the Board
Chair of the Group Leadership Team, Enterprise, was appointed President regarding the reliability of financial reporting
as of August 1, 2020; of Cloud and Network Services as of and the preparation and fair presentation
January 1, 2021. of published financial statements.
■ Marco Wirén, Chief Financial Officer,
as of September 1, 2020; The management conducts a yearly
Risk management, internal assessment of Nokia’s internal controls over
■ Nishant Batra, Chief Strategy and
Technology Officer, as of January 18, 2021.
control and internal audit financial reporting in accordance with the
Committee of Sponsoring Organizations
functions at Nokia framework (the “COSO framework”, 2013)
During 2020, the following members of the
Group Leadership Team stepped down from Main features of risk management systems and the Control Objectives for Information
the Group Leadership Team: We have a systematic and structured and Related Technology (COBIT) framework
approach to risk management. Key risks of internal controls. The assessment is
■ Kathrin Buvac, President of Nokia and opportunities are primarily identified performed based on a top-down risk
Enterprise, as of May 31, 2020; against business targets either in business assessment of our financial statements
operations or as an integral part of strategy covering significant accounts, processes
■ Rajeev Suri, President and CEO and the and financial planning. Risk management and locations, corporate-level controls
Chair of the Group Leadership Team, covers strategic, operational, financial, and information systems’ general controls.
as of July 31, 2020; compliance and hazard risks. Key risks and
opportunities are analyzed, managed and As part of its assessment, the management
■ Kristian Pullola, Chief Financial Officer, has documented:
as of August 31, 2020; monitored as part of business performance
management with the support of risk ■ the corporate-level controls, which create
■ Basil Alwan, Co-president of IP/Optical management personnel and the centralized the “tone from the top” containing the
Networks, as of December 31, 2020; Enterprise Risk Management function. Nokia values and Code of Conduct and
■ Barry French, Chief Marketing Officer, The principles documented in the Nokia which provide discipline and structure
as of December 31, 2020; Enterprise Risk Management Policy, which to decision-making processes and ways
is approved by the Audit Committee of the of working. Selected items from our
■ Sanjay Goel, President of Global Services, operational mode and governance
as of December 31, 2020; Board, require risk management and its
elements to be integrated into key processes. principles are separately documented
■ Bhaskar Gorti, President of Nokia Software, One of the core principles is that the business as corporate-level controls;
as of December 31, 2020; or function head is also the risk owner, ■ the significant processes: (i) give a complete
although all employees are responsible for end-to-end view of all financial processes;
■ Sandra Motley, President of Fixed Networks, identifying, analyzing and managing risks,
as of December 31, 2020; (ii) identify key control points; (iii) identify
as appropriate, given their roles and duties. involved organizations; (iv) ensure coverage
■ Sri Reddy, Co-president of IP/Optical Our overall risk management concept is for important accounts and financial
Networks, as of December 31, 2020; based on managing the key risks that would statement assertions; and (v) enable
prevent us from meeting our objectives, internal control management within Nokia;
■ Gabriela Styf Sjӧman, Chief Strategy Officer, rather than solely focusing on eliminating
as of December 31, 2020; and risks. In addition to the principles defined in ■ the control activities, which consist of
the Nokia Enterprise Risk Management Policy, policies and procedures to ensure the
■ Marcus Weldon, Chief Technology Officer management’s directives are carried out
and President of Bell Labs, as of December other key policies reflect implementation
of specific aspects of risk management. and the related documentation is stored
31, 2020. according to our document retention
Key risks and opportunities are reviewed by practices and local statutory requirements;
the Group Leadership Team and the Board and
in order to create visibility on business risks
as well as to enable prioritization of risk ■ the information systems’ general controls
management activities. Overseeing risk is to ensure that sufficient IT general controls,
an integral part of the Board’s deliberations. including change management, system
The Board’s Audit Committee is responsible development and computer operations,
for, among other matters, risk management as well as access and authorizations,
relating to the financial reporting process are in place.
and assisting the Board’s oversight of the
risk management function. The Board’s role

62 NOKIA IN 2020
 Corporate governance

Further, the management has also: Related party transactions Closed window
We determine and monitor related parties in Persons discharging managerial
■ assessed the design of the controls in place accordance with the International Accounting responsibilities are subject to a closed
aimed at mitigating the financial reporting Standards (IAS 24) and other applicable window period of 30 calendar days preceding
risks; regulations. We maintain information of our the disclosure of Nokia’s quarterly or annual
■ tested operating effectiveness of all key related parties as well as monitor and assess result announcements, as well as the day
controls; and related party transactions. As a main principle, of the disclosure. During the closed window
all transactions are conducted at arm’s-length period, persons discharging managerial
■ evaluated all noted deficiencies in internal and are considered to be part of the ordinary responsibilities are prohibited from dealing
controls over financial reporting in the course of business. In an exceptional case in Nokia’s financial instruments.
interim and as of year-end. where these principles would be deviated
from, the company would set up a separate Nokia has imposed this closed window
In 2020, Nokia has followed the procedures period also on separately designated
as described above and has reported on process to determine related parties and
seek relevant approvals in accordance with financial reporting persons who are
the progress and assessments to the recurrently involved with the preparation
management and to the Audit Committee internal guidelines and applicable regulations.
of Nokia’s quarterly and annual results
of the Board on a quarterly basis. announcements. These persons are
Main procedures relating to separately notified of their status as
Description of the organization of the
internal audit function insider administration designated financial reporting persons.
We also have an internal audit function that Our insider administration is organized Insider registers
acts as an independent appraisal function according to the applicable European Union Nokia does not maintain a permanent
by examining and evaluating the adequacy and Finnish laws and regulations. In addition, insider register. Insiders are identified on
and effectiveness of our system of internal the Board of Directors has approved the Nokia a case-by-case basis for specific projects
control. Internal audit reports to the Audit Insider Policy, which sets out Nokia-wide rules and are notified of their insider status.
Committee of the Board. The head of the and practices to ensure full compliance with Persons included in a project-specific
internal audit function has direct access to applicable rules and that inside information insider register are prohibited from dealing
the Audit Committee, without involvement of is recognized and treated in an appropriate in Nokia’s financial instruments until the
the management. The internal audit staffing manner and with the highest integrity. The project ends or is made public.
levels and annual budget are approved by the Nokia Insider Policy is applicable to all directors,
Audit Committee. All authority of the internal executives and employees of the company. Supervision
audit function is derived from the Board. Our insider administration’s responsibilities
The internal audit aligns to the business Persons discharging managerial include internal communications related
regionally and by business and function. responsibilities to insider matters and trading restrictions,
Nokia has identified members of the Board setting up and maintaining our insider
Annually, an internal audit plan is developed of Directors and the Group Leadership registers, arranging related trainings as well
with input from the management, including Team as persons discharging managerial as organizing and overseeing compliance
key business risks and external factors. responsibilities who, along with persons with the insider rules.
This plan is approved by the Audit Committee. closely associated with them, are required
Audits are completed across the business to notify Nokia and the Finnish Financial Violations of the Nokia Insider Policy must be
focused on site level, customer level, business Supervisory Authority of their transactions reported to the Deputy Chief Legal Officer,
project level, IT system implementation, IT with Nokia’s financial instruments. Nokia Corporate. Nokia employees may also use
security, operations activities or at a Group publishes the transaction notifications. channels stated in the Nokia Code of Conduct
function level. The results of each audit are for reporting incidents involving alleged
reported to the management identifying In addition, under the Nokia Insider Policy, violations of the Nokia Insider Policy.
issues, financial impact, if any, and the persons discharging managerial responsibilities
correcting actions to be completed. Quarterly, are obligated to clear with the Deputy
the internal audit function communicates the Chief Legal Officer, Corporate, a planned
progress of the internal audit plan completion, transaction in Nokia’s financial instruments
including the results of the closed audits, in advance. It is also recommended that
to the Audit Committee. trading and other transactions in Nokia’s
financial instruments are carried out in
Internal audit also works closely with our times when the information available to
Ethics and Compliance office to review any the market is as complete as possible.
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.

NOKIA IN 2020 63
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 Shares(1) ADSs(1)

Sari Baldauf (Board Chair) 163 220
Kari Stadigh (Board Vice Chair) 308 190
Bruce Brown 165 788
Thomas Dannenfeldt 30 299
Jeanette Horan 60 630
Edward Kozel 86 698
Elizabeth Nelson 107 860
Søren Skou 31 707
Carla Smits-Nusteling 78 708
(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 Position in 2020 Shares(1) ADSs(1)

Pekka Lundmark President and CEO 788 850
Nassib Abou-Khalil Chief Legal Officer 40 204
Basil Alwan Co-president of IP/Optical Networks 206 333 81 000
Ricky Corker President of Customer Operations, Americas 193 021
Barry French Chief Marketing Officer 319 006
Sanjay Goel President of Global Services 130 784
Bhaskar Gorti President of Nokia Software 472 273
Federico Guillén President of Customer Operations Officer, EMEA & APAC 214 201
Jenni Lukander President of Nokia Technologies 9 767
Sandra Motley President of Fixed Networks 23 092
Sri Reddy Co-president of IP/Optical Networks 398 814 100 000
Raghav Sahgal President of Nokia Enterprise 245 357
Gabriela Styf Sjӧman Chief Strategy Officer 4 000
Tommi Uitto President of Mobile Networks 47 451
Marcus Weldon Chief Technology Officer and President of Bell Labs 77 482
Stephanie Werner-Dietz Chief Human Resources Officer 17 304
Marco Wirén Chief Financial Officer 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.

64 NOKIA IN 2020
 Corporate governance

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 2020 2019

Audit fees(1) 22.3 22.7
Audit-related fees(2) 0.4 1.2
Tax fees(3) 0.6 1.9
All other fees(4) 1.6 –
Total 24.9 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.

NOKIA IN 2020 65
Compensation

Compensation

This section sets out our remuneration governance, Word from the Chair of the Personnel Committee
policies and how they have been implemented of the Board
within Nokia and includes our Remuneration Report Dear Fellow Shareholder,
where we provide disclosure of the compensation 2020 has been a year of significant change and challenges. Shortly
of our Board members and the President and CEO after the appointment of Mr. Pekka Lundmark as President and CEO,
the world saw significant levels of disruption with the arrival of
for 2020. COVID-19. All Nokia employees are to be commended for the
important role they played in keeping our operations going in
The content of the Remuneration Report, which a safe manner, and working with our customers to ensure critical
will be presented to an advisory vote at the 2021 performance of networks around the world to support the major
changes in how people lived and worked. I also want to recognize and
Annual General Meeting, is clearly indicated thank our former President and CEO, Rajeev Suri, for his continued
below and also exists as a standalone version commitment through 2020 as he supported Pekka Lundmark in taking
over the leadership of the company and engaging with our largest
published on a stock exchange release. Other customers and stakeholders during this period of transition.
compensation-related information provided before
On the regulatory front, I am pleased to report that shareholders
and after the Remuneration Report for 2020 is supported Nokia’s Remuneration Policy with 86% of the votes in favor
not subject to a vote at the 2021 Annual General 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
Meeting, but provides further information on the Remuneration Report, where our shareholders will be asked to vote in
compensation policies applied within Nokia as well support of the compensation paid. The Remuneration Report, and all
as on the compensation of the rest of the Group elements of the compensation delivered in 2020, are fully consistent
with the approved policy.
Leadership Team.
Business context
We report information applicable to executive While 2020 was a challenging year for Nokia with the significant
leadership changes, and global disruption caused by the COVID-19
compensation in accordance with Finnish regulatory pandemic, Nokia’s employees delivered for our customers when it
requirements and with requirements set forth by counted most, ensuring that they had the equipment and services
the U.S. Securities and Exchange Commission that to operate networks around the world. This was achieved despite
disruption in supply chains and restrictions in movement in many
are applicable to us. 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
Highlights positive at EUR 1 356 million. This is reflected in the outcome of our
incentive arrangements.
■ 2020 was a year of significant change with the Chair of the Board
of Directors, President and CEO, and Chief Financial Officer all Strategy and compensation
changing. This was then followed by a restructure of the Group At the core of Nokia’s philosophy lie two principles:
Leadership Team, effective January 1, 2021.
■ pay for performance and aligning the interests of employees with
■ Mr. Lundmark joined Nokia as President and CEO on the same target shareholders; and
compensation arrangement as his predecessor.
■ ensuring that compensation programs and policies support the
■ Mr. Lundmark purchased EUR 2.6 million of shares in the market delivery of the corporate strategy and create long-term sustainable
prior to joining the company, of which the majority were eligible shareholder value.
for the agreed co-invest based long-term incentive arrangement
available to him on joining. Mr. Lundmark’s interests and the For 2021, which will be a year of transition with the announced
interests of Nokia’s shareholders are intended to be fully aligned organization and strategy changes, we have taken the decision to
through such ownership. simplify our annual short-term incentive plan (STI plan) and to focus
the annual incentive on operating profit (70%), a strategic objective
■ Business performance for 2020 was mixed, with free cash flow (20%), along with an environment, social and governance (ESG) related
exceeding target, but profit and revenue falling short of the metric (10%). While we have always believed that ESG is core to how
incentive targets. This was reflected in Mr. Lundmark’s short-term we run our business and our role in society, 2020 has demonstrated
incentive, which was at 84% of target, pro-rated for his time in role. clearly the importance of our role in society and the Personnel
■ Our pay policies and practices continue to ensure that there is no Committee decided that it would now be appropriate to formalize
gender pay gap in Nokia. this as part of our incentive structure.

66 NOKIA IN 2020
 Corporate governance

Shareholder outreach Share ownership requirement

Having met with many of our shareholders throughout 2018 and The President and CEO is required to own three times his base salary
2019 to get their input on our compensation policies and programs, in Nokia. Mr. Lundmark starts his tenure with Nokia with a significant
we had a more limited outreach in 2020. One comment we did hear purchase of EUR 2.6 million of shares under the eLTI co-investment
in 2020 was to formally incent ESG as part of our incentive framework. arrangement under which he was given a matching award of
In addition, we were pleased with the support our shareholders EUR 5.2 million of Nokia 2020 performance shares. He also received
demonstrated with the support to our Remuneration Policy in the an award of EUR 1.3 million of Nokia 2020 restricted shares to buy
2020 Annual General Meeting. out awards forfeited on leaving his former employer.
New CEO compensation Short and long-term incentives in 2021
Pekka Lundmark’s base salary and target incentives are at the same Our 2021 incentive plans follow this structure:
level as his predecessor.
Delivering sustainable value – Long-term incentive
■ Mr. Lundmark received his base compensation for the period
from August 1, 2020 to the end of the financial year together Absolute Total Shareholder Return 100%
with a pro rata bonus for the last five months of 2020, based Focus on increase in share price and restoration of the dividend
on the performance of the company. His bonus for 2020 totaled
EUR 573 068.
 elivering the next year’s step in the strategic plan –
D
In addition, Mr. Lundmark received an award of EUR 1.3 million of Short-term incentive
restricted shares on joining to buy out the awards he forfeited on Operating Strategic Environmental, social and
leaving his previous employer. Mr. Lundmark was invited to join the profit 70% objective 20% governance aspects (ESG)
co-investment based long-term incentive arrangement (eLTI) targeted 10%
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 Deliver Deliver meaningful Deliver on our responsibilities
which he was given a matching award of EUR 5.2 million of Nokia 2020 operating strategic actions to reduce carbon emissions
performance shares. This investment by Mr. Lundmark aligns him profit and become a more diverse
with shareholders from the start and is a sign of his commitment employer
and engagement with the company. Delivery of actual Nokia shares
would take place in 2023 subject to performance conditions. 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
Former CEO compensation is absolute total shareholder return. By using this metric, we will
Mr. Suri continued to lead Nokia until July 31, 2020 and remained incentivize executives to deliver the desired business results and
employed during 2020 to support the transition of leadership and support the restoration of the dividend and the transparency for
relationships with our key customers and stakeholders, remaining participants to see how the plan is performing.
active with our customers and helping us close contracts with them
up to and after stepping down as President and CEO. His leadership In summary, we believe that our compensation policies have facilitated
was critical during the disruptions caused by COVID-19. an orderly transition in leadership in an exceptionally disrupted year
and that the policy and plans set the company up well to support the
■ Mr. Suri received his base salary and incentives throughout 2020. strategy announced by Mr. Lundmark in October 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 In the Remuneration Report, we also show a comparison of the
handled in accordance with the rules of the incentive plan and his development of compensation for the Board members and the
contract. Facing a period of up to six months before Mr. Lundmark President and CEO, against average employee remuneration and
would be able to join, and an increasingly uncertain global economy Nokia’s financial development over the last five years. The comparison
due to COVID-19, retaining Mr. Suri’s ongoing commitment was shows a clear link between President and CEO pay and company
essential to ensure stability of the company until Mr. Lundmark performance, with President and CEO realized pay falling nearly
was able to join. 8% between 2019 and 2020 in line with company performance.
We will continue to monitor this alignment.
Mr. Suri received a payment of EUR 2 028 666 on departure in
accordance with amounts due under his contract.
Bruce Brown, Chair of the Personnel Committee
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.

NOKIA IN 2020 67
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 Year ended Year ended
Element by the Annual General Meeting 2020 December 31, 2020 December 31, 2020
Name Pekka Lundmark Pekka Lundmark (from 1 August) Rajeev Suri (to 31 July)
Base salary EUR 1 300 000 EUR 1 300 000 EUR 1 300 000
(full-year equivalent) (full-year equivalent)

Short-term Target award: 125% of base salary Target award: 125% of base salary Target award: 125% of base salary
incentives
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: Measures: Measures:
■ 100% Nokia scorecard ■ 100% Nokia scorecard ■ 100% Nokia scorecard
– 70% operating profit – 20% revenue – 20% revenue
– 20% strategic objectives – 40% operating profit – 40% operating profit
– 10% Environment, social – 40% free cash flow – 40% free cash flow
and governance
Achievement against measures is multiplied Achievement against measures is multiplied
by the business results multiplier (operating by the business results multiplier (operating
profit), the overriding affordability measure. profit), the overriding affordability measure.
Long-term Target award: 200% of base salary Target award: 200% of base salary No 2020 LTI award granted to Mr. Suri
incentives (EUR 2 600 000) (EUR 2 600 000 full-year equivalent)
(Performance
Shares) 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

Pension Contribution to the mandatory TyEL Contribution to the mandatory TyEL pension Contribution to the mandatory TyEL pension
pension plan in Finland. plan in Finland. plan in Finland.

Benefits & Life and critical illness insurance, private Life and critical illness insurance, private Life and critical illness insurance, private
mobility medical insurance and company car. medical insurance and company car. medical insurance and company car. In
addition Mr. Suri received mobility related
benefits during his tenure for the first seven
months of the year.

Total Target EUR 5 525 000 EUR 5 525 000(2) N/A(3)

Remuneration (full year equivalent)
Share Target: 3 times base salary Target: 3 times base salary Target: 3 times base salary
ownership
requirement 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.

68 NOKIA IN 2020
 Corporate governance

Purpose Operation Opportunity

Provide competitive base Base pay is normally reviewed annually taking into Pay reviews are set within the context of employee
salary to attract and retain consideration a variety of factors, including, for example, increases and changes within the Nokia peer group.
individual with the requisite the following: Changes reflect not only improving performance but also
level of knowledge, skills improving competence and skills as would be applied to any
and experience to lead ■ performance of the company and the individual; other employee in Nokia.
our businesses. ■ remuneration of our external comparator group;
■ changes in individual responsibilities; and
■ employee salary increases across Nokia and in the local
market.

To incentivize and reward Short-term incentives are based on performance against Target award: 125% of base salary
performance against delivery single-year targets and normally paid in cash.
of the annual business plan. Minimum 0% of base salary
Targets for the short-term incentives are set at the start
of the year, in the context of analyst expectations and the Maximum 281.25% of base salary
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 Long-term incentive awards are normally made in Target award: 200% of base salary
sustainable long-term performance shares and paid for performance against
performance, align the longer-term targets. Minimum 0% of base salary
President and CEO’s interests Maximum 400% of base salary(1).
with those of shareholders Targets are set in the context of the Nokia long-term plans
and aid retention. and analyst forecasts ensuring that they are considered The Board’s Personnel Committee retains discretion to make
both demanding and motivational. awards up to twice that level in exceptional circumstances
Long-term incentives are subject to the clawback policy such as for example upon recruitment, significant change in
(see below). responsibilities, significant strategic change or other similar
events. The use of discretion would be explained at the time.
To provide for retirement with Retirement age is defined and pensions are provided in Pursuant to Finnish legislation, Nokia is required to make
a level of certainty. line with local country arrangements; in Finland this is the contributions to the Finnish TyEL pension arrangements
statutory Finnish pension system (Finnish TyEL). in respect of the President and CEO. Such payments can
be characterized as defined contribution payments.
Under the TyEL arrangements, base salary, incentives and The amount is disclosed in the Remuneration Report.
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.
To attract, retain and protect Benefits are made available as part of the same policy The value will be the cost to the company.
the President and CEO. that applies to employees more broadly in the relevant
country, with additional security provisions, as
appropriate

NOKIA IN 2020 69
Compensation
continued

Illustration of the earning opportunity for the President and CEO Termination provisions
The illustration below shows the pay components of the President and In the event of a termination of employment, any payable
CEO at minimum, target and maximum payout. This also includes an compensation is determined in line with legal advice regarding local
annualized amount representing the matching performance share legislation, country policies, contractual obligations and the rules of
award for the 2020 eLTI co-investment arrangement. the applicable incentive and benefit plans. Current termination
provisions of the President and CEO’s service agreement are described
Earning opportunity of the President and CEO (EURm) in the Remuneration Report.
16
Change of control arrangements, if any, are based on a double trigger
14 structure, which means that both a specified change of control event
and termination of the individual’s employment must take place for
12 any change of control-based severance payment to materialize.
10
8
Remuneration summary for the Board of Directors
The Board’s Corporate Governance and Nomination Committee
6 periodically reviews the remuneration for the Chair and members of
4 the Board against companies of similar size and complexity to ensure
Nokia is able to attract a suitably diverse and relevant mix of skills,
2 experience and other personal qualities in order to maximize the value
0
creation for shareholders.
Min Target Max The Annual General Meeting resolves annually on the remuneration
Base salary
to the Chair and members of the Board. The Chair of the Board’s
Short-term incentive remuneration was last changed in 2008. The Board members’ annual
Long-term incentive fees were last changed in 2016 with the previous change in 2007.
Co-investment arrangement The structure of the Board remuneration for the current term of the
Board is set out in the table below.
Share ownership requirement
Nokia believes that it is desirable for its executives to own shares in Fees Fees consist of annual fees and meeting fees.
Nokia to align their interests with those of shareholders and to ensure
Approximately 40% of the annual fee is paid in Nokia
that their decisions are in the long-term interest of the company. The
shares purchased from the market on behalf of the
President and CEO is required to own three times his or her base salary
Board members or alternatively delivered as treasury
in Nokia shares and is given a period of five years from appointment to
shares held by the company. The balance is paid in
achieve the required level of share ownership.
cash, most of which is typically used to cover taxes
Remuneration on recruitment arising from the paid remuneration.
Our policy on recruitment is to offer a compensation package that is
Meeting fees are paid in cash.
sufficient to attract, retain and motivate the individual with the right
skills for the required role. Meeting fees are not paid to the Chair of the Board.
On occasion, we may offer compensation to buy out awards or other Incentives Non-executive directors are not eligible to participate
lost compensation which the candidate held prior to joining Nokia, in any Nokia incentive plans and do not receive
but which lapsed upon the candidate leaving their previous employer. performance shares, restricted shares or any other
Due consideration is given to the potential value and timing of such equity-based or other form of variable compensation
awards, taking into account any conditions attached to the awards for their duties as members of the Board.
and the likely performance against such conditions. Pensions Non-executive directors do not participate in any
Nokia pension plans.
Clawback Share Members of the Board shall normally retain until the
The President and CEO is subject to a clawback policy where any ownership end of their directorship such number of shares that
restatement of financial results may result in the reclaiming of requirement corresponds to the number of shares they have
amounts previously paid, which had been based on numbers that received as Board remuneration during their first three
have since been materially restated. Any such reclaimed amount, years of service in the Board (the net amount received
and the period over which payments can be reclaimed, will take into after deducting those shares needed to offset any
account the circumstances and duration of any misstatement. In the costs relating to the acquisition of the shares,
case of unintentional misstatement, payments made within the last including taxes).
three years may be subject to the policy at the discretion of the
Other Directors are compensated for travel and
Personnel Committee.
accommodation expenses as well as other costs
directly related to Board and Committee work.
The compensation is paid in cash.

70 NOKIA IN 2020
 Corporate governance

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 EUR

Chair 440 000
Vice Chair 185 000
Member 160 000
Chair of Audit Committee 30 000
Member of Audit Committee 15 000
Chair of Personnel Committee 30 000
Chair of Technology Committee 20 000
Meeting fee(1) EUR
Meeting requiring intercontinental travel 5 000
Meeting requiring continental travel 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.

NOKIA IN 2020 71
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.

Aggregate remuneration President and Total Shareholder Return

of the Board of CEO actual Average Salaries (Rebased to 100 at
Year Directors (EUR)(1) remuneration (EUR) and Wages (EUR)(2) Revenue (EURm) 31 Dec 2015)(3)
2016 2 050 902 9 508 156 61 108 23 614 73.29
2017 2 138 000 6 423 559 63 461 23 147 64.05
2018 2 203 000 4 651 009 63 220 22 563 85.92
2019 2 219 000 3 897 625 61 980 23 315 57.48
2020 2 016 000 3 587 781 65 787 21 852 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
At year end 2016 2017 2018 2019 2020
2015

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.

72 NOKIA IN 2020
 Corporate governance

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).

2020 2020 2020

EUR (Combined) Pay mix(1) (Lundmark) Pay mix(1) (Suri)(2) Pay mix(1) 2019 Pay mix(1)
Salary 1 301 032 37% 541 667 49% 759 365 32% 1 300 000 34%
Short-term incentive(3) 1 518 765 43% 573 068 51% 945 697 40% 637 163 17%
Long-term incentive(4) 687 740 20% N/A N/A 687 740 29% 1 841 843 49%
Other compensation(5) 80 244 14 712 65 512 118 619
Total 3 587 781 1 129 447 2 458 314 3 897 625
(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 Action Amount Note

Salary Pro-rated from August 1, 2020 EUR 1.3 million per annum, In line with Policy and contract
pro-rated
Short-term Paid at actual for 2020 EUR 573 068 In line with Policy and STI plan rules
incentive 2020
Long-term Performance share award vests in 2023 Target EUR 2.6 million In line with Policy, contract and 2020 LTI
incentive 2020 subject to TSR performance plan rules
eLTI In return for a purchase and continued Target EUR 5.2 million In line with Policy and eLTI arrangement
co-investment holding of 2.6m EUR worth of Nokia shares, rules and in common with the
arrangement a 2:1 award of Nokia 2020 performance arrangement provided to Mr. Suri,
shares was made. These vest in 2023 subject Mr. Lundmark was invited to participate
to TSR performance and continued holding in the eLTI co-investment arrangement.
of the purchased shares. This required him to make a substantial
personal investment in Nokia shares
aligning his personal interests with
those of shareholders from the start.
Restricted Award in recognition of forfeiting previous EUR 1.3 million In line with Policy, 2020 restricted share
shares employer awards. In determining the value plan rules and in recognition of forfeited
of this restricted share award, the Board awards from Mr. Lundmark’s previous
took due account of the structure, time employer.
horizons, value and performance targets
of his forfeited awards. Will vest in three
equal tranches in 2021, 2022 and 2023.
Benefits Pro-rated from August 1, 2020 Standard Finnish benefits plus In line with Policy and contract
tax compliance support. No
housing or relocation paid.

NOKIA IN 2020 73
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 Weight Target EURm Achievement

Revenue 20% 23 070 82.23%
Operating profit 40% 2 234 74.16%
Free cash flow 40% 849 135.80%

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.

Grant date fair

Performance share awards(1) Units awarded value (EUR) Grant date Vesting
Awarded as regular performance share award 671 800 1 753 398 November 6, 2020 Q4 2023
Awarded as eLTI performance share award 1 390 894 4 923 765 August 10, 2020 Q3 2023
Restricted share awards(2)
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 Units awarded Target Achievement Units vesting
2018 annual award 677 600 market share, earnings per share, free cash flow 56.82% 385 012
2018 eLTI matching performance share award 1 150 618 market share, earnings per share, free cash flow 56.82% 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 Units Value(1) (EUR)

Beneficially owned shares as of December 31, 2020 788 850 2 484 878
Unvested shares under outstanding Nokia equity plans(2) 2 415 094 7 607 546
Total 3 203 944 10 092 424
(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.

74 NOKIA IN 2020
 Corporate governance

Mr. Lundmark’s termination provisions are as follows:

Termination by Reason Notice Compensation
Nokia Cause None The President and CEO is entitled to no additional compensation and all
unvested equity awards would be forfeited after termination.
Nokia Reasons other Up to 12 months The President and CEO is entitled to a severance payment equaling up to
than cause 12 months of compensation (including annual base salary, benefits, and target
incentive) and unvested equity awards would be forfeited after termination.
President Any reason 12 months The President and CEO may terminate his service agreement at any time
and CEO 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.
President Nokia’s material Up to 12 months In the event that the President and CEO terminates his service agreement
and CEO breach of the service based on a final arbitration award demonstrating Nokia’s material breach of
agreement 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.

60% of annual
Total 40% of annual fees and all Number of Shares
remuneration fees paid in meeting fees paid Approximately 40%
Annual fee (EUR) Meeting fees (EUR) (1)
paid (EUR) shares (EUR) in cash (EUR) of the annual fee
Sari Baldauf (Board Chair)(2) 440 000 5 000 445 000 176 000 269 000 48 523
Kari Stadigh (Board Vice Chair) 185 000 11 000 196 000 74 000 122 000 20 401
Bruce Brown 190 000 22 000 212 000 76 000 136 000 20 953
Thomas Dannenfeldt (from May 27, 2020) 175 000 – 175 000 70 000 105 000 19 299
Jeanette Horan 175 000 20 000 195 000 70 000 125 000 19 299
Edward Kozel 195 000 17 000 212 000 78 000 134 000 21 504
Elizabeth Nelson 175 000 17 000 192 000 70 000 122 000 19 299
Olivier Piou (until May 27, 2020)(3) – 11 000 11 000 – 11 000 –
Risto Siilasmaa (until May 27, 2020)(3) – – – – –
Søren Skou 160 000 11 000 171 000 64 000 107 000 17 644
Carla Smits-Nusteling 190 000 17 000 207 000 76 000 131 000 20 953
Total 1 885 000 131 000 2 016 000 754 000 1 262 000 207 875
(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.

NOKIA IN 2020 75
Compensation
continued

Remuneration governance The Board of Directors approves, and the independent members
of the Board confirm, the compensation of the President and CEO,
We manage our remuneration through clearly defined processes,
upon recommendation of the Personnel Committee. The Personnel
with well-defined governance principles, ensuring that no individual
Committee consults regularly with the President and CEO and the
is involved in the decision-making related to their own remuneration
Chief People Officer though they are not present when their own
and that there is appropriate oversight of any compensation decision.
compensation is reviewed or discussed. This enables the Personnel
Remuneration of the Board is annually presented to shareholders for
Committee to be mindful of employee pay and conditions across
approval at the Annual General Meeting and the remuneration of the
the broader employee population. The Committee has the power,
President and CEO is approved by the Board.
in its sole discretion, to retain compensation consultants to assist
Remuneration of the Board is annually presented to shareholders the Personnel Committee in evaluating director and executive
for approval at the Annual General Meeting. The Board submits its compensation.
proposal to the Annual General Meeting on the recommendation of
The Personnel Committee Chair regularly engages with shareholders
the Board’s Corporate Governance and Nomination Committee, which
on pay and broader matters to hear their views on our compensation
actively considers and evaluates the appropriate level and structure
policies, programs and associated disclosures and reflect on their
of directors’ remuneration. Shareholders also authorize the Board
feedback. For example, we had increased the performance period to
to resolve to issue shares, for example to settle the company’s
three years in response to shareholders’ feedback.
equity-based incentive plans based on the proposal of the Board.

Work of the Personnel Committee

The Personnel Committee convened six times during 2020 January July
with a general theme for each meeting. All meetings were held ■ Incentive targets and ■ Annual General Meeting update
in accordance with COVID-19 restrictions. objectives
■ Personnel Committee advisor
■ Nokia Equity Program update
■ Investor feedback on ■ Review of Share Ownership
DEC JAN remuneration practices and Clawback Policies
FE March October
OV
■ President and CEO ■ Alignment on long-term
B
N

remuneration incentive approach

4 1
■ Remuneration policy review ■ Risk review
OCT

MAR

May December
■ Long-term incentive ■ 2021 incentive program
nominations for the Group framework
APR

Leadership Team
SEP

■ Culture
3 2 ■ Investor feedback from
Remuneration Policy voting in ■ Remuneration Report
the Annual General Meeting for 2020
G
AU

AY

M
JUL
JU N

1 Approvals & reporting

2 Philosophy & structure
3 Long-term direction & market review
4 Planning

The President and CEO Advisors

The President and CEO has an active role in the compensation The Personnel Committee engaged Willis Towers Watson, an
governance and performance management processes for the Group independent external consultant, to assist in the review and
Leadership Team and the wider employee population at Nokia. determination of executive compensation and program design and
provide insight into market trends and regulatory developments.
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.

76 NOKIA IN 2020
 Corporate governance

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 Position in 2020 Appointment date

Pekka Lundmark President and CEO (from Aug 1, 2020) August 1, 2020
Rajeev Suri President and CEO (until July 31, 2020) May 1, 2014
Nassib Abou-Khalil Chief Legal Officer August 1, 2019
Basil Alwan Co-president of IP/Optical Networks January 8, 2016
Ricky Corker President of Customer Operations, Americas January 1, 2019
Barry French Chief Marketing Officer January 8, 2016
Sanjay Goel President of Global Services April 1, 2018
Bhaskar Gorti President of Nokia Software January 8, 2016
Federico Guillén President of Customer Operations Officer, EMEA & APAC January 8, 2016
Jenni Lukander President of Nokia Technologies August 1, 2019
Sandra Motley President of Fixed Networks January 31, 2019
Sri Reddy Co-president of IP/Optical Networks May 15, 2018
Raghav Sahgal President of Nokia Enterprise (from Jun 1, 2020) June 1, 2020
Kathrin Buvac President of Nokia Enterprise (until May 30, 2020) January 8, 2016
Gabriela Styf Sjӧman Chief Strategy Officer December 1, 2019
Tommi Uitto President of Mobile Networks January 31, 2019
Marcus Weldon Chief Technology Officer and President of Bell Labs April 1, 2017
Stephanie Werner-Dietz Chief Human Resources Officer January 1, 2020
Marco Wirén Chief Financial Officer (from Sep 1, 2020) September 1, 2020
Kristian Pullola Chief Financial Officer (until Aug 31, 2020) January 1, 2017

The remuneration of the members of the Group Leadership Team Executives on the Group Leadership Team are subject to the same
(excluding the President and CEO) consists of base salary, fringe remuneration policy framework as the President and CEO. This
benefits and short- and long-term incentives. Short-term incentive includes being subject to clawback and shareholding requirements.
plans are based on rewarding the delivery of business performance The shareholding requirement for members of the Group Leadership
utilizing certain, or all, of the following metrics as appropriate to the Team is two times their base salary.
member’s role: revenue, operating profit, free cash flow and defined
strategic objectives.
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:

2020 2019
EURm(1) EURm(1)
Salary, short-term incentives and other compensation(2) 24.4 21.7
Long-term incentives(3) 3.7 4.4
Total 28.1 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) Grant date Vesting
November 6, 2020 and
Performance shares(2) 1 575 900 4 132 482 December 16, 2020 Q4 2023
March 18, 2020, May 7, Q3, 2020; Q1, Q3 and Q4 in 2021,
Restricted shares(3) 1 902 100 4 931 049 2020 and July 1, 2020 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.

NOKIA IN 2020 77
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:

Shares receivable Shares receivable Shares receivable

through performance through performance through restricted
shares at grant shares at maximum(4) shares
Number of equity awards held by the Group Leadership Team(1) 7 380 503 14 761 006 1 897 548
% of the outstanding shares(2) 0.13% 0.26% 0.03%
% of the total outstanding equity incentives
(per instrument)(3) 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 Long-term incentives

We annually review compensation against key metrics such as total
Each year we monitor the performance of our incentive plans against shareholder return and share price to validate the effectiveness of our
the targets for the plan, total shareholder return and the impact that equity plans.
the plans have on total compensation compared with market peers.
The 2017 performance share plan vested on January 1, 2020 with
Target setting 28.9% of the target award vesting based on the achievement against
Targets for the short-term incentives are set annually at or before the the revenue and earnings per share targets during the performance
start of the year, balancing the need to deliver value with the need to period (financial years 2017 and 2018).
motivate and drive performance of the Group Leadership Team.
Targets are selected from a set of strategic metrics that align with The 2018 performance share plan vested on January 1, 2021 with
driving sustainable value for shareholders and are set in the context of 56.82% of the target award vesting based on the achievement against
market expectations and analyst consensus forecasts. Targets for our the market share, earnings per share and free cash flow targets during
long-term incentive plans are set in a similar context. The long-term the performance period (financial years 2018 and 2019).
incentive targets are set at the start of the performance period and
The 2019 performance share plan was the first to be based on a three
locked in for the life of the plan.
year performance period and its performance will be assessed after
Short-term incentives the financial year 2021 has ended.
In 2020 short-term incentive targets and achievements were based
The Personnel Committee of the Board determined that the metric
on a mix of revenue, operating profit and cash flow as well as personal
for the 2020 performance share plan should be based on total
targets. Targets were measured either at a Nokia Group level or,
shareholder return. This reflects our commitment to driving the best
alternatively, a mix of Nokia Group and business group level for
direct, long-term results and fully aligns plan participants with the
business group presidents. For 2021 the incentive structure will be
interests of shareholders. The global pandemic necessitated a delay
simplified to focus on four metrics:
to the award date for our main long-term incentive award from July
■ Operating profit of Nokia to November. The performance period was adjusted accordingly to
ensure that a three-year performance period was maintained and the
■ Operating profit for the relevant business group November 2020 awards will not vest until a corresponding date three
■ Role related strategic objectives years later in 2023. The performance conditions were not adjusted.

■ ESG (carbon emissions and diversity) Nokia long-term incentive plan and employee share purchase plan
2021-2023
Those Group Leadership Team members not leading a business group The long-term incentive plan (LTI Plan) intends to effectively contribute
will have the equivalent proportion of their incentive based on Nokia’s to the long-term value creation and sustainability of the Company
operating profit. 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.

78 NOKIA IN 2020
 Corporate governance

Awards under the LTI Plan may be granted between the date the plan is Pay for performance
approved and December 31, 2023 subject to applicable performance Core to our compensation philosophy is a desire to pay for performance.
metrics as well as performance and/or restriction periods of up to
36 months depending on the award. Consequently, the restriction Each year we review overall total shareholder return compared with
periods for the last awards granted under the LTI Plan would end long-term incentive payouts mapping the performance of the plans
in 2026. Performance metrics as well as weightings and targets for against the total shareholder return curve.
the selected metrics for performance shares are set by the Board
of Directors annually to ensure they continue to support Nokia’s Share price and total shareholder return vs long-term
long-term business strategy and financial success. incentive performance
250%
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 200%
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 150%
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. 25.72% 23.75%
100%
For the awards made in 2021, the majority of long-term incentive plan
participants will receive restricted shares rather than performance
50%
shares although the executives, including the President and CEO, will 86% 100% 100%

continue to receive performance shares as the main form of long-term 46% 57%
29%
incentives. The performance shares will be subject to performance 0 Nil Nil
criterion which will continue to be absolute total shareholder return TSR 2011 2012 2013 2014 2015 2016 2017 2018 2019* 2020*
and the plan vests no earlier than three years from the grant. The value Long-term incentive plan, as of 31 December
regular restricted share awards will have a three-year vesting period
with cliff vesting but, in limited cases predominantly related to
Achieved
retention, the company may introduce different vesting periods with Overachieved
tranche vesting. This will simplify plan participation for the employees. Nokia total shareholder return (“TSR”)
The purpose of the employee share purchase plan (ESPP) is to * Performance period not yet completed.
encourage share ownership within the Nokia employee population,
increasing engagement and sense of ownership in the company. Looking at the performance of our long-term incentive plans against
Under the ESPP 2021-2023, subject to the Board commencing annual total shareholder return, there is a reasonable alignment with the
plan cycles, the eligible employees may elect to make contributions performance of the plans declining as total shareholder return,
from their monthly net salary to purchase Nokia shares at market value declines and the trend lines are reasonably aligned.
on pre-determined dates on a quarterly basis during the applicable
plan period. Nokia would deliver one matching share for every two The Board continues to actively monitor the performance of
purchased shares that the participant still holds at the end of our long-term incentive plans to ensure that they deliver value
applicable plan cycle. In addition, the participants may be offered free for shareholders.
shares subject to meeting certain conditions related to participation
as determined by the Board. Our peers
In looking for suitable comparators, we have considered ourselves a
The maximum number of shares that can be issued under all plan European technology company and looked at businesses of similar
cycles commencing under the ESPP in 2021, 2022 and 2023 is size, global scale and complexity, such as:
35 million. Participants have immediate shareholder rights over all
shares purchased from the market. Until the matching or free Nokia ABB Deutsche Telekom
shares are delivered, the participants will not have any shareholder ASML Ericsson
rights, such as voting or dividend rights associated with the matching Airbus Infineon
or free shares.
Atos Kone
BAe Systems Phillips
BT SAP
Cap Gemini Vodafone

NOKIA IN 2020 79
80 NOKIA IN 2020
 Board review

Business description 82
Board’s review 83
Selected financial data 84
Operating and financial review 85
Results of operations 85
Continuing operations 85
Discontinued operations 87
Results of segments 88
Networks 88
Nokia Software 89
Nokia Technologies 90
Group Common and Other 91
Liquidity and capital resources 92
Financial position 92
Cash flow 92
Financial assets and debt 92
Venture fund investments and commitments 93
Treasury policy 93
Foreign exchange impact 93
Our response to COVID-19 94
Sustainability and corporate responsibility 98
Sustainability governance 99
Risk management 99
Strategy and targets 100
Dealing with the COVID-19 pandemic 100
Improving lives with technology 101
Combatting climate change 102
Conducting our business with integrity 103
Our culture – respecting people 106
Shares and shareholders 108
Share details 108
Shareholders 110
Articles of Association 112
Risk factors 114
Significant subsequent events 117
Key ratios118
Alternative performance measures119

NOKIA IN 2020 81
Business description

Business description

Nokia Corporation is a public limited liability The shares of Nokia Corporation are listed
company incorporated and domiciled in on the Nasdaq Helsinki Stock Exchange,
Helsinki, Finland. Nokia Oyj is the parent the New York Stock Exchange and the Euronext
company (Parent Company or Parent) for all its Paris Stock Exchange.
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.

82 NOKIA IN 2020
 Board review
Board’s review

Board’s review

In October, Nokia announced Nokia’s new operating model, effective from The Audit Committee focused on the planning
January 2021, is set to improve agility, and implementation of climate-related
its new operating model and alignment with customer needs, accountability, financial reporting and the monitoring of Nokia’s
strategic priorities to ensure cost-efficiency and transparency. At the conflict mineral reporting. The Personnel
center of the operating model are four Committee assessed how to integrate
technology leadership, accountable business groups that better environmental and social objectives into the
alignment with the customer align Nokia with customers’ buying behavior. Company’s incentive plans. The Corporate
buying behavior and sustainable Nokia provides more detailed information Governance and Nomination Committee
on the strategies of its business groups at assessed the sustainability related trends
financial performance. its Capital Markets Day on March 18, 2021. from the corporate governance perspective.
The year 2020 will be remembered as a year Overall, 2020 included important steps During 2020, the Board held 20 meetings,
that accelerated digitalization and increased in the right direction. The decisive actions and its Committees had in total 22 meetings.
the role of critical networks in the midst of a in Mobile Networks R&D strengthened Due to COVID-19, Nokia’s Annual General
global pandemic. Although COVID-19 caused competitiveness and product cost structure Meeting took place at the company’s
unprecedented shutdowns around the world, of mobile radio products improving the headquarters in Espoo on May 27, 2020
network infrastructure solutions kept the Mobile Access, although there is still work under special arrangements and under
global economy and daily life running. to be done. Demand for 5G radio access temporary legislation approved by the Finnish
products increased, and growth in ReefShark Parliament. Approximately 43 000 shareholders
Nokia delivered a financially solid 2020 with
shipment volumes contributed to lower representing about 2 300 million shares
strengthened gross margin and operating
product costs and improved gross margin and votes were represented at the meeting.
margin performance. This development was
for 5G products. Nokia’s objective to reach Following the earlier announcement of the
supported by enhanced our competitiveness
35% shipment volume for its ReefShark long-serving Board Chair Risto Siilasmaa
and cost position of our mobile radio
products was exceeded by the end of the that he will step down from the Board at the
products, the overall positive development of
year, when the total shipment volume Annual General Meeting 2020, Sari Baldauf
Nokia’s Network business and a regional mix
reached 43%. In addition, Nokia’s Enterprise was elected as the new Chair of the Board
shift towards the higher margin North America
business continued to deliver double-digit and Kari Stadigh as the Vice Chair.
region. Free cash flow was strengthened,
year-on-year growth and Nokia has already
and the financial position remained stable. Overall, 2021 is expected to be a year of
secured 260 private wireless customers.
transition, with meaningful headwinds due to
Important milestones during the year
Nokia holds technology leadership positions market share loss and price erosion in North
included the completion of the search for a
already in many key areas. In Network America. Nokia will make further investments
new CEO, with the Board appointing Pekka
Infrastructure, Nokia’s FP4-based products 5G R&D, meaning that some short-term
Lundmark as Nokia’s CEO on March 2, 2020.
are industry-leading. In addition, during 2020, margin will be sacrificed to ensure technology
Mr. Lundmark started in his new role on
Nokia filed more than 1 500 new inventions leadership in 5G and sustainable long-term
August 1, 2020 and Rajeev Suri, Nokia’s
with more than 3 500 patent families now financial performance. Nokia’s top priorities
long-serving CEO, stepped down on July 31,
declared as essential for 5G. for 2021 include completing the turnaround
2020 while continuing as an advisor to the
in Mobile Networks and implementation of the
Nokia Board until January 1, 2021. During the year, Nokia continued its strong new operating model while strengthening
commitment to making the world more accountability and inspiring corporate culture.
In October, Nokia announced its new
socially, ethically, and environmentally
operating model and strategic priorities to
responsible. For example, Nokia remained As stated in connection with the 2020
ensure technology leadership and sustainable
on track to achieve its target of reducing results announcement, the Board is satisfied
financial performance. Based on the strategy
emissions from its products by 75% by 2030, with Nokia’s operational performance and
work launched during the year, Nokia sees a
with the customer base station sites Nokia strengthened cash position. However, the
gradual shift in value creation from monolithic
has modernized so far using 58% less energy Board does not propose a dividend or
systems towards silicon, software, and
on average. In 2020, sustainability was a focus dividend authorization for the financial year
services. Nokia’s role is to be a provider of
area of the Board, including its annual review 2020 to secure adequate investments in
competitive network elements and solutions
of the related targets and achievements as 5G and strategic areas, while continuing to
to critical networks that run mission-critical
well the ongoing work of the Committees. establish a sustainable cash generation.
services extending to all corners of society.

NOKIA IN 2020 83
Selected financial data

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.

2020 2019 2018

For the year ended December 31 (in EURm, except for percentage and personnel data)
From the consolidated income statement
Net sales 21 852 23 315 22 563
Change % (6.3)% 3.3% (2.5)%
Operating profit/(loss) 885 485 (59)
% of net sales 4.0% 2.1% (0.3)%
Financial income 156 165 85
Financial expense (320) (506) (398)
Profit/(loss) before tax 743 156 (360)
Income tax expense (3 256) (138) (189)
(Loss)/profit for the year from continuing operations (2 513) 18 (549)
(Loss)/profit attributable to equity holders of the parent (2 520) 14 (554)
(Loss)/profit attributable to non-controlling interests 7 4 5
Earnings per share attributable to equity holders of the parent
Basic, continuing operations, EUR (0.45) 0.00 (0.10)
Diluted, continuing operations, EUR (0.45) 0.00 (0.10)
From the consolidated statement of financial position
Non-current assets(1) 17 976 22 320 21 246
Total cash and current financial investments(2) 8 061 6 007 6 873
Other current assets 10 154 10 801 11 393
Assets held for sale – – 5
Total assets 36 191 39 128 39 517
Capital and reserves attributable to equity holders of the parent 12 465 15 325 15 289
Non-controlling interests 80 76 82
Interest-bearing liabilities(3)(4) 5 576 4 277 3 820
Non-interest-bearing liabilities(1)(4)(5) 18 070 19 450 20 326
Total equity and liabilities 36 191 39 128 39 517
Other information
Research and development expenses(6) (4 087) (4 532) (4 777)
% of net sales (18.7)% (19.4)% (21.2)%
Purchases of property, plant and equipment, and intangible assets (479) (690) (672)
% of net sales (2.2)% (3.0)% (3.0)%
Personnel expenses(7) (7 310) (7 360) (8 029)
Average number of employees 92 039 98 322 103 083
Order backlog, EUR billion 16.6 18.8 21.1
Key financial indicators
Dividend per share, EUR(8) 0.00 0.00 0.10
Total dividends paid(8) – – 560
Return on capital employed, % 5.3% 1.5% neg.
Return on shareholders’ equity, % neg. 0.1% neg.
Equity ratio, % 34.7% 39.4% 38.9%
Net debt to equity (gearing), % (19.8)% (11.2)% (19.9)%
Net cash and current financial investments(4)(9) 2 485 1 730 3 053
Free cash flow 1 356 (297) (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.

84 NOKIA IN 2020
 Board review
Operating and financial review

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.

2020 2019 Year-on-year

For the year ended December 31 EURm % of net sales EURm % of net sales change %
Net sales 21 852 100.0 23 315 100.0 (6)
Cost of sales(1) (13 659) (62.5) (15 051) (64.6) (9)
Gross profit(1) 8 193 37.5 8 264 35.4 (1)
Research and development expenses(1) (4 087) (18.7) (4 532) (19.4) (10)
Selling, general and administrative expenses(1) (2 898) (13.3) (3 219) (13.8) (10)
Other operating income and expenses(1) (323) (1.5) (28) (0.1) –
Operating profit 885 4.0 485 2.1 82
Share of results of associated companies and joint ventures 22 0.1 12 0.1 83
Financial income and expenses (164) (0.8) (341) (1.5) (52)
Profit before tax 743 3.4 156 0.7 –
Income tax expense (3 256) (14.9) (138) (0.6) –
(Loss)/profit for the year (2 513) (11.5) 18 0.1 –
Attributable to:
Equity holders of the parent (2 520) (11.5) 14 0.1 –
Non-controlling interests 7 – 4 – 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.

NOKIA IN 2020 85
Operating and financial review
continued

Net sales Operating expenses

Net sales in 2020 were EUR 21 852 million, a decrease of Our research and development expenses in 2020 were EUR 4 087 million,
EUR 1 463 million, or 6%, compared to EUR 23 315 million in 2019. a decrease of EUR 445 million, or 10%, compared to EUR 4 532 million
The decrease in net sales was primarily due to a decrease in Networks in 2019. Research and development expenses represented 18.7%
net sales, and, to a lesser extent, a decrease in Nokia Software and of our net sales in 2020 compared to 19.4% in 2019. The decrease
Nokia Technologies net sales. This was partially offset by an increase in research and development expenses was primarily due to lower
in Group Common and Other. amortization of acquired intangible assets, a decrease in Networks
research and development expenses and the absence of product
The following tables set forth distribution of net sales by geographical portfolio strategy costs. This was partially offset by higher
area and net sales by customer type for the years indicated. restructuring and associated charges and an increase in Nokia
Technologies research and development expenses. In 2020, research
2020 2019 Year-on-year
For the year ended December 31 EURm EURm change % and development expenses included EUR 57 million of amortization
of acquired intangible assets, compared to EUR 571 million in 2019.
Asia Pacific 3 847 4 556 (16)
In 2020, research and development expenses did not include any
Europe(1) 6 620 6 620 – product portfolio strategy costs, compared to EUR 22 million
Greater China 1 376 1 843 (25) in 2019. In 2020, research and development expenses included
Latin America 995 1 472 (32) restructuring and associated charges of EUR 190 million, compared
Middle East & Africa 1 893 1 876 1 to EUR 98 million in 2019.
North America 7 121 6 948 2 Our selling, general and administrative expenses in 2020 were
Total 21 852 23 315 (6) EUR 2 898 million, a decrease of EUR 321 million compared to
EUR 3 219 million in 2019. Selling, general and administrative
(1) All Nokia Technologies IPR and licensing net sales are allocated to Finland.
expenses represented 13.3% of our net sales in 2020 compared to
13.8% in 2019. The decrease in selling, general and administrative
2020 2019 Year-on-year
For the year ended December 31 EURm EURm change % expenses was primarily due to a decrease in Networks selling,
Communication service providers 17 954 19 558 (8) general and administrative expenses, lower transaction and
integration-related costs, lower restructuring and associated charges
Enterprise 1 571 1 409 11
and, to a lesser extent, lower Nokia Technologies selling, general and
Licensees 1 402 1 487 (6) administrative expenses. The decrease in Networks selling, general and
Other(1) 925 861 7 administrative expenses, reflected continued progress related to
Total 21 852 23 315 (6) Nokia’s cost savings program and lower travel and personnel-related
expenses due to COVID-19. In 2020, selling, general and administrative
(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
expenses included transaction and integration-related credits
inter-segment revenues and certain items related to purchase price allocation. Alcatel Submarine of EUR 11 million, compared to costs of EUR 50 million in 2019.
Networks and Radio Frequency Systems net sales include also revenue from communication In 2020, selling, general and administrative expenses included
service providers and enterprise customers.
restructuring and associated charges of EUR 68 million, compared
Gross profit to EUR 117 million in 2019.
Gross profit in 2020 was EUR 8 193 million, a decrease of Other operating income and expenses in 2020 was a net expense of
EUR 71 million, or 1%, compared to EUR 8 264 million in 2019. EUR 323 million, an increase of EUR 295 million, compared to a net
The decrease in gross profit was primarily due to higher restructuring expense of EUR 28 million in 2019. The net negative fluctuation in our
and associated charges, a lower gain related to defined benefit plan other operating income and expenses was primarily due to a non-cash
amendments, and lower gross profit in Nokia Software, Nokia impairment charge and a net negative fluctuation in Networks other
Technologies and Group Common and Other. These were partially operating income and expenses. In 2020, we recorded a non-cash
offset by higher gross profit in Networks and the absence of product impairment loss on goodwill to other operating income and expenses
portfolio strategy costs. Gross margin in 2020 was 37.5%, compared of EUR 200 million, compared to no charge in 2019.
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.

86 NOKIA IN 2020
 Board review

Operating profit Profit/loss attributable to equity holders of the parent

Our operating profit in 2020 was EUR 885 million, an increase of and earnings per share
EUR 400 million, compared to an operating profit of EUR 485 million The loss attributable to equity holders of the parent in 2020 was
in 2019. The increase in operating profit was primarily due to lower EUR 2 520 million, a decrease of EUR 2 534 million, compared to a profit
research and development expenses and lower selling, general and of EUR 14 million in 2019. The change in profit attributable to equity
administrative expenses, partially offset by a net negative fluctuation holders of the parent was primarily due to higher income tax expenses,
in other operating income and expenses and lower gross profit. partially offset by an improvement in operating profit, and net positive
Our operating margin in 2020 was 4.0%, compared to 2.1% in 2019. fluctuation in financial income and expenses.
Financial income and expenses
Financial income and expenses were a net expense of EUR 164 million Our EPS from continuing operations in 2020 was negative EUR 0.45 (basic)
in 2020, a decrease of EUR 177 million, or 52%, compared to a net and negative EUR 0.45 (diluted) compared to EUR 0.00 (basic) and
expense of EUR 341 million in 2019. The net positive fluctuation EUR 0.00 (diluted) in 2019.
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
Discontinued operations
exchange volatility. We sell trade receivables to various financial Discontinued operations include the continuing financial effects of the
institutions without recourse in the normal course of business, HERE business and the D&S business. The Group sold its HERE digital
in order to manage our credit risk and working capital cycle. mapping and location services business to a German automotive
industry consortium comprised of AUDI AG, BMW Group and Daimler
Profit before tax AG in a transaction that was completed on December 4, 2015. The
Our profit before tax in 2020 was EUR 743 million, an increase of Group sold substantially all of its Devices & Services business to
EUR 587 million compared to EUR 156 million in 2019. Microsoft in a transaction that was completed on April 25, 2014.
Income tax The timing and amount of financial effects are largely dependent upon
Income taxes were a net expense of EUR 3 256 million in 2020, external factors such as final outcomes of uncertain tax positions.
an increase of EUR 3 118 million compared to a net expense of Refer to Note 6, Discontinued operations, of our consolidated
EUR 138 million in 2019. The increase in net income taxes was financial statements included in this Annual Report.
primarily attributable to the derecognition of Finnish deferred tax For the year ended December 31, 2020 compared to the year
assets of EUR 2.9 billion and, to a lesser extent, higher income taxes ended December 31, 2019
due to increased profitability in 2020 compared to 2019. The Discontinued operations loss for the year was EUR 3 million in 2020
derecognition was required due to a regular assessment of our ability compared to a loss of EUR 7 million in 2019. In 2019, the loss for the
to utilize the tax assets in Finland in the foreseeable future that is year included an addition of EUR 7 million to, and a deduction of
done primarily based on our historical performance. These tax assets EUR 1 million from, gain on the sale related to D&S business and
are not lost, and the derecognition can be reversed. They can still be HERE business, respectively, due to tax indemnification.
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.

NOKIA IN 2020 87
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.

2020 2019 Year-on-year

For the year ended December 31 EURm % of net sales EURm % of net sales change %
Net sales(1) 16 852 100.0 18 209 100.0 (7)
Cost of sales (11 108) (65.9) (12 632) (69.4) (12)
Gross profit 5 744 34.1 5 577 30.6 3
Research and development expenses (2 908) (17.3) (2 943) (16.2) (1)
Selling, general and administrative expenses (1 745) (10.4) (1 929) (10.6) (10)
Other operating income and expenses (156) (0.9) (40) (0.2) –
Operating profit 935 5.5 665 3.7 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 The decrease in Fixed Access net sales was primarily due to declines in
Networks net sales in 2020 were EUR 16 852 million, a decrease of copper access technologies, services and digital home, partially offset
EUR 1 357 million, or 7%, compared to EUR 18 209 million in 2019. by growth in fiber access technologies.
The decrease in Networks net sales was primarily due to Mobile Access
and, to a lesser extent, IP Routing, Fixed Access and Optical Networks. The decrease in Optical Networks net sales was in comparison to a
Mobile Access net sales were EUR 10 630 million in 2020, a decrease particularly strong 2019 and was also driven by temporary supply
of EUR 1 025 million, or 9%, compared to EUR 11 655 million in 2019. chain constraints as a result of COVID-19, which impacted the first
IP Routing net sales were EUR 2 768 million in 2020, a decrease of half of 2020.
EUR 153 million, or 5%, compared to EUR 2 921 million in 2019. Gross profit
Fixed Access net sales were EUR 1 759 million in 2020, a decrease Networks gross profit in 2020 was EUR 5 744 million, an increase
of EUR 122 million, or 6%, compared to EUR 1 881 million in 2019. of EUR 167 million, or 3%, compared to EUR 5 577 million in 2019.
Optical Networks net sales were EUR 1 695 million in 2020, a decrease Networks gross margin in 2020 was 34.1%, compared to 30.6%
of EUR 57 million, or 3%, compared to EUR 1 752 million in 2019. in 2019. The increase in Networks gross profit was primarily due to
The decrease in Mobile Access net sales was primarily due to network Mobile Access, partially offset by IP Routing and Fixed Access. The
deployment and planning services and legacy radio technologies, increase in Mobile Access gross profit was primarily due to higher gross
partially offset by strong growth in 5G. margin, partially offset by lower net sales. The higher gross margin
in Mobile Access was primarily due to improved 5G gross margin and,
The decrease in IP Routing net sales was in comparison to a particularly to a lesser extent, favorable mix, partially offset by project-related loss
strong 2019, which benefited from pent-up demand for some of its provisions. The favorable mix was primarily due to a lower proportion
newly introduced FP4 products. 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.

88 NOKIA IN 2020
 Board review

Operating expenses Networks other operating income and expenses was an expense of
Networks research and development expenses were EUR 2 908 million EUR 156 million in 2020, a change of EUR 116 million compared to
in 2020, a decrease of EUR 35 million, or 1%, compared to an expense of EUR 40 million in 2019. The change in other operating
EUR 2 943 million in 2019. The decrease in Networks research and income and expenses was primarily due to the net effect of loss
development expenses was primarily due to Mobile Access, partially allowances on certain trade receivables.
offset by Optical Networks. The lower research and development
expenses in Mobile Access was primarily due to progress related to Operating profit
Nokia’s cost savings program, partially offset by higher investments Networks operating profit was EUR 935 million in 2020, an increase
in 5G R&D to accelerate our product roadmaps and cost of EUR 270 million, or 41%, compared to EUR 665 million in 2019.
competitiveness. The higher research and development expenses in Networks operating margin was 5.5% in 2020, compared to 3.7%
Optical Networks was primarily due to increased investments related in 2019. The increase in operating margin was primarily attributable
to our Elenion acquisition. In 2020, annual variable compensation to Mobile Access and, to a lesser extent, Fixed Access, partially offset
within Networks research and development expenses was higher, by IP Routing and Optical Networks.
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.

2020 2019 Year-on-year

For the year ended December 31 EURm % of net sales EURm % of net sales change %
Net sales 2 656 100.0 2 767 100.0 (4)
Cost of sales (1 274) (48.0) (1 314) (47.5) (3)
Gross profit 1 382 52.0 1 453 52.5 (5)
Research and development expenses (459) (17.3) (458) (16.6) –
Selling, general and administrative expenses (397) (14.9) (395) (14.3) 1
Other operating income and expenses (19) (0.7) (11) (0.4) –
Operating profit 507 19.1 589 21.3 (14)

Net sales Operating expenses

Nokia Software net sales in 2020 were EUR 2 656 million, a decrease Nokia Software research and development expenses were
of EUR 111 million, or 4%, compared to EUR 2 767 million in 2019. EUR 459 million in 2020, an increase of EUR 1 million, compared
The decrease in Nokia Software net sales was primarily due to core to EUR 458 million in 2019.
networks and applications.
Nokia Software selling, general and administrative expenses were
Gross profit EUR 397 million in 2020, an increase of EUR 2 million, or 1%,
Nokia Software gross profit in 2020 was EUR 1 382 million, a decrease compared to EUR 395 million in 2019.
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% Nokia Software other operating income and expenses was an expense
in 2019. The decrease in Nokia Software gross profit was primarily of EUR 19 million in 2020, a change of EUR 8 million compared to an
due to lower net sales. In 2020, annual variable compensation within expense of EUR 11 million in 2019.
Nokia Software cost of sales was higher, compared to 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.

NOKIA IN 2020 89
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.

2020 2019 Year‑on‑year

For the year ended December 31 EURm % of net sales EURm % of net sales change %
Net sales 1 402 100.0 1 487 100.0 (6)
Cost of sales (9) (0.6) (28) (1.9) (68)
Gross profit 1 393 99.4 1 459 98.1 (5)
Research and development expenses (149) (10.6) (111) (7.5) 34
Selling, general and administrative expenses (81) (5.8) (101) (6.8) (20)
Other operating income and expenses 1 0.1 (8) (0.5) –
Operating profit 1 164 83.0 1 239 83.3 (6)

Net sales Nokia Technologies selling, general and administrative expenses in

Nokia Technologies net sales in 2020 were EUR 1 402 million, a 2020 were EUR 81 million, a decrease of EUR 20 million, or 20%,
decrease of EUR 85 million, or 6%, compared to EUR 1 487 million compared to EUR 101 million in 2019. The decrease in Nokia
in 2019. The decrease in Nokia Technologies net sales was primarily Technologies selling, general and administrative expenses was
due to lower brand licensing net sales and lower catch-up net sales. primarily due to lower licensing-related costs.
Gross profit Nokia Technologies other operating income and expenses in 2020
Nokia Technologies gross profit in 2020 was EUR 1 393 million, a was a net income of EUR 1 million, a change of EUR 9 million compared
decrease of EUR 66 million, or 5%, compared to EUR 1 459 million in to a net expense of EUR 8 million in 2019.
2019. The lower gross profit in Nokia Technologies was primarily due
to lower net sales, partially offset by higher gross margin. The higher Operating profit
gross margin reflects costs associated with a one-time sale of patent Nokia Technologies operating profit in 2020 was EUR 1 164 million,
assets that negatively impacted 2019. 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 expenses operating profit was primarily due to lower gross profit and higher
Nokia Technologies research and development expenses in 2020 were research and development expenses, partially offset by lower selling,
EUR 149 million, an increase of EUR 38 million, or 34%, compared to general and administrative expenses and a net positive fluctuation in
EUR 111 million in 2019. The increase in Nokia Technologies research other operating income and expenses. Nokia Technologies operating
and development expenses was primarily due to higher investments margin in 2020 was 83.0% compared to 83.3% in 2019.
to drive creation of intellectual property and higher costs to maintain
our patent portfolio.

90 NOKIA IN 2020
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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.

2020 2019 Year‑on‑year

For the year ended December 31 EURm % of net sales EURm % of net sales change %
Net sales 982 100.0 952 100.0 3
Cost of sales (992) (101.0) (918) (96.4) 8
Gross profit (10) (1.0) 34 3.6 –
Research and development expenses (301) (30.7) (312) (32.8) (4)
Selling, general and administrative expenses (266) (27.1) (269) (28.3) (1)
Other operating income and expenses 52 5.3 57 6.0 –
Operating loss (525) (53.5) (490) (51.5) 7

Net sales Operating expenses

Group Common and Other net sales in 2020 were EUR 982 million, Group Common and Other research and development expenses
an increase of EUR 30 million, or 3%, compared to EUR 952 million in 2020 were EUR 301 million, a decrease of EUR 11 million, or 4%,
in 2019. The increase in Group Common and Other net sales was compared to EUR 312 million in 2019.
primarily due to Alcatel Submarine Networks, partially offset by
Radio Frequency Systems. Group Common and Other selling, general and administrative
expenses in 2020 were EUR 266 million, a decrease of EUR 3 million,
Gross profit or 1%, compared to EUR 269 million in 2019.
Group Common and Other gross profit in 2020 was negative
EUR 10 million, a decrease of EUR 44 million, compared to positive Group Common and Other other operating income and expense in
EUR 34 million in 2019. The lower gross profit was primarily due to 2020 was a net income of EUR 52 million, a change of EUR 5 million
lower gross margin in Alcatel Submarine Networks. Group Common compared to a net income of EUR 57 million in 2019.
and Other gross margin in 2020 was negative 1.0% compared to Operating loss
positive 3.6% in 2019. 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.

NOKIA IN 2020 91
Operating and financial review
continued

Liquidity and capital resources 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
Financial position projects, and repair or improvements of sites.
As of December 31, 2020, our total cash and current financial In 2020, our cash inflow from financing activities was EUR 883 million,
investments (defined as cash and cash equivalents and current compared to EUR 479 million cash used in 2019. The cash inflow
financial investments) equaled EUR 8 061 million, an increase of was primarily driven by cash inflow from long-term borrowings of
EUR 2 054 million, compared to EUR 6 007 million as of December 31, EUR 1 349 million, partially offset by paid dividends of EUR 148 million,
2019. The increase was primarily attributable to net cash inflow from paid by subsidiaries of the Group to non-controlling interest, compared
operating activities of EUR 1 759 million and proceeds from long-term to EUR 570 million in 2019, primarily relating to dividends to equity
borrowings of EUR 1 595 million, partially offset by capital expenditure holders of the parent. The payments of the principal portion of lease
of EUR 479 million, repayment of long-term borrowings of liabilities were EUR 234 million in 2020 compared to EUR 221 million
EUR 246 million, and payment of principal portion of lease liabilities in 2019.
of EUR 234 million. As of December 31, 2018, our total cash and
current financial investments equaled EUR 6 873 million.
Financial assets and debt
As of December 31, 2020, our net cash and current financial As of December 31, 2020, our net cash and current financial
investments (defined as total cash and current financial investments investments equaled EUR 2 485 million consisting of EUR 8 061 million
less long-term and short-term interest-bearing liabilities) equaled in total cash and current financial investments, and EUR 5 576 million
EUR 2 485 million, an increase of EUR 755 million, compared to of long-term and short-term interest-bearing liabilities.
EUR 1 730 million as of December 31, 2019. The increase was
mainly attributable to net cash inflow from operating activities We hold our total cash and current financial investments
of EUR 1 759 million, partially offset by capital expenditure of predominantly in euro. Our current financial investments mainly
EUR 479 million, and payment of the principal portion of the lease include high-quality money market and fixed income instruments with
liabilities of EUR 234 million. As of December 31, 2018, our net strict maturity limits. We also have a EUR 1 500 million revolving credit
cash and current financial investments equaled EUR 3 053 million. facility available for liquidity purposes. The facility has no financial
covenants and remains undrawn.
As of December 31, 2020, our cash and cash equivalents equaled
EUR 6 940 million, an increase of EUR 1 030 million compared to As of December 31, 2020, our interest-bearing liabilities consisted of
EUR 5 910 million as of December 31, 2019. As of December 31, 2018, EUR 350 million notes due in 2021, USD 500 million notes due in 2022,
our cash and cash equivalents equaled EUR 6 261 million. 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
Cash flow Investment Bank with final maturity in 2025, EUR 750 million notes
Our cash inflow from operating activities in 2020 was EUR 1 759 million, due in 2026, USD 500 million notes due in 2027, EUR 500 million notes
an increase of EUR 1 369 million compared to a cash inflow of due in 2028, USD 74 million notes due in 2028, USD 206 million notes
EUR 390 million in 2019. The increase was primarily attributable to due in 2029, USD 500 million notes due in 2039, and EUR 322 million
a decrease in cash tied-up to net working capital of EUR 710 million of other liabilities. The EUR notes maturing in 2021, 2024, 2025, 2026,
in 2020 compared to EUR 1 788 million cash tied-up in 2019, and and 2028 as well as the USD notes maturing in 2022, 2027, and 2039
net profit, adjusted for non-cash items, of EUR 2 751 million, an are issued by Nokia Corporation, while the USD notes maturing in 2028
increase of EUR 113 million compared to EUR 2 638 million in 2019. and 2029 are issued by Lucent Technologies Inc., a predecessor to
The primary driver for the decrease in net working capital tied-up was Nokia of America Corporation (Nokia’s wholly-owned subsidiary,
related to a decrease in liabilities of EUR 845 million compared to a formerly known as Alcatel-Lucent USA Inc.). The loans from the Nordic
decrease of EUR 2 232 million in 2019, and a decrease in inventories Investment Bank and from the European Investment Bank are drawn
of EUR 553 million compared to a decrease of EUR 285 million in 2019. by Nokia Corporation. Refer to Note 23, Interest-bearing liabilities,
The decrease in liabilities was primarily attributable to a decrease in of our consolidated financial statements included in this Annual
trade payables, driven by lower inventory levels, a decrease in deferred Report for further information regarding our interest-bearing liabilities.
revenue and restructuring and associated cash outflows, partially
offset by an increase in provisions and an increase in liabilities related In February 2020, we drew a EUR 500 million R&D loan from the
to employee benefits. The decrease in inventories was attributable to European Investment Bank. The loan facility agreement was signed
improved inventory management and temporary dynamics related to in August 2018 and the loan will mature in February 2025.
COVID-19. In 2020, the increase in receivables was EUR 418 million
In May 2020, we executed capital markets transactions, including
compared to a decrease of EUR 159 million in 2019.
issuances of EUR 500 million notes due in 2025 and EUR 500 million
In 2020, cash inflow from operating activities included paid taxes notes due in 2028 and, pursuant to a cash tender offer, a purchase
of EUR 280 million, a decrease of EUR 236 million compared to of EUR 150 million of notes due in 2021. The notes were issued under
EUR 516 million in 2019; interest received of EUR 33 million compared our EUR 5 billion Euro Medium-Term Note Programme.
to EUR 57 million in 2019; and interest paid of EUR 35 million,
In June 2020, we exercised our option to extend the maturity date
compared to EUR 1 million in 2019.
of the EUR 1 500 million revolving credit facility. Subsequent to the
The cash outflow from investing activities equaled EUR 1 517 million extension, EUR 1 412 million of the facility has its maturity in June
in 2020, an increase of EUR 1 350 million compared to EUR 167 million 2025 with a one-year extension option remaining, and EUR 88 million
cash outflow in 2019. Cash outflow from investing activities was of the facility has its maturity in June 2024.
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.

92 NOKIA IN 2020
 Board review

We consider that with EUR 8 061 million of total cash and current
financial investments, and with our undrawn revolving credit facility, Foreign exchange impact
we have sufficient funds to satisfy our future working capital needs, We are a company with global operations and net sales derived from
capital expenditure, R&D investments, structured finance, venture various countries, invoiced in various currencies. Therefore, our
fund commitments, acquisitions and debt service requirements, at business and results from operations are exposed to changes in
least through 2021. We further consider that with our current credit exchange rates between the euro, our reporting currency, and other
ratings of BB+ by Standard & Poor’s, Ba2 by Moody’s, and BBB- by currencies, such as the US dollar and the Chinese yuan. The magnitude
Fitch, we have access to the capital markets should any funding needs of foreign exchange exposures changes over time as a function of
arise in 2021. our net sales and costs in different markets, as well as the prevalent
We aim to re-establish investment grade credit ratings. currencies used for transactions in those markets. Significant changes
in exchange rates may also impact our competitive position and
Off-balance sheet arrangements related price pressures through their impact on our competitors.
There are no material off-balance sheet arrangements that have, or
are reasonably likely to have, a current or future effect on our financial To mitigate the impact of changes in exchange rates on our results,
condition, revenues or expenses, results of operations, liquidity, we hedge material net foreign exchange exposures (net sales less
capital expenditures or capital resources that are material to investors, costs in a currency) typically with a hedging horizon of approximately
except for the purchase obligations and lease commitments, as well 12 months. For the majority of these hedges, hedge accounting is
as guarantees and financing commitments disclosed in Note 30, applied to reduce income statement volatility.
Commitments, contingencies and legal proceedings, and in Note 36, In 2020, approximately 25% of Group net sales and total costs were
Financial risk management, of our consolidated financial statements denominated in euro, and approximately 50% of Group net sales and
included in this Annual Report. total costs were denominated in US dollars. In 2020, approximately 5%
of Group net sales and total costs were denominated in Chinese yuan.
Venture fund investments and commitments
The average currency mix for Group net sales and total costs:
We make financing commitments to a number of unlisted venture
funds that make technology-related investments. The majority of the 2020 2019
investments are managed by NGP Capital, a global venture capital firm
Currency Net sales Total costs Net sales Total costs
backing companies that are creating the connected world through
sensors, 5G mobile, hybrid cloud and intelligent technology. EUR ~25% ~25% ~25% ~25%
USD ~50% ~50% ~50% ~45%
As of December 31, 2020, our venture fund investments equaled
CNY ~5% ~5% ~5% ~10%
EUR 745 million, compared to EUR 740 million as of December 31,
2019. Refer to Note 24, Fair value of financial instruments, of Other ~20% ~20% ~20% ~20%
our consolidated financial statements included in this Annual Total ~100% ~100% ~100% ~100%
Report for further information regarding fair value of our venture
fund investments. For the full year 2020 compared to the previous year, the US dollar
As of December 31, 2020, our venture fund commitments equaled was weaker against the euro. The weaker US dollar in 2020 on a
EUR 189 million, compared to EUR 244 million as of December 31, year-on-year basis had a negative impact on our net sales reported in
2019. As a limited partner in venture funds, we are committed to euros. However, the weaker US dollar also contributed to slightly lower
capital contributions and entitled to cash distributions according to costs of sales and operating expenses on a year-on-year basis. In total,
the respective partnership agreements and underlying fund activities. before hedging, the weaker US dollar on a year-on-year basis had a
Refer to Note 30, Commitments, contingencies and legal proceedings, slightly negative effect on our operating profit in 2020.
of our consolidated financial statements included in this Annual Report During 2020, the Chinese yuan depreciated against the euro on a
for further information regarding commitments and contingencies. year-on-year basis and this had a slightly negative impact on our net
sales reported in euros. However, the weaker Chinese yuan also
Treasury policy contributed to slightly lower cost of sales and operating expenses
Treasury activities are governed by the Nokia Treasury Policy approved on a year-on-year basis. In total, before hedging, the slightly weaker
by the President and CEO and supplemented by operating procedures Chinese yuan on a year-on-year basis had an approximately neutral
approved by the CFO, covering specific areas such as foreign exchange impact on our operating profit in 2020.
risk, interest rate risk, credit risk and liquidity risk. The objective of For a discussion of the instruments used by us in connection with our
treasury’s liquidity and capital structure management activities is to hedging activities, refer to Note 36, Financial risk management, of our
ensure that we have sufficient liquidity to go through unfavorable consolidated financial statements included in this Annual Report. Refer
periods without being severely constrained by the availability of funds also to “Operating and financial review and prospects – Risk factors”.
to execute Nokia’s business plans and implement Nokia’s long-term
business strategy. We are risk-averse in our treasury activities.

NOKIA IN 2020 93
Our response to COVID-19

Our response
to COVID-19

The COVID-19 pandemic changed The health of our employees We enabled networks to stay
the world in ways we didn’t and their families is our online
anticipate or expect. Together, first priority The unwavering commitment of Nokia team
members and the extraordinary efforts of all
we faced a once-in-a-generation The pandemic is of course first and foremost
our customers – service providers, webscales
a health emergency. While Nokia was in a
struggle that called governments, strong position to support the vital networks and large digital enterprises – were key for
regulators, businesses, NGOs, that enabled the world to keep working, keeping networks running and people online.

groups and individuals to do learning and communicating, protecting the Almost all business decisions in 2020 were
health of our employees and their families affected by the pandemic to some degree,
everything they could to keep was our highest priority. but some deployments were more directly
themselves and communities We took, and continue to take, several COVID-19 influenced. In the earliest days of
safe, and economies resilient and measures to protect our employees, their 2020, our team assisted in opening the first
5G base station at one of the key epidemic
connected. In this section we families, and our customers while keeping
hospitals in Wuhan in just two days. In rural
our work and networks going. We provide
focus on the impact of COVID-19 more details about this in the “Sustainability California, we met a customer’s goal of
providing a wireless solution that can deliver
on our employees, communities and corporate responsibility” section.
high-speed broadband to people who did not
and the industry. For the impact have access previously and address traffic
As the pandemic spread, needs driven by COVID-19. In Pennsylvania,
of COVID-19 on our operations
internet traffic surged we enabled a large medical center to connect
and financial performance, refer ventilators and inpatient beds for real-time
The pandemic had a fundamental impact on
to “Operating and financial network traffic volumes. As people started patient monitoring. In India, we completed the
world’s largest Dynamic Spectrum Refarming
review” section. spending more time at home, working,
deployment to improve network coverage and
watching TV, and gaming, it put an unexpected
strain on networks around the world. enhance connectivity to meet growing data
demand driven by COVID-19. In Algeria, we
In 2020, global internet traffic and traffic in implemented ultra-high network capacity
service provider networks experienced a technology to meet growing mobile traffic
year’s worth of growth in just a few weeks. demand. In Sri Lanka and the Philippines, we
Statistics show: deployed next generation fiber networks to
bring ultra-fast broadband access to homes
■ 30–50% increase in network traffic; during the unprecedented events of 2020.
■ 50–100% increase in video streaming And in Chile, the pandemic has increased
traffic; the value of our IMPACT Connected Device
Platform, which enables remote management
■ 350% increase in videoconferencing traffic; of networks and IoT devices.
■ 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.
Ensuring employee safety while conducting
environmental testing.

94 NOKIA IN 2020
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NOKIA IN 2020 95
Our response to COVID-19 continued

Beyond our existing portfolio, we applied our Re-establishing the new normal
technical expertise to create new ways of
By September, traffic levels settled down to
connecting and working to ease the strain
20–30% above the pre-pandemic level, albeit
of the pandemic. We created a camera that
with expected seasonal growth. We believe
takes the temperature of 20 people every
that these elevated traffic levels could be the
30 milliseconds and incorporated it into
“new normal” for the near future. Many
a solution that allows real-time health
believe that the level of usage seen in 2020
monitoring and tracking, providing
was an acceleration of trends already
organizations with an automated, simple
underway before the pandemic.
and scalable approach to identify COVID-19
symptoms and monitor mask compliance Having experienced a once-in-a-lifetime
for facilities with thousands of people. pandemic, all operators are in a position to
reconsider past assumptions and take a fresh
We introduced artificial intelligence
look at their future investment strategies. We
technology to optimize our supply chain.
have captured additional insight into the
This enabled our customers to receive their
global 2020 network usage and how service
orders in the shortest amount of time and
providers can effectively prepare for the new
keep local households online and connected.
normal in the Nokia Deepfield Network
Intelligence Report 2020.

96 NOKIA IN 2020
 Board review

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.

NOKIA IN 2020 97
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.

98 NOKIA IN 2020
 Board review

We believe the positive impact of the The alignment of sustainability strategy, to achieving the SDGs. Our Code of Conduct
technology we create and deliver far priorities, and the implementation of defines our way of working and we have clear
outweighs the potential negative impacts and sustainability activities across Nokia is steered policies and processes for each identified
provides our greatest positive contribution to by our Sustainability Council. The Council material sustainability risk.
the United Nations Sustainable Development consists of senior leaders, including
Goals (SDGs). Communications technologies management representatives with The main features of our risk management
provide access to better healthcare, education climate-related responsibilities, from units systems are described as part of our
and greater economic opportunity, enable such as product development, real estate, and Corporate governance statement (see
more efficient industrial, agricultural and procurement. Responsibilities of the Council Corporate Governance—Risk management,
resource use, and contribute to a more include the assessment and monitoring internal control and internal audit functions
equitable, secure society, and a cleaner, of climate-related topics, review of the at Nokia). In addition, the “Risk factors”
safer planet. materiality, targets and overall performance section of this report provides discussion
of various sustainability-related matters and on the most important risk factors affecting
Our products and solutions are designed to giving additional exposure to sustainability our operations. These risks include
drive social, environmental, and economic risks and opportunities. In 2020, the Council sustainability-related threats such as: risks
progress. Furthermore, we continue to was managed by our Head of Sustainability related to product safety, environmental
develop processes, policies and programs who reported to the Chief Marketing Officer. accidents, health, privacy and security,
that align with globally recognized ethical The Council typically meets bi-annually, and including cybersecurity threats; risk of
and responsible business practices and more frequently upon request. Day-to-day potential human rights abuse through misuse
frameworks. sustainability issues and activities are of the technology we provide; risk of potential
orchestrated by a dedicated corporate team lack of proper respect for human rights,
Sustainability governance and subject matter experts in different fair labor conditions, the environment and
functions. Sustainability-related actions communities in our operations and supply
Sustainability issues are reviewed by the chains; risk of non-compliance with
Board of Directors as part of an annual and programs all have their named
responsible owners. regulations or our supplier and customer
sustainability review, which includes a review requirements; violation of ethical standards,
of the sustainability strategy, key targets and including our Code of Conduct; labor unrest
actions, and performance. Nokia Group Risk management and strikes; inability to retain, motivate,
Leadership Team and its members are Sustainability risks are part of our Enterprise develop and recruit appropriately skilled
responsible for the management and Risk Management framework with employees; purchasing boycotts and public
implementation of sustainability-related multi-disciplinary company-wide risk harm to our brand; risks related to issues with
activities within their individual organizations identification, assessment, and management tariffs and taxation, including tax disputes;
when relevant to their responsibility area. In processes. We recognize and aim to mitigate and disruptions in our manufacturing, service
2020, the Chief Marketing Officer had overall the potential risks and negative impacts creation, delivery, logistics or supply chain
responsibility for sustainability in the Group associated with our business whether related caused, for instance, by natural disasters,
Leadership Team. to technology, supply chain, climate or people, military actions, civil unrest, public health and
while also driving the opportunities within and safety threats (including disease outbreaks),
beyond our business in order to contribute 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. ”

NOKIA IN 2020 99
Sustainability and
corporate responsibility continued

Our key sustainability targets

Focus area Target Target status

Improving lives Helping our customers connect the next billion subscriptions between 2016 and 2022 Achieved
with technology
Climate Science Based Target (Scope 1 and 2): On track
Reduce GHG emissions from our own operations by 41% between 2014 and 2030
Science Based Target (Scope 3): On track
Reduce GHG emissions from our products by 75% between 2014 and 2030
Integrity Achieve 95% completion rate for Ethical Business Training in 2020 Achieved
Culture Increase the share of women in leadership by 25% between 2016 and 2020 Not achieved

Strategy and targets In 2020, we had 20 short- and long-term prohibiting visitors from accessing Nokia sites,
sustainability targets. The key targets are eventually closing virtually all Nokia sites, and
At the core of our sustainability approach
listed in the table above. Other targets are set only allowing access to Nokia sites to a small
is the belief that the purpose of technology
for specific material sustainability topics and number of people involved in critical work that
is to improve people’s lives. During 2020,
can be found as part of our 2020 People & could not be conducted offsite.
we launched our new sustainability strategic
Planet report. We take a systematic approach
approach, which is focused on the areas we In order to facilitate operations where remote
to identifying sustainability risks and
believe will have the greatest impact on work is not possible, including field teams and
opportunities, and we aim to minimize the
sustainable development and our business. factory operations, guidelines and mitigating
negative impact of our operations and to find
Although we need to be agile with our controls were implemented. As countries have
new opportunities for revenue increase and
sustainability approach, we have identified eased restrictions, we have made changes
cost savings. Sustainability with targets,
three main cornerstones through which both to the physical working environments
activities and follow-up processes is included
we can truly improve people’s lives with and our procedures for their use, ensuring
in various business activities and related
technology and on which we need to focus that physical distancing is maintained and
strategies. Our business model is described in
to maintain our leading position in industry hygiene levels remain high, and that processes
the “Business overview” section of this report.
sustainability: climate, integrity and culture. are in place for both infection management
and contact tracing. We continually update
In terms of the fundamental necessities of Dealing with the COVID-19 our guidance as the situation develops.
responsible business, we also need to ensure
we continuously develop our existing
pandemic We recognize that the pandemic impacts
sustainability-related housekeeping practices As a global business, many aspects of our employees’ work and personal lives in
to create value and comply with stakeholder our operations have been impacted by diverse ways. We offer flexible working hours
requests, legal requirements, customer the ongoing COVID-19 pandemic. so people can also fulfill their personal
expectations and increased demand Telecommunications is an essential service responsibilities during these challenging
for efficiency and transparency. The and one that became even more so as times. We conducted our 2020 annual salary
housekeeping practices provide a solid countries progressively locked down in 2020 review cycle and continued to pay incentives
foundation to our sustainable development to reduce the spread of the virus. We have had to our employees where applicable. We have
as a company, including areas such as: to adapt our ways of working to ensure that continued to pay salary and benefits for
operational environmental management and our people remain safe while our operations employees who cannot work from home
circularity; health and safety; labor practices continue. This has been led centrally by a and whose work site is closed and ensured
in our own operations; responsible sourcing; global crisis and continuity management team additional paid leave and sick leave for
and preventing the misuse of technology. with regional and country crisis management employees who are in self-quarantine and
teams ensuring local implementation. cannot work remotely. We have also kept
Our primary aim was to limit the likelihood of frequent contact with our colleagues who
exposure for Nokia staff and those working for were on an international assignment and
us. This means that in very early phases of the supported them with accommodation,
pandemic we transferred all our employees medical coverage and registration to
to a temporary work from home policy local embassies.
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,

100 NOKIA IN 2020

 Board review

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
As most of our employees continue working Amid the crisis, we also launched our in September using our Fixed Wireless
remotely, we are providing guidance on how COVID-19 donation fund in March 2020 Access solution.
staff can maintain a healthy work-life balance and engaged with local organizations such
and look after their physical and mental as hospitals, community groups and
well-being. For example, our Personal Support non-governmental organizations in 48
Service provides our employees with the countries, helping them fight the pandemic
opportunity of attending virtual learning and mitigate its impacts.
events on a broad range of health and
well-being related topics, as well as Improving lives with technology
professional, confidential support. We
introduced separate people management Our technology connects people to the
guidelines during the crisis, and we ensure our services, places, opportunities and other
employees, line managers and senior leaders people that matter to them. One of our key
are updated on the pandemic guidelines via targets includes helping our customers to
multiple channels: webcasts, newsletters, line connect the next billion subscribers by 2022,
manager and Human Resources calls, and compared to approximately 5.5 billion at the
a dedicated COVID-19 information hub. end of 2016. The target is measured by
We also ran several employee surveys to track number of subscriptions in Nokia radio
how our employees were coping with the customers’ networks. In 2020, the radio
pandemic, share experiences and provide networks we supplied to our customers
an additional channel for feedback and to served around 6.6 billion subscriptions
request guidance and support. worldwide, meaning we reached the target

NOKIA IN 2020 101

Sustainability and
corporate responsibility continued

Combating climate change We have utilized climate-related scenarios to We constantly strive to drive down the
support the review of our climate-related risks, energy required by our products in use in
Climate change remains a significant risk our customers’ communications networks,
opportunities, and related implications to our
to society. We recognize that we provide helping them to reduce their carbon footprint
business. In our analysis, we applied global
products and services globally that may as this is by far the greater part of our own
warming scenarios of 1.5°C and 2.0°C, based
affect the environment as manufacturing, carbon footprint. We have delivered zero
on 2DS scenario by the lnternational Energy
distributing, and operating these products emission products to over 150 customers
Association’s and RCP2.6 (Representative
require energy and other resources. The most around the world. Modernization of legacy
Concentration Pathway) scenario by the
material climate-related opportunities and networks drives improved energy efficiency.
Intergovernmental Panel on Climate Change.
risks are related to our ability to help other The customer base station sites we
The results of this analysis have provided
industries to reduce their emissions and the modernized in 2020 used on average 54%
information for our risks and opportunity
energy efficiency of our products. We believe less energy than those where our customers
analysis, stressed the need for greater and
that the opportunities our technology did not modernize. Not only does this reduce
more urgent greenhouse gas (GHG) emission
provides to our customers, industry and environmental impacts, it also provides an
reduction activities and served as a basis for
society, and the measures we have taken in improved financial upside for our customers.
our Science Based Target setting. We have
our operations can positively contribute to
also aligned our climate-related disclosures in
the fight against climate change. Our own During 2020, we worked hard to recalibrate
our CDP report according to the guidance of
operations are not very sensitive to the our existing long-term science-based targets
the Task Force on Climate-related Financial
changes in energy pricing or natural in line with the goal to limit rises in global
Disclosures. CDP is a global organization that
catastrophes. However, climate change can average temperatures to 1.5°C. This is a
runs a bespoke global disclosure system for
impact our customers and supply chain, commitment we made in 2019, and we expect
investors, companies, cities, states, and
as well as the global economy, political and to communicate our updated science-based
regions to manage their environmental
social stability. targets in early 2021. The existing targets
impacts. We publish our detailed GHG
emissions also in our People & Planet report. 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.

102 NOKIA IN 2020

 Board review

Conducting our business Anti-corruption and bribery

We do not engage in, nor do we tolerate,
with integrity corrupt behavior by our employees or
Our long-standing reputation for integrity suppliers. We employ a multi-faceted
is our most important asset. At Nokia, every approach to prevent corruption. We have clear
employee is responsible and accountable for and unequivocal policies concerning improper
upholding our high ethical values. Trust has payments, facilitation payments, gifts and
never been more important, and we strive hospitality, sponsorships and donations,
every day to earn and to keep the trust of our and other areas of risk for public and
customers, governments, employees and private corruption.
other stakeholders with whom we interact.
In these challenging times, our unwavering We carry out training and regularly
commitment to integrity remains steadfast. communicate to our employees regarding
legal and compliance risks, and we review
Our Code of Conduct is the foundation upon these risks and our mitigation measures with
which this commitment rests. Our Code sets the company’s senior leadership and Audit
out four straightforward defining principles: Committee. We conduct periodic audits and
we follow the laws where we do business; we risk assessments to ensure that we identify
set an example for one another by being and respond to corruption risks across
honest and fair; we promote a culture of our operations. Our Compliance Controls
integrity through mutual respect and trust; Framework (CCF) reviews are comprehensive,
and we hold each other accountable to adhere bottom-up assessments that identify gaps
to the Code and report potential violations. or shortcomings in our compliance program,
and we develop and implement risk mitigation
These guiding principles are supplemented by plans in response to each review. We also carry
14 key business policy statements covering out risk-based due diligence and monitoring
critical issues and risks we face: Improper procedures for different categories of third
Payments/Anti-Corruption, Conflicts of parties (such as suppliers and business

6.6 billion
Interests, Fair Competition, Privacy, Dealing partners) to assess and to manage potential
with Government Officials, Intellectual risks related to engaging and working with
Property & Confidential Information, Working them. In addition, we screen our
with Third Parties, Trade Compliance, Insider end-customers to assess possible legal,
In 2020 the radio networks we supplied to Trading, Health, Safety & Labor Conditions, compliance and reputational risks associated
our customers served around 6.6 billion Controllership, Fair Employment Practices, with them (including, but not limited to,
subscriptions worldwide. Human Rights, and Environment. An additional sanctions and money laundering risks).
Code of Ethics sets out further expectations
of our CEO and senior executive financial The Anti-Corruption Center of Excellence

54%
The customer base station sites we
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
(CoE) is a dedicated group within our
compliance team that assesses and
monitors risks associated with commercial
third parties and the provisioning of
further supplemented by policies, procedures hospitality, sponsorships, and donations
modernized in 2020 used on average 54%
and guidance documents covering a range on behalf of Nokia. The activities of the CoE
less energy than those where our customers
of topics such as third-party screening are digitalized and tool-based, including
did not modernize.
procedures, corporate hospitality, and more. for example monitoring and online training.
Third parties are not only expected to adhere

96.2%
In 2020, we continued our longstanding to our Third-Party Code of Conduct; they are
practice of providing annual training to our required annually to sign our anti-corruption
employees on ethical business practices, as certification.
well as other important topics such as quality,
Our Ethical Business Training was completed health, safety, and well-being. Our Ethical We provide a range of trainings and resources
by 96.2% of our employees, surpassing Business Training was completed by 96.2% of that include comprehensive online courses,
the target of 95%. our employees, surpassing the target of 95%. targeted micro-learnings, compliance job aids,
In response to COVID-19, we redoubled our and before the pandemic also face-to-face
efforts to stay connected with employees training. In 2020, anti-corruption training was
worldwide, leveraged the use of internal delivered to business groups, regional groups,
social media channels, increased our Nokia service companies, joint ventures and
communications on our global Ombuds other stakeholders with over 3 000 individuals
program, and conducted various other virtual trained. We also celebrated Nokia Integrity Day
activities. Throughout 2020, we closely in October with a variety of online activities,
monitored and responded to the impact of including two virtual global events hosted
the pandemic on our compliance program, by our Chief Compliance Officer and a
shifting our resources and priorities as compliance panel. This gave employees
circumstances dictated, and planning for around the world the opportunity to review
continued monitoring and action as required. real high-risk case scenarios and engage with

NOKIA IN 2020 103

Sustainability and
corporate responsibility continued

the compliance team to ask questions and Data privacy and security Human rights – freedom of expression
discuss compliance topics. Integrity Day We have established a comprehensive and privacy
celebrates Nokia’s commitment to integrity company-wide privacy program based on We are committed to the principles of the
and seeks to draw all employees into a relevant laws, best practices, and standards. Universal Declaration of Human Rights, the
conversation about the importance of this This program is supported by, and aligned United Nations Global Compact, and the
core value. with, corporate, business-group, and central Organisation for the Economic Co-operation
functions-level policies and processes. We aim and Development (OECD) guidelines for
Oversight and grievance mechanisms to mitigate privacy risk in relation to the data Multinational Enterprises. We encourage our
Our Board of Directors, Audit Committee, we collect, process, and store. We observe the suppliers and business partners to share
and executive leadership team all provide concept of data minimization, meaning we these values. We endorsed the United Nations
oversight of our ethics and compliance endeavor only to collect personal data that is Guiding Principles on Business and Human
program. Our Chief Compliance Officer necessary for the purposes for which they are Rights in 2011. Our Code of Conduct together
provides periodic reports and updates collected and to retain such data for no longer with our Human Rights Policy sets out our
concerning compliance programs, than is necessary. We implement appropriate approach to human rights. Our human rights
investigations, and evolving external controls to ensure that only persons with a processes cover the whole value chain, from
enforcement and risk trends. Employees are clear and justifiable need to know can access supplier management to product end use and
expected and encouraged to report concerns personal data. We have formal processes and we have set clear targets for all areas separately.
about ethical misconduct or potential procedures in place to manage and mitigate
violations of law, our Code of Conduct or any related risk to data subjects in the event Our Human Rights Due Diligence (HRDD)
our company policies. We provide numerous of a personal data breach. These processes process, which is embedded in our global
channels and mechanisms to facilitate such also include mechanisms to communicate in sales process, provides the mechanism and
reporting and strive to ensure that employees a timely fashion with supervisory authorities, tools to effectively deal with our most salient
feel comfortable reporting concerns, including should that be required. We measure and human rights risks arising from the potential
means to report anonymously where monitor privacy maturity and ambition by misuse of the products and technology we
permissible by local law. Nokia’s global undertaking privacy maturity assessments provide. We aim to ensure the technology
Ombuds program helps drive our ‘speak up’ across the business. A program of privacy we provide is not used to infringe on human
culture and allays any concerns employees awareness and training ensures we rights, including the right to privacy, freedom
may feel about potential reprisal for having continuously and effectively address of expression and assembly. Before any sale is
filed a report. areas of highest privacy impact. made, the HRDD process is used to identify
the potential risk level to human rights
In 2020, we received 776 concerns, of Security is a key concern in 5G, IoT and through potential misuse of our technology.
which 329 were investigated by our Business other new technologies. We aim to develop Of the cases handled by HRDD in 2020,
Integrity Group as alleged violations of our products and services that meet or 70% were resolved as ‘Go’, 30% as ‘Go with
Code of Conduct. 106 of such integrity surpass the applicable security standards. conditions’, and 0% as ‘No go’. In addition to
allegations were substantiated with cause Nevertheless, we and our products may potential product misuse, human rights risks
found after investigations. Specifically, two be subject to cybersecurity breaches, appear in our global supply chain. Our supply
concerns were received as alleged violations including those resulting from hacking, chain risks and activities are further discussed
of our anti-bribery policies, involving third viruses, malicious software, unauthorized in the Responsible Sourcing section below
parties. One of these concerns was not modifications, or other activities that may and in a separate modern slavery statement.
substantiated, and the other investigation cause potential security risks and other harm
was not concluded by the end of 2020. to us, our customers or consumers, and other We are a member of the Global Network
We also implemented corrective actions end-users of our products and services. We Initiative (GNI), a multi-stakeholder group
including 16 dismissals and 20 written have developed and implemented processes of companies, civil society organizations
warnings following these and other and tools for use in product development, (including human rights and press freedom
investigations. Beyond individual discipline, referred to as Design for Security or DfSec, groups), investors, and academics working
these investigations resulted in detailed which underlies all product development. We together to protect and advance freedom
root cause analysis, and remedial measures maintain internal IT security and cybersecurity of expression and privacy in the ICT sector.
and improvements were identified and operations, including monitoring our internal A condition of membership for companies
monitored for implementation, thereby network resources and we have ISO 27001 is agreement to adhere to the GNI Principles
ensuring constant improvement. certifications for selected operations. We have and allowing GNI to conduct an independent
also implemented policies, processes, and assessment of the member company’s progress
tools to enhance the security of our products towards implementing the GNI Principles.
and services, including managing the security
risks in third parties.

104 NOKIA IN 2020

 Board review

We
“ constantly strive to drive
down the energy required by our
products in use in our customers’
communications networks. ”

Responsible sourcing We see the highest risk exposure to health We continued our CDP Supply Chain Program,
We expect our suppliers to adhere to our and safety in the delivery of field work, which creating environmental improvement
Third Party Code of Conduct and provide is predominantly delivered by our contractors programs and improving our upstream
them with our Supplier Requirements, in tasks such as working at height, driving indirect emissions that occur in the chain.
including the Responsible Business Alliance for work and electrical installation and In 2020, 430 of our key suppliers responded
(RBA) Code of Conduct and additional, maintenance. Consequently, we have set to the CDPs request to disclose their climate
Nokia-specific sustainability requirements. stringent key performance indicators related performance information and 262 also
The requirements cover such topics as to the supplier ability to deliver safely, which provided emission reduction targets. We also
environment, health, safety and security, is evaluated by our Health and Safety Maturity had 275 suppliers responding on the water
privacy, risk management, labor rights Assessment process. By the end of 2020, aspect via the CDP program. To move forward
management, and ethics. We also run 97% of suppliers delivering high-risk activity with climate-related targets, we also
assessments and audits of our suppliers had been assessed using our H&S Maturity encouraged suppliers to set climate targets
and provide training to ensure they meet Assessment Process and 99% of the assessed for the next stage to be in line with the
our ethical requirements and continuously suppliers met H&S compliant supplier status. Science Based Targets initiative.
improve on their performance. In 2020, we We also carried out impact assessments on
introduced a sustainability award as part of 96% of all high-risk projects. 99% of those
our Supplier Diamond Awards to recognize projects were found to meet our minimum
innovation around sustainability. non-negotiable requirements.
In 2020, we implemented 391 supply chain The potential risks associated with the mining
audits (332 in 2019), including 24 onsite and trade of metals that provide key minerals
in-depth audits on corporate responsibility in electronic components may include impacts
topics, 27 onsite audits against our supplier related to military conflict, human rights
requirements and 340 supplier assessments violations, as well as negative environmental
conducted using the EcoVadis scorecards. impacts. This is one reason why the
We also ran training workshops for suppliers, traceability of our materials and ensuring
which were this year organized remotely, our products are conflict-free are a priority for
including for example topics such as climate us, as evidenced in our updated Responsible
change, conflict-free sourcing, modern Minerals Policy, which can be found online.
slavery, as well as a special series of sessions Tin, tantalum, tungsten, gold and cobalt are
around health and safety topics. These in scope of our due diligence. By the end of
trainings covered altogether over 1 300 supplier 2020, 98% of our suppliers had achieved full
participants. Following growing concerns visibility to the smelters in our supply chain,
around mistreatment of ethnic and other and for 95% of our suppliers the entire supply
minorities, we have conducted a refresher chain consists of smelters that have been
training session regarding modern slavery validated conflict-free or active in validation
for our suppliers, conducted further risk process. Out of all the smelters identified
assessments, and strengthened our as part of our supply chain, 80% have been
Corporate Responsibility auditing guidelines validated as conflict-free or are active in the
to communicate Nokia’s requirements validation process. Our latest Conflict Minerals
concerning the treatment of ethnic or any report was also updated during the year.
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.

NOKIA IN 2020 105

Sustainability and
corporate responsibility continued

Our culture – respecting people With a change in our leadership in 2020,

we took the opportunity to refresh our view
We believe our people are our greatest
on the employee experience. For Day 1 of
asset and we aim to enable a culture that
Pekka Lundmark’s tenure, we launched a
encourages high-performance, integrity,
global survey that asked whether employees
and inclusion. The market for skilled
felt pride in working for Nokia, and whether
employees in our business is extremely
they felt the working atmosphere enabled
competitive. Our workforce has fluctuated
them to give their best. The survey garnered
over recent years as we have introduced
over 50 000 responses in July. 88.7% of
changes in our strategy to respond to our
employees responded that they feel pride
business targets and our activities. These
in working for Nokia, while 75.1% agreed
changes may in the future cause disruption
that the working atmosphere enabled them
and fatigue among employees. It is imperative
to give their best.
that we work to create and sustain a corporate
culture that is motivational, inclusive, and We are committed to employee development
encourages creativity and continuous learning and career growth. In 2020, many of our
to meet challenges. instructor-led programs were impacted by
COVID-19 and repurposed to be delivered
In 2020, the average number of employees
virtually. We delivered our corporate
was 92 039 (98 322 in 2019 and 103 083 in
leadership programs targeting new line
2018). The table below shows the average
managers to senior leaders virtually for over We believe that a diverse workforce
number of employees in 2020 by geographical is our platform for greater innovation.
1 100 participants. We also continued to train
location:
our senior managers on coaching skills by
delivering virtual Coaching for Success
Average number
Region of employees programs. In 2020, over 7 000 employees
studied leadership related online solutions
Finland 6 098
and videos. We have nearly 300 internal
Other European countries 32 686 coaches who are made available to all
Middle East & Africa 3 319 employees. We also focused on supporting
China 13 749 line managers and employees during the
Asia Pacific 20 511 pandemic with five quick guides, including
North America 12 002 topics such as resilience and well-being,
Latin America 3 674 leading virtual teams and working from home.
Total 92 039

106 NOKIA IN 2020

 Board review

Inclusion and diversity Health, safety and labor conditions

Inclusion was highlighted as a critical behavior Our Code of Conduct is the basis for labor
in Nokia’s 2020 turnaround agenda. We conditions, enhanced by a full set of global
believe that by acting inclusively we can human resources policies and procedures
leverage the differences to achieve better that enable fair employment. We adhere to
business results and growth. To make sure the International Labor Organization (ILO)
that our leaders understand how bias can Declaration on Fundamental Principles
adversely impact people-related actions and Rights at Work and we meet, or where
and decisions, we arranged workshops on possible exceed, the requirements of labor
navigating bias with inclusion. During 2020, laws and regulations wherever we have
these virtual workshops reached over 85% operations. We work hard to ensure decent
of all leaders, with a satisfaction rate of 98%. working conditions and fair employment,
As part of our Diversity & Inclusion strategy taking into account both international and
implementation, we also continued to focus local laws and guidelines.
on training women in leadership, and
delivered on our Accelerated Women Leader Our health and safety management system
program. The program was sponsored by is the basis for our overall program and an
executives and includes mentoring and integral part of how we manage health and
coaching. We also delivered our ‘Out Leader’ safety. The management system is certified
program consisting of external networking with the internationally recognized OHSAS
and mentoring by Nokia leaders, aiming for 18001, and during 2020 we started our
further inclusion of sexual minorities. transitioning to the new ISO 45001 standard.
Certification is provided by a third party,
As a cornerstone of our commitment to equal Bureau Veritas, and it covers activities within
treatment, we continue to annually monitor all Networks’ business groups, customer
pay equity and fund special remediation operations and supporting corporate
increases as necessary, to ensure that the functions. We implement training, analysis,
unexplained pay-gap which was first closed assessments and consequence management
in 2019, stays closed in 2020 and in future to address job-related health and safety risks.
years. In 2020, 23.5% of Nokia’s leadership We run a wide range of programs targeted
team’s positions were held by women, while at constantly improving our health and
the share of women in all leadership positions safety performance, while also encouraging
across Nokia was 15.3%. In total, women employees and contractors to report near
accounted for 22.2% of our workforce. misses and dangerous incidents.
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.

NOKIA IN 2020 107

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 2020 2019 2018 2017 2016

Share capital, EURm 246 246 246 246 246
Shares, (000s) 5 653 886 5 640 536 5 635 945 5 839 404 5 836 055
Shares owned by the Group, (000s) 36 390 34 955 42 783 259 887 115 552
Number of shares excluding shares owned by the Group, (000s) 5 617 496 5 605 581 5 593 162 5 579 517 5 720 503
Average number of shares excluding shares owned by the Group
during the year
Basic, (000s)(1) 5 612 418 5 599 912 5 588 020 5 651 814 5 732 371
Diluted, (000s)(1) 5 612 418 5 626 375 5 588 020 5 651 814 5 741 117
Number of registered shareholders(2) 246 886 248 526 243 409 247 717 237 700
(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.

108 NOKIA IN 2020

 Board review

Key ratios
For the year ended December 31, Continuing operations 2020 2019 2018 2017 2016
Earnings per share, basic, EUR (0.45) 0.00 (0.10) (0.26) (0.13)
Earnings per share, diluted, EUR (0.45) 0.00 (0.10) (0.26) (0.13)
P/E ratio, basic(1) neg. – neg. neg. neg.
Dividend per share, EUR(2) 0.00 0.00 0.10 0.19 0.17
Total dividends paid, EURm(2) – – 560 1 063 963
Payout ratio, basic(2) – – neg. neg. neg.
Dividend yield, %(1)(2) – – 1.99 4.88 3.70
As of December 31 2020 2019 2018 2017 2016
Shareholders’ equity per share, EUR 2.22 2.73 2.73 2.89 3.51
Market capitalization, EURm(1) 17 701 18 476 28 134 21 704 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 2020 2019 2018 2017 2016
Number of shares traded during the year (000s)(1) 13 903 762 11 003 630 8 960 687 8 839 680 9 604 722
Average number of shares excluding shares owned by the Group
during the year (000s) 5 612 418 5 599 912 5 588 020 5 651 814 5 732 371
Share turnover % 248 196 160 156 168
(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
Nasdaq Helsinki New York Stock Exchange Euronext Paris
High Low Value High Low Value High Low Value
Annual data EUR USD EUR
2020 Full year High/Low 4.34 2.08 5.14 2.34 4.35 2.08
2020 Full year Average (Volume-weighted) 3.39 3.98 3.44
Year-end value December 31, 2020 3.15 3.91 3.14
Year-end value December 31, 2019 3.30 3.71 3.31
Change from December 31, 2019
to December 31, 2020 (4,5)% 5,4% (5,1)%

Stock option exercises

Subscription price Number of new Date of Net proceeds New share capital
Year(1) Stock option category EUR shares 000s payment EURm EURm
2018 Nokia Stock Option Plan 2012 1Q 3.48 0 2018 0.00 –
Nokia Stock Option Plan 2012 2Q 2.08 128 2018 0.27 –
Nokia Stock Option Plan 2012 3Q 1.82 170 2018 0.31 –
Nokia Stock Option Plan 2012 4Q 1.76 0 2018 0.00 –
Nokia Stock Option Plan 2013 1Q 2.58 0 2018 0.00 –
Nokia Stock Option Plan 2013 2Q 2.35 127 2018 0.30 –
Nokia Stock Option Plan 2013 3Q 2.72 0 2018 0.00 –
Nokia Stock Option Plan 2013 4Q 5.41 0 2018 0.00 –
Total 425 0.87
2019 Nokia Stock Option Plan 2013 1Q 2.58 0 2019 0.00 –
Nokia Stock Option Plan 2013 2Q 2.35 23 2019 0.05 –
Nokia Stock Option Plan 2013 3Q 2.72 0 2019 0.00 –
Nokia Stock Option Plan 2013 4Q 5.41 0 2019 0.00 –
Total 23 0.05
(1) After 2019, the Group no longer administered any global stock option plan. Refer to Note 26, Share-based payment.

NOKIA IN 2020 109

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)
Total number
Shareholder of shares 000s % of all shares % of all voting rights
Solidium Oy 296 000 5.24 5.24
Keskinäinen Eläkevakuutusyhtiö Ilmarinen 79 800 1.41 1.41
Keskinäinen Työeläkevakuutusyhtiö Varma 78 952 1.40 1.40
Keskinäinen Työeläkevakuutusyhtiö Elo 44 307 0.78 0.78
Valtion Eläkerahasto 42 000 0.74 0.74
Schweizerische Nationalbank 27 112 0.48 0.48
Nordea Bank Abp 16 962 0.30 0.30
Oy Lival Ab 16 700 0.30 0.30
Svenska Litteratursällskapet i Finland r.f. 15 678 0.28 0.28
Danske Invest Finnish Equity Fund 15 300 0.27 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.

110 NOKIA IN 2020

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Breakdown of share ownership as of December 31, 2020(1)

Number of % of Total number % of
By number of shares owned shareholders shareholders of shares all shares
1–100 55 705 22.56 2 970 824 0.05
101–1 000 116 103 47.03 52 207 178 0.92
1 001–10 000 66 069 26.76 206 558 643 3.65
10 001–100 000 8 472 3.43 206 905 293 3.66
100 001–500 000 424 0.17 83 320 702 1.47
500 001–1 000 000 42 0.02 30 352 097 0.54
1 000 001–5 000 000 49 0.02 127 487 410 2.26
Over 5 000 000 22 0.01 4 944 084 012 87.45
Total 246 886 100.00 5 653 886 159 100.00
(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 % of shares
Non-Finnish shareholders 76.17
Finnish shareholders 23.83
Total 100.00

By shareholder category (Finnish shareholders) % of shares

Corporations 2.35
Households 8.19
Financial and insurance institutions 2.22
Non-profit organizations 1.24
Governmental bodies (incl. pension insurance companies) 9.83
Total 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.

NOKIA IN 2020 111

Articles of Association

Articles of Association

Articles of Association Directors’ voting powers Under Finnish law, shareholders may attend
and vote at general meetings in person or
Amendment of our Articles of Association Under Finnish law, resolutions of the Board
by proxy. It is not customary in Finland for
requires a resolution of the general meeting shall be made by a majority vote. A director
a company to issue forms of proxy to its
of shareholders, supported by two-thirds of shall refrain from taking any part in the
shareholders. Accordingly, Nokia does not
the votes cast and two-thirds of the shares consideration of an agreement between
do so. However, registered holders and
represented at the meeting. the director and the company or third party,
beneficial owners of ADSs are issued forms
or any other issue that may provide any
Our Articles of Association include provisions of proxy by the Depositary.
material benefit to him or her, which may be
for obligations to redeem our shares. contradictory to the interests of the company. To attend and vote at a general meeting,
Amendment of the provisions of Article 13 Under Finnish law, there is no age limit a shareholder must be registered in the
of the Articles of Association, “Obligation requirement for directors, and there are no register of shareholders in the Finnish
to purchase shares”, requires a resolution requirements under Finnish law that a director book-entry system on or prior to the record
supported by three-quarters of the votes cast must own a minimum number of shares in date set forth in the notice of the general
and three-quarters of the shares represented order to qualify to act as a director. However, meeting. A registered holder or a beneficial
at the meeting. in accordance with the current company owner of the ADSs, like other beneficial
policy, approximately 40% of the annual owners whose shares are registered in the
Registration fee payable to the Board members is paid in company’s register of shareholders in the
Nokia is organized under the laws of the Nokia shares purchased from the market or name of a nominee, may vote with their
Republic of Finland and registered under alternatively by using treasury shares held by shares provided that they arrange to have
the business identity code 0112038 9. Nokia, and the directors shall retain until the their name entered in the temporary register
Under its current Articles of Association, end of their directorship such number of of shareholders for the general meeting.
Nokia’s corporate purpose is to research, shares that corresponds to the number
of shares they have received as Board The record date is the eighth business day
develop, manufacture, market, sell and
remuneration during their first three years preceding the meeting. To be entered in the
deliver products, software and services in a
of service (the net amount received after temporary register of shareholders for the
wide range of consumer and business-to-
deducting those shares used for offsetting general meeting, a holder of ADSs must
business markets. These products, software
any costs relating to the acquisition of the provide the Depositary, or have his broker
and services relate to, among others,
shares, including taxes). or other custodian provide the Depositary,
network infrastructure for telecommunication
on or before the voting deadline, as defined in
operators and other enterprises, the IoT,
the proxy material issued by the Depositary,
human health and well-being, multimedia, Share rights, preferences a proxy with the following information: the
big data and analytics, mobile devices and
consumer wearables and other electronics.
and restrictions name, address, and social security number or
Each share confers the right to one vote at another corresponding personal identification
The company may also create, acquire and
general meetings. According to Finnish law, number of the holder of the ADSs, the
license intellectual property and software
a company generally must hold an Annual number of shares to be voted by the holder
as well as engage in other industrial and
General Meeting called by the Board within of the ADSs and the voting instructions.
commercial operations, including securities
six months from the end of the financial year. The register of shareholders as of the record
trading and other investment activities.
Additionally, the Board is obliged to call an date of each general meeting is public until
The company may carry on its business
Extraordinary General Meeting, whenever the end of the respective meeting. Other
operations directly, through subsidiary
such meeting is deemed necessary, or at nominee registered shareholders can
companies, affiliate companies and
the request of the auditor or shareholders attend and vote at the general meetings by
joint ventures.
representing a minimum of one-tenth of all instructing their broker or other custodian to
outstanding shares. Under our Articles of register the shareholder in Nokia’s temporary
Association, the Board is elected at least register of shareholders and give the voting
annually at the Annual General Meeting of instructions in accordance with the broker’s
the shareholders for a term ending at the or custodian’s instructions.
end of the next Annual General Meeting.

112 NOKIA IN 2020

 Board review

By completing and returning the form of proxy Articles of Association is the higher of: (a) the Pre-emptive rights
provided by the Depositary, a holder of ADSs weighted average trading price of the shares
In connection with any offering of shares, the
also authorizes the Depositary to give notice on Nasdaq Helsinki during the ten business
existing shareholders have a pre-emptive
to us, required by our Articles of Association, days prior to the day on which we have been
right to subscribe for shares offered in
of the holder’s intention to attend the notified by the purchaser that its holding has
proportion to the amount of shares in their
general meeting. reached or exceeded the threshold referred
possession. However, a general meeting of
to above or, in the absence of such
Each of our shares confers equal rights to shareholders may vote, by a majority of
notification or its failure to arrive within the
share in the distribution of the company’s two-thirds of the votes cast and two-thirds
specified period, the day on which our Board
funds. Dividend entitlement lapses after three of the shares represented at the meeting, to
otherwise becomes aware of this; or (b) the
years if a dividend remains unclaimed for that waive this pre-emptive right provided that,
average price, weighted by the number of
period, in which case the unclaimed dividend from the company’s perspective, weighty
shares, which the purchaser has paid for the
will be retained by Nokia. financial grounds exist.
shares it has acquired during the last 12
Under Finnish law, the rights of shareholders months preceding the date referred to in (a).
are related to the shares as set forth in law Monitoring of Foreign Corporate
Under the Finnish Securities Market Act, a
and our Articles of Association. Neither shareholder whose voting power exceeds Acquisitions
Finnish law nor our Articles of Association 30% or 50% of the total voting rights in Under the Finnish Act on the Monitoring of
sets limitations on the rights to own Nokia a company shall, within one month, offer Foreign Corporate Acquisitions (2012/172 as
securities, including the rights of foreign to purchase the remaining shares of amended), a notification to the Ministry of
shareholders to hold or exercise voting rights the company, as well as any other rights Economic Affairs and Employment is required
in the said securities. Amendment of the entitling to the shares issued by the company, for a non-resident of Finland, directly or
Articles of Association requires a decision of such as subscription rights, convertible bonds indirectly, when acquiring one-tenth or more
the general meeting, supported by two-thirds or stock options issued by the company. of the voting power or corresponding factual
of the votes cast and two-thirds of the shares The purchase price shall be the market price influence in a company. The Ministry of
represented at the meeting. of the securities in question. Subject to Economic Affairs and Employment has to
certain exceptions, the market price is confirm the acquisition unless the acquisition
Disclosure of shareholder determined on the basis of the highest price would jeopardize important national interests,
ownership or voting power paid for the security during the preceding six in which case the matter is referred to the
months by the shareholder or any party in Council of State. If the company in question
According to the Finnish Securities Market Act, close connection to the shareholder. Subject is operating in the defense sector, an approval
a shareholder shall disclose his or her to certain exceptions, if the shareholder by the Ministry of Economic Affairs and
ownership or voting power to the company or any related party has not during the six Employment is required before the acquisition
and the Finnish Financial Supervisory Authority months preceding the offer acquired any is made. These requirements are not
when the ownership or voting power reaches, securities that are the target for the offer, applicable if, for instance, the voting power is
exceeds or falls below 5, 10, 15, 20, 25, 30, 50 the market price is determined based on the acquired in a share issue that is proportional
or 90% of all the shares or the voting rights average of the prices paid for the security to the holder’s ownership of the shares.
outstanding. The term “ownership” includes in public trading during the preceding three Moreover, the requirements do not apply
ownership by the shareholder, as well as months weighted by the volume of trade. to residents of countries in the European
selected related parties, and calculating the Economic Area or EFTA countries, except
ownership or voting power covers agreements Under the Finnish Companies Act, a where at least one tenth of shares or other
or other arrangements, which when concluded shareholder whose holding exceeds controlling right in such resident are held by
would cause the proportion of voting rights nine-tenths of the total number of shares a party not resident in the European Economic
or number of shares to reach, exceed or fall or voting rights in Nokia has both the right Area or EFTA.
below the aforementioned limits. Upon and, upon a request from the minority
receiving such notice, the company shall shareholders, the obligation to purchase all
disclose it by a stock exchange release the shares of the minority shareholders for
without undue delay. the then current market price. The market
price is determined, among other things, on
Purchase obligation the basis of the recent market price of the
shares. The purchase procedure under the
Our Articles of Association require a Finnish Companies Act differs, and the
shareholder that holds one-third or one-half purchase price may differ, from the purchase
of all of our shares to purchase the shares procedure and price under the Finnish
of all other shareholders that so request. Securities Market Act, as discussed above.
A shareholder who becomes subject to the However, if the threshold of nine-tenths has
purchase obligation is also obligated to been exceeded through either a mandatory
purchase any subscription rights, stock or a voluntary public offer pursuant to the
options or convertible bonds issued by Finnish Securities Market Act, the market price
the company if so requested by the holder. under the Finnish Companies Act is deemed
The purchase price of the shares under our to be the price offered in the public offer,
unless there are specific reasons to deviate
from it.

NOKIA IN 2020 113

Risk factors

Risk factors

Set forth below is a description Risk factors summary Surrounding economic, financial
of risk factors that could affect and competitive environment
Our capability to implement our strategic
our business. plans, improve competitiveness, sustain ■ General economic and financial market
or improve the operational and financial conditions and other developments in
These risks, either individually or collectively, performance of our business groups, identify the economies and industries where we,
could adversely affect our business, sales, or successfully pursue business opportunities our customers and suppliers operate;
profitability, results of operations, financial or otherwise grow our business is dependent
condition, competitiveness, costs, expenses, ■ Duration of the COVID-19 outbreak,
on multiple external and internal factors, disruptiveness of the related measures
liquidity, market share, brand, reputation and partially outside our control, including such as:
share price. Unless otherwise indicated or to contain the virus and other prolonged
the context otherwise requires, references impacts of the pandemic;
in these risk factors to “Nokia”, the “Nokia Risks related to strategy ■ The cyclical nature of the markets in which
Group”, “Group”, “we”, “us” and “our” mean and its execution we operate, competitor behavior, customer
Nokia’s consolidated operating segments. ■ Our ability to implement the new operating consolidation, customer purchase and
Certain risks or events may be more prevalent model; spending behavior, deployments and
with respect to the Group or a certain rollout timing;
business group, business or part of the Group. ■ Our ability to develop market recognition as
a leading provider of technology, software ■ Price erosion largely driven by competition
and services in the information technology challenging the connectivity business
and communications and related services models of our customers;
business in the industries and markets in ■ Our dependency on a limited number
which we operate; of customers and large multi-year
■ Trends, such as cloudification, open RAN/ agreements/turnkey projects;
openness, virtualization and disaggregation ■ Competitiveness of or developments
with potential impact on our portfolio regarding pricing and agreement terms we
of products and services, competitive offer, including developments with respect
landscape, business models and our to customer financing or extended
margin profile; payment terms or credit lines that we
■ The degree our investments result in provide our customers; and
technologies, products or services that ■ Willingness of banks or other institutions
achieve or retain broad or timely market to purchase our receivables.
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.

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 Board review

Our competitiveness Intellectual property rights, Geopolitical and regulatory

■ Our ability to adapt to changing business technology and brand licensing environment
models, technological changes and to meet ■ Our ability to create new relevant ■ Direct and indirect regulation and political
new competition; technologies, products and services developments regulating trade, taxes,
■ Our ability to make and successfully through our R&D, as well as our ability to national security, competition law, export
integrate acquisitions and investments or protect our innovations and to maintain the controls and sanctions, cyber security, and
complete divestitures, joint ventures or relative strength of our intellectual property anti-corruption;
partnerships; portfolio;
■ Changes in regulations or in their
■ Investing in new competitive high-quality ■ Our ability to protect and monetize our application applicable to current or new
products, services, upgrades and intellectual property e.g. due to market, technologies or products;
technologies that achieve or retain a broad regulatory and other developments, or
court rulings in intellectual property-related ■ Emerging new regulation applicable to
market acceptance or bring them to market current or new technologies or products;
in a timely manner; litigation and other disputes;
■ Uncertainty relating to the evolving global ■ Our products and services meeting all
■ Our success in the development of relevant quality, health, safety or security
5G technology and the rollout and regulatory landscape relating to intellectual
property; standards and other recommendations and
commercialization of 5G services; regulatory requirements globally;
■ Our capabilities to manage end-to-end ■ Developments in the concentrated
smartphone market, the source of a ■ Compliance with laws and regulations
costs related to our portfolio of products relating to privacy, data protection, and the
and services; and significant portion of our patent licensing
income; protection or transfer of personal data; and
■ Identifying and implementing the ■ Our ability to maintain an effective system
appropriate measures to improve ■ Success and profitability of technology
licensing, brand licensing and other of governance and compliance processes,
cost-efficiency or to maintain achieved disclosure controls and internal control over
efficiency levels. business ventures;
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.

NOKIA IN 2020 115

Risk factors
continued

Business operations Financial and taxes related Matters regarding ownership

■ Our manufacturing, service creation, uncertainties of our shares
delivery, logistics or supply chain to operate ■ Complex tax laws and rules as well as ■ The amount of dividend and/or repayment
without significant interruptions or diverse tax authority practices and of capital distributed to shareholders for
shortages; interpretations; each financial period is uncertain;
■ Performance capabilities of our partners ■ Our ability to utilize our tax attributes and ■ Volatility of the trading price of our shares
and suppliers and their high standards to deferred tax assets; and ADSs, including as a result of factors
meet product quality, health, safety or outside our control; and
security requirements or comply with other ■ Access to sources of funding on favorable
regulations or local laws; terms (or at all); ■ Shareholders may be required to provide
detailed information to obtain
■ Inefficiencies, breaches, malfunctions or ■ Our ability to re-establish investment advantageous withholding tax treatment
disruptions of our information technology grade rating or maintain our credit ratings; for dividends.
systems and processes or disruptions of
services relying on our or third-party IT; ■ Exchange rate fluctuations impacting our
net sales, costs and results of operations,
■ Actual or perceived security or privacy as well as the US dollar value of our
breaches, as well as defects, errors or dividends and market price of our ADSs;
vulnerabilities in our technology and that
of third-party providers; ■ Pension and post-employment cost-related
risks and our ability to avoid or control costs
■ Damage caused to existing undersea resulting from a need for increased funding;
infrastructure during installation or and
maintenance of undersea
telecommunications cable networks; ■ Recoverability of the carrying amount of our
goodwill which could result into significant
■ Our ability to retain, develop and recruit impairment charges.
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.

116 NOKIA IN 2020

 Board review

Significant
subsequent events

Changes in organizational Debt restructuring request of

structure an emerging market customer
On January 1, 2021, the Group adopted a new In February 2021, one of the Group’s
operating model designed to better position emerging market customers commenced
the company for changing markets and align negotiations to renegotiate its debt
with customer needs. The new operating with the aim of avoiding insolvency.
model includes four reportable segments Although this event occurred after the
aligned with customer buying behavior: (i) reporting period, it confirms that the
Mobile Networks, (ii) Network Infrastructure, customer was credit-impaired as of December
(iii) Cloud and Network Services and (iv) Nokia 31, 2020. As a result, the Group recognized an
Technologies. The new operating model is increase in the allowance for expected credit
optimized for better accountability and loss for loans extended to the customer of
transparency, increased simplicity and EUR 58 million in financial expenses. The
improved cost-efficiency. Group also concluded that the collectability
of consideration due from the customer is no
Bond redemption longer probable resulting in adjustments in
net sales, cost of sales and other operating
In January 2021, Nokia exercised its issuer expenses totaling EUR 34 million.
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.

NOKIA IN 2020 117

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

118 NOKIA IN 2020

 Board review

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 Definition Purpose

Return on capital Profit before tax + interest expense on interest-bearing Return on capital employed indicates how efficiently
employed % liabilities / Average capital and reserves attributable to the Group uses its capital to generate profits.
equity holders of the parent + average non-controlling
interests + average interest-bearing liabilities
Return on shareholders’ Profit attributable to the equity holders of the parent / Return on shareholders' equity indicates how efficiently
equity % Average capital and reserves attributable to equity the Group uses the capital invested by its shareholders
holders of the parent to generate profits.
Equity ratio % Capital and reserves attributable to equity holders of Equity ratio indicates the proportion of assets financed
the parent + non-controlling interests / Total assets by the capital provided by the equity holders of the
parent to total assets of the Group.
Net debt to equity Interest-bearing liabilities - cash and current financial Net debt to equity ratio presents the relative proportion
(gearing) % investments / Capital and reserves attributable to the of shareholders' equity and interest-bearing liabilities
equity holders of the parent + non-controlling interests used to finance the Group's assets and indicates the
leverage of the Group's business.
Total cash and current Total cash and current financial investments consist Total cash and current financial investments is used to
financial investments of cash and cash equivalents and current financial indicate funds available to the Group to run its current
(total cash) investments. and invest in future business activities as well as provide
return for security holders.
Net cash and current Net cash and current financial investments equals total Net cash and current financial investments is used
financial investments cash and current financial investments less long-term to indicate the Group's liquidity position after cash
(net cash) and short-term interest-bearing liabilities. required to settle the interest-bearing liabilities.
Free cash flow Net cash from/(used in) operating activities - purchases Free cash flow is the cash that the Group generates after
of property, plant and equipment and intangible assets net investments to tangible, intangible and non-current
(capital expenditures) + proceeds from sale of property, financial investments and it represents the cash available
plant and equipment and intangible assets – purchase for distribution among its security holders. It is a
of non-current financial investments + proceeds from measure of cash generation, working capital efficiency
sale of non-current financial investments. and capital discipline of the business.
Capital expenditure Purchases of property, plant and equipment and Capital expenditure is used to describe investments
intangible assets (excluding assets acquired under in profit generating activities in the future.
business combinations).
Net sales excluding When net sales are reported excluding the impact of We provide information on net sales excluding the
the impact of foreign foreign currency exchange rates, exchange rates used impact of foreign currency exchange rates in order to
currency exchange rates to translate the amounts in local currencies to euro, better reflect the underlying business performance.
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.

NOKIA IN 2020 119

120 NOKIA IN 2020
 Financial statements
Consolidated financial statements 122
Consolidated income statement 122
Consolidated statement of comprehensive income 123
Consolidated statement of financial position 124
Consolidated statement of cash flows 125
Consolidated statement of changes in shareholders’ equity 126
Notes to consolidated financial statements 127
1. Corporate information 127
2. Significant accounting policies 127
3. New and amended standards and interpretations 139
4. Use of estimates and critical accounting judgments 139
5. Segment information 142
6. Discontinued operations 144
7. Revenue recognition 145
8. Expenses by nature 146
9. Personnel expenses 146
10. Other operating income and expenses 147
11. Financial income and expenses 147
12. Income taxes 148
13. Earnings per share 150
14. Intangible assets 151
15. Property, plant and equipment 152
16. Leases 153
17. Impairment 154
18. Inventories 155
19. Prepaid expenses and accrued income 155
20. Shares of the Parent Company 156
21. Translation differences, fair value and other reserves 157
22. Other comprehensive income 158
23. Interest-bearing liabilities 158
24. Fair value of financial instruments 160
25. Derivative financial instruments 162
26. Share-based payments 163
27. Pensions and other post-employment benefits 165
28. Accrued expenses, deferred revenue and other liabilities 171
29. Provisions 172
30. Commitments, contingencies and legal proceedings 173
31. Notes to the consolidated statement of cash flows 174
32. Group companies 175
33. Significant partly-owned subsidiaries 180
34. Investments in associated companies and joint ventures 181
35. Related party transactions 181
36. Financial risk management 183
37. Subsequent events 192

Parent company financial statements 193

Parent Company income statement 193
Parent Company statement of financial position 194
Parent Company statement of cash flows 196
Notes to the Parent Company financial statements 197
1. Accounting principles 197
2. Personnel expenses 200
3. Auditor’s fees 200
4. Other operating income and expenses 200
5. Financial income and expenses 201
6. Group contributions 201
7. Income taxes 201
8. Tangible assets 202
9. Investments 203
10. Prepaid expenses and accrued income 203
11. Shareholders’ equity 204
12. Distributable earnings 204
13. Fair value and other reserves 204
14. Fair value of financial instruments 205
15. Derivative financial instruments 207
16. Provisions 208
17. Interest-bearing liabilities 208
18. Accrued expenses and other liabilities 209
19. Commitments and contingencies 209
20. Loans granted to the management of the company 209
21. Notes to the statement of cash flows 209
22. Group companies 210
23. The shares of the Parent Company 210
24. Financial risk management 210
25. Subsequent events 210

Signing of the Annual Accounts and the

Review of the Board of Directors 2020 211

Auditor’s report 212



NOKIA IN 2020 121

Consolidated income statement

2020 2019 2018

For the year ended December 31 Notes EURm EURm EURm
Net sales 5, 7 21 852 23 315 22 563
Cost of sales(1) 8 (13 659) (15 051) (14 251)
Gross profit(1) 8 193 8 264 8 312
Research and development expenses(1) 8 (4 087) (4 532) (4 777)
Selling, general and administrative expenses(1) 8 (2 898) (3 219) (3 549)
Other operating income(1) 10 150 237 267
Other operating expenses(1) 8, 10 (473) (265) (312)
Operating profit/(loss) 885 485 (59)
Share of results of associated companies and joint ventures 34 22 12 12
Financial income 11 156 165 85
Financial expenses 11 (320) (506) (398)
Profit/(loss) before tax 743 156 (360)
Income tax expense 12 (3 256) (138) (189)
(Loss)/profit for the year from continuing operations (2 513) 18 (549)
(Loss)/profit for the year from discontinued operations 6 (3) (7) 214
(Loss)/profit for the year (2 516) 11 (335)
Attributable to:
Equity holders of the parent (2 523) 7 (340)
Non-controlling interests 7 4 5

Earnings per share attributable to equity holders of the parent 13 EUR EUR EUR
Basic
Continuing operations (0.45) 0.00 (0.10)
(Loss)/profit for the year (0.45) 0.00 (0.06)
Diluted
Continuing operations (0.45) 0.00 (0.10)
(Loss)/profit for the year (0.45) 0.00 (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.

122 150 NOKIA IN 2020

 Financial statements
Consolidated statement of comprehensive income

2020 2019 2018

For the year ended December 31 Notes EURm EURm EURm
(Loss)/profit for the year (2 516) 11 (335)
Other comprehensive income
Items that will not be reclassified to profit or loss
Remeasurements of defined benefit plans 624 414 388
Income tax related to items that will not be reclassified to profit or loss (140) (95) (90)
Items that may be reclassified subsequently to profit or loss
Translation differences (1 232) 260 401
Net investment hedges 266 (58) (73)
Cash flow and other hedges 15 (2) (53)
Financial assets at fair value through other comprehensive income 47 8 (45)
Other increase, net 3 – 1
Income tax related to items that may be reclassified subsequently to profit or loss 25 11 33
Other comprehensive (loss)/income, net of tax 22 (392) 538 562
Total comprehensive (loss)/income for the year (2 908) 549 227
Attributable to:
Equity holders of the parent (2 914) 545 221
Non-controlling interests 6 4 6

The notes are an integral part of these consolidated financial statements.

NOKIA IN 2020 123

151
Consolidated statement of financial position

2020 2019
As of December 31 Notes EURm EURm
ASSETS
Non-current assets
Intangible assets 14, 17 7 027 7 956
Property, plant and equipment 15, 17 1 783 1 856
Right-of-use assets 16, 17 805 912
Investments in associated companies and joint ventures 17, 34 233 165
Non-current financial investments 24 745 740
Deferred tax assets 12 1 822 5 124
Other non-current financial assets 17, 24, 36 306 445
Defined benefit pension assets 27 5 038 4 830
Other non-current assets 19 217 292
Total non-current assets 17 976 22 320
Current assets
Inventories 18 2 242 2 936
Trade receivables 24, 36 5 503 5 025
Contract assets 7, 36 1 080 1 489
Prepaid expenses and accrued income 19 850 908
Current income tax assets 12 265 279
Other current financial assets 24, 25, 36 214 164
Current financial investments 24, 36 1 121 97
Cash and cash equivalents 24, 36 6 940 5 910
Total current assets 18 215 16 808
Total assets 36 191 39 128
SHAREHOLDERS’ EQUITY AND LIABILITIES
Capital and reserves attributable to equity holders of the parent
Share capital 20 246 246
Share issue premium 443 427
Treasury shares (352) (352)
Translation differences 21 (1 295) (372)
Fair value and other reserves 21 1 910 1 382
Reserve for invested unrestricted equity 15 656 15 607
Accumulated deficit (4 143) (1 613)
Total capital and reserves attributable to equity holders of the parent 12 465 15 325
Non-controlling interests 80 76
Total equity 12 545 15 401
Non-current liabilities
Long-term interest-bearing liabilities 23, 24, 36 5 015 3 985
Long-term lease liabilities 23 721 771
Deferred tax liabilities 12 260 390
Defined benefit pension and post-employment liabilities 27 4 046 4 343
Contract liabilities 7 566 915
Deferred revenue and other long-term liabilities 24, 28 541 712
Provisions 29 736 556
Total non-current liabilities 11 885 11 672
Current liabilities
Short-term interest-bearing liabilities 23, 24, 36 561 292
Short-term lease liabilities 23 189 259
Other financial liabilities 24, 25, 36 738 803
Current income tax liabilities 12 188 187
Trade payables 24, 36 3 174 3 786
Contract liabilities 7 2 394 2 752
Accrued expenses, deferred revenue and other liabilities 28 3 721 3 323
Provisions 29 796 653
Total current liabilities 11 761 12 055
Total liabilities 23 646 23 727
Total shareholders’ equity and liabilities 36 191 39 128

The notes are an integral part of these consolidated financial statements.

124 NOKIA IN 2020
152
 Financial statements
Consolidated statement of cash flows

2020 2019 2018

For the year ended December 31 Notes EURm EURm EURm
Cash flow from operating activities
(Loss)/profit for the year (2 516) 11 (335)
Adjustments, total 31 5 267 2 627 2 093
Change in net working capital(1)
(Increase)/decrease in receivables (418) 159 246
Decrease/(increase) in inventories 553 285 (544)
Decrease in non-interest-bearing liabilities (845) (2 232) (645)
Cash from operations 2 041 850 815
Interest received 33 57 68
Interest paid 16, 23 (35) (1) (159)
Income taxes paid, net (280) (516) (364)
Net cash from operating activities 1 759 390 360
Cash flow from investing activities
Purchase of property, plant and equipment and intangible assets (479) (690) (672)
Proceeds from sale of property, plant and equipment and intangible assets 13 39 88
Acquisition of businesses, net of cash acquired (104) – (31)
Proceeds from disposal of businesses, net of disposed cash 11 19 (18)
Purchase of current financial investments (1 154) (473) (2 104)
Proceeds from maturities and sale of current financial investments 123 991 2 397
Purchase of non-current financial investments (59) (180) (145)
Proceeds from sale of non-current financial investments 122 144 170
Other 10 (17) –
Net cash used in investing activities (1 517) (167) (315)
Cash flow from financing activities
Proceeds from stock option exercises – – 1
(Purchase of)/proceeds from sale of equity instruments of subsidiaries (1) (1) 1
Proceeds from long-term borrowings 23 1 595 1 039 139
Repayment of long-term borrowings 23 (246) (766) (29)
(Repayment of)/proceeds from short-term borrowings 23 (83) 40 2
Payment of principal portion of lease liabilities 16, 23 (234) (221) (2)
Dividends paid (148) (570) (1 081)
Net cash from/(used in) financing activities 883 (479) (969)
Translation differences (95) (95) (184)
Net increase/(decrease) in cash and cash equivalents 1 030 (351) (1 108)
Cash and cash equivalents as of January 1 5 910 6 261 7 369
Cash and cash equivalents as of December 31 6 940 5 910 6 261
(1) Net working capital includes both short-term and long-term items.

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.

NOKIA IN 2020 125

153
Consolidated statement of changes in shareholders’ equity

Reserve for Attributable

Share Fair value invested to equity Non-
Share issue Treasury Translation and other unrestricted Accumulated holders of controlling Total
EURm Notes capital premium shares differences reserves equity deficit the parent interests equity
As of January 1, 2018 246 447 (1 480) (932) 842 15 616 1 345 16 084 80 16 164
Loss for the year (340) (340) 5 (335)
Other comprehensive income 21, 22 341 221 (1) 561 1 562
Total comprehensive income
for the year – – – 341 221 – (341) 221 6 227
Share-based payments 68 68 68
Excess tax benefit on share-based
payments 6 6 6
Settlement of share-based
payments (85) 72 (11) (24) (24)
Cancellation of treasury shares 1 000 (1 000) – –
Stock options exercised 1 1 1
Dividends(1) (1 063) (1 063) (5) (1 068)
Acquisition of non-controlling
interests (1) (1) 1 –
Other movements (1) (2) (3) (3)
Total transactions with owners – (11) 1 072 (1) – (10) (2 066) (1 016) (4) (1 020)
As of December 31, 2018 246 436 (408) (592) 1 063 15 606 (1 062) 15 289 82 15 371
Adoption of IFRS 16 4 4 4
As of January 1, 2019 246 436 (408) (592) 1 063 15 606 (1 058) 15 293 82 15 375
Profit for the year 7 7 4 11
Other comprehensive income 21, 22 220 319 (1) 538 538
Total comprehensive income
for the year – – – 220 319 – 6 545 4 549
Share-based payments 81 81 81
Excess tax benefit on share-based
payments (7) (7) (7)
Settlement of share-based
payments (83) 56 1 (26) (26)
Dividends(1) (560) (560) (10) (570)
Other movements (1) (1) (1)
Total transactions with owners – (9) 56 – – 1 (561) (513) (10) (523)
As of December 31, 2019 246 427 (352) (372) 1 382 15 607 (1 613) 15 325 76 15 401
Loss for the year (2 523) (2 523) 7 (2 516)
Other comprehensive loss 21, 22 (922) 528 3 (391) (1) (392)
Total comprehensive loss
for the year – – – (922) 528 – (2 520) (2 914) 6 (2 908)
Share-based payments 76 76 76
Excess tax benefit on share-based
payments 2 2 2
Settlement of share-based
payments (62) 49 (13) (13)
Dividends(1) – (5) (5)
Acquisition of non-controlling
interests (10) (10) (10)
Investment in subsidiary by
non-controlling interest – 2 2
Other movements (1) (1) 1 –
Total transactions with owners – 16 – (1) – 49 (10) 54 (2) 52
As of December 31, 2020 246 443 (352) (1 295) 1 910 15 656 (4 143) 12 465 80 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.

126 NOKIA IN 2020

154
 Financial statements
Notes to consolidated financial statements

1. Corporate information Other information

This paragraph is included in connection with statutory reporting
Nokia Corporation, a public limited liability company incorporated requirements in Germany. The fully consolidated German
and domiciled in Helsinki, Finland, is the parent company (Parent subsidiary, Nokia Solutions and Networks GmbH & Co. KG,
Company or Parent) for all its subsidiaries (Nokia or the Group). registered in the commercial register of Munich under HRA 88537,
The Group is a global provider of mobile and fixed network has made use of the exemption available under § 264b and § 291
solutions combining hardware, software and services, as well as of the German Commercial Code (HGB).
licensing of intellectual property, including patents, technologies
and the Nokia brand. The Group’s operational headquarters are Principles of consolidation
located in Espoo, Finland. The shares of Nokia Corporation are The consolidated financial statements comprise the financial
listed on the Nasdaq Helsinki Stock Exchange, the New York Stock statements of the Parent Company, and each of those companies
Exchange and the Euronext Paris Stock Exchange. over which it exercises control. Control over an entity exists when
the Group is exposed, or has rights, to variable returns from its
On March 4, 2021, the Board of Directors authorized the financial involvement with the entity and has the ability to affect those
statements for the year ended December 31, 2020, for issuance returns through its power over the entity. When the Group has less
and filing. than a majority of voting or similar rights in an entity, the Group
considers all relevant facts and circumstances in assessing whether
2. Significant accounting policies it has power over an entity, including the contractual arrangements,
Basis of presentation and statement of compliance and voting rights and potential voting rights. The Group reassesses
The consolidated financial statements are prepared in accordance whether or not it controls an entity if facts and circumstances
with International Financial Reporting Standards (IFRS) as issued indicate that there are changes to the elements of control.
by the International Accounting Standards Board (IASB) and as Consolidation of a subsidiary begins when the Group obtains
adopted by the European Union (EU). The consolidated financial control over the subsidiary and ceases when the Group loses
statements are presented in millions of euros (EURm), except control over the subsidiary. Assets, liabilities, income and expenses
as otherwise noted, and are prepared under the historical cost of a subsidiary acquired or disposed of during the year are included
convention, except as disclosed in the accounting policies below. in the consolidated financial statements from the date the Group
The notes to the consolidated financial statements also conform gains control until the date the Group ceases to control the
to the Finnish accounting legislation. subsidiary. A change in the ownership interest of a subsidiary,
In 2020, the Group reviewed the presentation of income and without a loss of control, is accounted for as an equity transaction.
expenses related to its restructuring plans, pension plan If the Group loses control in a subsidiary, the related assets,
curtailments and amendments as well as certain asset liabilities, non-controlling interest and other components of
impairments. As a result, the Group reclassified the restructuring equity are derecognized with any gain or loss recognized in the
and associated charges, pension curtailment and plan amendment consolidated income statement. Any investment retained in the
income and expenses as well as certain impairment charges that former subsidiary is measured at fair value.
were previously presented in other operating income and expenses All intercompany transactions are eliminated as part of the
to the functional line items to enhance the relevance of information consolidation process. Non-controlling interests are presented
provided in the Group’s consolidated income statement. separately as a component of net profit or loss and are shown as a
The comparative amounts for 2019 and 2018 have been component of shareholders’ equity in the consolidated statement
reclassified accordingly. Related to 2019, as a result of of financial position.
reclassification, the Group’s cost of sales increased by Business combinations
EUR 62 million, research and development expenses increased
Business combinations are accounted for using the acquisition
by EUR 121 million, selling, general and administrative expenses
method. The consideration transferred in a business combination
increased by EUR 118 million, other operating income decreased
is measured as the aggregate of the fair values of the assets
by EUR 187 million and other operating expenses decreased by
transferred, liabilities incurred towards the former owners of
EUR 488 million compared to the previously reported amounts.
the acquired entity or business and equity instruments issued.
Related to 2018, the Group’s cost of sales increased by
Acquisition-related costs are recognized as expenses in the
EUR 134 million, research and development expenses increased
consolidated income statement in the period in which the costs are
by EUR 157 million, selling, general and administrative expenses
incurred and the related services are received with the exception
increased by EUR 86 million, other operating income decreased
of costs directly attributable to the issuance of equity instruments
by EUR 23 million and other operating expenses decreased by
that are accounted for as a deduction from equity.
EUR 400 million compared to the previously reported amounts.
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.

NOKIA IN 2020 127

155
Notes to consolidated financial statements continued

Investment in associates and joint ventures Revenue recognition

An associate is an entity over which the Group exercises significant The Group accounts for a contract with a customer when the
influence. Significant influence is the power to participate in the contract has been approved in writing, which is generally when both
financial and operating policy decisions of the entity, but is not parties are committed to perform their respective obligations, the
control or joint control over those policies. rights, including payment terms, regarding the goods and services
to be transferred can be identified, the contract has commercial
A joint venture is a type of joint arrangement whereby the parties substance, and collection of the consideration to which the Group
that have joint control of the arrangement have rights to the expects to be entitled is probable. Management considers only
net assets of the arrangement. Joint control is the contractually legally enforceable rights in evaluating the accounting for contracts
agreed sharing of control of an arrangement, which exists only with customers. As such, frame agreements that do not create
when decisions about relevant activities require the unanimous legally enforceable rights and obligations are accounted for based
consent of the parties sharing control. on the issuance of subsequent legally binding purchase orders
The Group’s investments in associates and joint ventures are under the frame agreements.
accounted for using the equity method. Under the equity method, A contract modification or a purchase order is accounted for
the investment in an associate or joint venture is initially as a separate contract if the scope of the contract increases
recognized at cost. The carrying amount of the investment is by additional distinct goods or services, and the price of the
adjusted to recognize changes in the Group’s share of net assets contract increases by an amount that reflects the standalone
of the associate or joint venture since the acquisition date. selling price of those additional goods or services. In case
The Group’s share of profits and losses of associates and joint the additional goods or services are distinct but not sold at a
ventures is included in the consolidated income statement outside standalone selling price, the contract modification is accounted
operating profit or loss. Any change in other comprehensive for prospectively. In cases where the additional goods or services
income of associates and joint ventures is presented as part are not distinct, the modification is accounted for through a
of the Group’s other comprehensive income. cumulative catch-up adjustment.
After application of the equity method, as of each reporting date, The Group recognizes revenue from contracts with customers to
the Group determines whether there is objective evidence that the reflect the transfer of promised goods and services to customers
investment in an associate or joint venture is impaired. If there is for amounts that reflect the consideration to which the Group
such evidence, the Group recognizes an impairment loss that is expects to be entitled in exchange for those goods and services.
calculated as the difference between the recoverable amount of The consideration may include a variable amount, which the Group
the associate or joint venture and its carrying value. The impairment estimates based on the most likely amount. Items causing
loss is presented within ‘share of results of associated companies variability include volume discounts and sales-based or usage-
and joint ventures’ in the consolidated income statement. based royalties. The Group includes variable consideration into
Non-current assets (or disposal groups) held for sale and the transaction price only to the extent that it is highly probable
discontinued operations that a significant revenue reversal will not occur. The transaction
price also excludes amounts collected on behalf of third parties.
Non-current assets or disposal groups are classified as assets
held for sale if their carrying amounts will be recovered principally The Group’s payment terms are 100 days on average. Invoices
through a sale transaction rather than through continuing use. are generally issued as control transfers and/or as services are
For this to be the case, the asset, or the disposal group, must be rendered. When this is not the case, the Group recognizes a
available for immediate sale in its present condition subject only contract asset or liability depending on the timing of payment
to terms that are usual and customary for sales of such assets versus transfer of control. In case the timing of payments provides
or disposal groups, and the sale must be highly probable. These either the customer or the Group with a significant benefit of
assets, or in the case of disposal groups, assets and liabilities, are financing, the transaction price is adjusted for the effect of
presented separately in the consolidated statement of financial financing and the related interest revenue or interest expense is
position and measured at the lower of the carrying amount and presented separately from revenue. As a practical expedient, the
fair value less costs to sell. Non-current assets classified as held Group does not account for financing components if, at contract
for sale, or included in a disposal group classified as held for sale, inception, the consideration is expected to be received within one
are not depreciated or amortized. year before or after the goods or services have been transferred
to the customer.
Discontinued operations are reported when a component of the
Group, comprising operations and cash flows that can be clearly The Group enters into contracts with customers consisting of
distinguished both operationally and for financial reporting any combination of hardware, services and intellectual property.
purposes from the rest of the Group, is classified as held for sale The associated revenue recognized for such contracts depends
or has been disposed of, or the component represents a major line on the nature of the underlying goods and services provided.
of business or geographical area of operations, or is a part of a The promised goods or services in the contract might include sale
single coordinated plan to dispose of a separate major line of of goods, license of intellectual property and grant of options
business or geographical area of operations. Profit or loss from to purchase additional goods or services that may provide the
discontinued operations is reported separately from income and customer with a material right. The Group conducts an assessment
expenses from continuing operations in the consolidated income at contract inception to determine which promised goods and
statement, with prior periods presented on a comparative basis. services in a customer contract are distinct and accordingly
Cash flows for discontinued operations are presented separately identified as performance obligations. The Group considers that
in the notes to the consolidated financial statements. Intra-group goods and services are distinct if the customer can benefit from
revenues and expenses between continuing and discontinued the good or service either on its own or together with other
operations are eliminated. resources readily available, and if the Group’s promise to transfer
the good or service is separately identifiable from other promises
in the contract.

128 NOKIA IN 2020

156
 Financial statements

The Group allocates the transaction price to each distinct Sale of products
performance obligation on the basis of their standalone selling The Group manufactures and sells a range of networking
prices, relative to the overall transaction price. If a standalone equipment, covering the requirements of network operators.
selling price is not observable, it is estimated. The transaction Revenue for these products is recognized when control of the
price may include a discount or a variable amount of consideration products has transferred, the determination of which may require
that is generally allocated proportionately to all performance judgment. Typically, for standard equipment sales, control
obligations in the contract unless the Group has observable transfers upon delivery. For more complex solutions, control
evidence that the entire discount relates to only one or more, generally transfers upon acceptance.
but not all, performance obligations in a contract.
In some arrangements, mainly within the submarine cable business,
Revenue is recognized when, or as, the Group satisfies a performance does not create an asset with an alternative use
performance obligation by transferring a promised good or service and the Group recognizes revenue over time using the output
to a customer, which is when the customer obtains control of that method, which faithfully depicts the manner in which the asset is
good or service. The amount of revenue recognized is the amount transferred to the customer as well as the Group's enforceable
allocated to the satisfied performance obligation based on the rights to payment for the work completed to date. The output
relative standalone selling prices. A performance obligation may measure selected by the Group may vary from each contract
be satisfied at a point in time or over time. depending on the nature of the contract.
Hardware and software sold by the Group includes warranty, which Sale of services
can either be assurance-type for repair of defects and recognized The Group provides services related to the provision of networking
as a centralized warranty provision (refer to Note 29, Provisions), equipment, ranging from managing a customer’s network and
or service-type for scope beyond the repair of defects or for a product maintenance services to network installation, integration
time period beyond the standard assurance-type warranty period and optimization. Revenue for each separate service performance
and considered a separate performance obligation within the obligation is recognized as or when the customer obtains the
context of the contract. Revenue is allocated to each performance benefits of the Group’s performance. Service revenue is
obligation based on its standalone selling price in relation to the recognized over time for managed and maintenance services,
overall transaction price. The standalone selling price of each as in these cases the Group performs throughout a fixed contract
performance obligation is determined by considering factors such term and the customer simultaneously receives and consumes
as the price of the performance obligation if sold on a standalone the benefits as the Group performs. In some cases, the Group
basis and the expected cost of the performance obligation plus a performs services that are subject to customer acceptance where
reasonable margin when price references are not available. The revenue is recognized when the customer acceptance is received.
portion of the transaction price allocated to each performance
obligation is then recognized when the revenue recognition Sale of intellectual property licenses
criteria for that performance obligation have been met. The Group provides its customers with licenses to intellectual
property (IP) owned by the Group by granting software licenses
The Group presents its customer contracts in the consolidated and rights to benefit from the Group’s IP in their products. When
statement of financial position as either a contract asset or a a software license is sold, revenue is recognized upon delivery or
contract liability, depending on the relationship between the acceptance of the software, as the Group has determined that
Group’s performance and the customer’s payment for each each software release is distinct and the license is granted
individual contract. On a net basis, a contract asset position for software as it exists at the point of transfer of control to
represents where the Group has performed by transferring goods the customer.
or services to a customer before the customer has provided the
associated consideration or before payment is due. Conversely, When the Group grants customers a license to use IP owned by
a contract liability position represents where a customer has paid the Group, the associated license fee revenue is recognized in
consideration or payment is due, but the Group has not yet accordance with the substance of the relevant agreements. In the
transferred goods or services to the customer. Contract assets majority of cases, the Group retains obligations to continue to
presented in the consolidated statement of financial position are develop and make available to the customer the latest IP in the
current in nature while contract liabilities can be either current or licensed assets during the contract term, and therefore revenue
non-current. Invoiced receivables represent unconditional rights is recognized pro rata over the period during which the Group is
to payment and are presented separately as trade receivables expected to perform. Recognition of the revenue as pro rata over
in the consolidated statement of financial position. 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.

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Notes to consolidated financial statements continued

Government grants excluding amounts recognized in net interest, are recognized

Government grants are recognized when there is reasonable immediately in the consolidated statement of financial position
assurance that the Group will comply with the conditions attached with a corresponding debit or credit to pension remeasurements
to them and the grants will be received. Government grants reserve within shareholders’ equity through other comprehensive
received as compensation for expenses or losses incurred are income in the period in which they occur. Remeasurements are
recognized in the consolidated income statement as a deduction not reclassified to profit or loss in subsequent periods.
against the related expenses. Government grants related to assets
Actuarial valuations for the Group’s defined benefit post-
are presented in the consolidated statement of financial position
employment plans are performed annually or when a material
as deferred income and recognized as income over the same
plan amendment, curtailment or settlement occurs.
period the asset is depreciated or amortized.
Termination benefits
Government grants received in the form of R&D tax credits are
Termination benefits are payable when employment is terminated
recognized as a deduction against R&D expenses if the amount of
before the normal retirement date, or whenever an employee
the tax credit is linked to the amount of R&D expenditures incurred
accepts voluntary redundancy in exchange for these benefits.
by the Group and the tax credit is a fully collectible asset that will
The Group recognizes termination benefits when it is demonstrably
be paid in cash by the government in case the Group is not able
committed to either terminating the employment of current
to offset it against its income tax payable. R&D tax credits that do
employees according to a detailed formal plan without possibility
not meet both conditions are recognized as income tax benefit.
of withdrawal, or providing termination benefits as a result of an
Employee benefits offer made to encourage voluntary redundancy. These benefits
Pensions and other post-employment benefits are recorded as termination benefits as a component of the
The Group companies have various post-employment plans in restructuring provision. Local laws may provide employees with
accordance with the local conditions and practices in the countries the right to benefits from the employer upon termination whether
in which they operate. The plans are generally funded through the termination is voluntary or involuntary. For these specific
payments to insurance companies or contributions to trustee- benefits, the difference between the value of the higher benefit
administered funds as determined by periodic actuarial calculations. for involuntary termination and the lower benefit for voluntary
termination is treated as a termination benefit and the portion
In a defined contribution plan, the Group’s legal or constructive of the benefit that the Group would be required to pay to the
obligation is limited to the amount that it agrees to contribute employee in the case of voluntary termination is treated as
to the fund. The Group’s contributions to defined contribution a contractual or legal obligation determined by local law and
plans, multi-employer and insured plans are recognized in the accounted for as a defined benefit arrangement as described
consolidated income statement in the period to which the in the pensions section above.
contributions relate. If a pension plan is funded through an
insurance contract where the Group does not retain any legal Share-based payments
or constructive obligations, the plan is treated as a defined The Group offers three types of global equity-settled share-based
contribution plan. All arrangements that do not fulfill these compensation plans for employees: performance shares, restricted
conditions are considered defined benefit plans. shares and the employee share purchase plan.

For defined benefit plans, including pension and post-employment Employee services received and the corresponding increase in
healthcare and life insurance, costs are assessed using the equity are measured by reference to the fair value of the equity
projected unit credit method: the cost is recognized in the instruments as of the grant date, excluding the impact of any non-
consolidated income statement so as to spread the benefit over market vesting conditions. Non-market vesting conditions attached
the service lives of employees. The defined benefit obligation to the performance shares are included in assumptions about the
is measured as the present value of the estimated future cash number of shares that the employee will ultimately receive. The
outflows using interest rates on high-quality corporate bonds Group reviews the assumptions made on a regular basis and, where
or government bonds with maturities that most closely match necessary, revises its estimates of the number of performance
expected payouts of benefits. The liability or asset recognized in shares that are expected to be settled. Plans that apply tranched
the consolidated statement of financial position is the present vesting are accounted for under the graded vesting model.
value of the defined benefit obligation as of the reporting date less Share-based compensation is recognized as an expense in the
the fair value of plan assets including effects of any asset ceiling. consolidated income statement over the relevant service periods.

Service cost related to employees’ service in the current period Income taxes
as well as past service cost resulting from plan amendments, The income tax expense comprises current tax and deferred tax.
curtailments, and gains and losses on settlements are all presented Tax is recognized in the consolidated income statement except
within cost of sales, research and development expenses or selling, to the extent that it relates to items recognized in other
general and administrative expenses in the consolidated income comprehensive income, or directly in equity; then the related tax is
statement. Past service costs are recognized immediately in the recognized in other comprehensive income or equity, respectively.
consolidated income statement when the plan amendment,
Current taxes are based on the results of Group companies and are
curtailment or settlement occurs. Net interest, consisting of
calculated using the local tax laws and tax rates that are enacted
interest calculated by applying a discount rate to the net defined
or substantively enacted as of each reporting date. Corporate
benefit liability or asset and the effect of asset ceiling, as well
taxes withheld at the source of the income on behalf of Group
as pension plan administration costs not taken into account in
companies are accounted for in income taxes where determined
determining the return on plan assets, are presented within
to represent a tax on net income.
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,

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 Financial statements

Deferred tax assets and liabilities are determined using the balance Foreign currency translation
sheet liability method for all temporary differences arising between Functional and presentation currency
the tax bases of assets and liabilities and their carrying amounts The financial statements of all Group companies are measured
in the consolidated financial statements. Deferred tax assets are using functional currency, which is the currency of the primary
recognized to the extent it is probable that future taxable profit economic environment in which the entity operates. The
will be available against which the unused tax losses, unused tax consolidated financial statements are presented in euro, the
credits and deductible temporary differences can be utilized in functional and presentation currency of the Parent Company.
the relevant jurisdictions. Deferred tax assets are assessed for
realizability as of each reporting date. When circumstances indicate Transactions in foreign currencies
it is no longer probable that deferred tax assets will be utilized, Transactions in foreign currencies are recorded at exchange
adjustments are made as necessary. Deferred tax liabilities are rates prevailing as of the dates of the individual transactions.
recognized for taxable temporary differences, and for temporary For practical reasons, a rate that approximates the actual rate
differences that arise between the fair value and the tax base of as of the date of the transaction is often used. Monetary assets
identifiable net assets acquired in business combinations. and liabilities denominated in foreign currency are valued at the
exchange rates prevailing at the end of the reporting period.
Deferred tax assets and deferred tax liabilities are offset for Foreign exchange gains and losses arising from monetary assets
presentation purposes when there is a legally enforceable right and liabilities as well as fair value changes of related hedging
to set off current tax assets against current tax liabilities, and the instruments are recognized in financial income and expenses in
deferred tax assets and deferred tax liabilities relate to income the consolidated income statement. Unrealized foreign exchange
taxes levied by the same taxation authority on either the same gains and losses related to non-monetary non-current financial
taxable entity or different taxable entities, which intend either to investments are included in the fair value measurement of
settle current tax liabilities and assets on a net basis, or to realize these investments and recognized in other operating income
the assets and settle the liabilities simultaneously in each future and expenses in the consolidated income statement.
period in which significant amounts of deferred tax liabilities or
deferred tax assets are expected to be settled or recovered. Foreign Group companies
On consolidation, the assets and liabilities of foreign operations
Deferred tax liabilities are not recognized if they arise from the whose functional currency is other than euro are translated into
initial recognition of goodwill. Deferred tax liabilities are provided euro at the exchange rates prevailing at the end of the reporting
on taxable temporary differences arising from investments in period. The income and expenses of these foreign operations
subsidiaries, associates and joint arrangements, except for are translated into euro at the average exchange rates for the
deferred tax liability where the timing of the reversal of the reporting period. The exchange differences arising from translation
temporary difference is controlled by the Group, and it is for consolidation are recognized as translation differences in the
probable that the temporary difference will not reverse in consolidated statement of comprehensive income. On disposal
the foreseeable future. of a foreign operation the cumulative amount of translation
differences relating to that disposal is reclassified to profit or loss.
The enacted or substantively enacted tax rates as of each
reporting date that are expected to apply in the period when Intangible assets
the asset is realized or the liability is settled are used in the Intangible assets acquired separately are measured on initial
measurement of deferred tax assets and deferred tax liabilities. recognition at cost. The cost of intangible assets acquired in
Deferred tax assets and liabilities are not discounted. a business combination is their fair value as of the date of
The Group periodically evaluates positions taken in tax returns with acquisition. Internally generated intangibles, except for
respect to situations in which applicable tax regulation is subject to development costs that may be capitalized, are expensed as
interpretation. It adjusts the amounts of current and deferred tax incurred. Development costs are capitalized only if the Group has
assets and liabilities recorded, where it is considered probable, the technical feasibility to complete the asset; has an ability and
i.e. more likely than not, that certain tax positions may not be fully intention to use or sell the asset; can demonstrate that the asset
sustained upon review by tax authorities. The amounts recorded will generate future economic benefits; has resources available
are based on the most likely amount or the expected value, to complete the asset; and has the ability to measure reliably
depending on which method the Group expects to better predict the expenditure during development.
the resolution of the uncertainty, as of each reporting date. 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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Notes to consolidated financial statements continued

Property, plant and equipment The majority of the Group’s leased assets relate to commercial
Property, plant and equipment are stated at cost less accumulated and industrial properties such as R&D facilities, production facilities
depreciation and accumulated impairment losses. Depreciation is and office buildings. The Group also leases vehicles provided as
recorded on a straight-line basis over the expected useful lives of employee benefits and service vehicles.
the assets as follows:
Right-of-use assets are measured at cost less accumulated
Buildings and constructions depreciation and impairment losses, and adjusted for any
remeasurements of the lease liabilities. The cost of right-of-use
Buildings and constructions 20–33 years
assets includes the amount of lease liabilities recognized, initial
Light buildings and constructions 3–20 years direct costs incurred, and lease payments made at or before the
Machinery and equipment commencement date less any lease incentives received. Right-of-
Production machinery, measuring and test use assets are depreciated on a straight-line basis over the lease
equipment 1–5 years term as follows:
Other machinery and equipment 3–10 years Buildings 3–10 years
Other 3–5 years
Land and water areas are not depreciated.
Maintenance, repairs and renewals are generally expensed in the Lease liabilities are measured at the present value of lease
period in which they are incurred. However, major renovations are payments to be made over the lease term. The Group determines
capitalized and included in the carrying amount of the asset when the lease term as the non-cancellable term of the lease, together
it is probable that future economic benefits in excess of the with any periods covered by an option to extend the lease if it is
originally assessed standard of performance of the existing asset reasonably certain to be exercised, as well as any periods covered
will flow to the Group. Major renovations are depreciated over the by an option to terminate the lease if it is reasonably certain not
remaining useful life of the related asset. Leasehold improvements to be exercised. The lease payments include fixed lease payments
are depreciated over the shorter of the lease term and the useful and certain fixed non-lease components less any lease incentives
life. Gains and losses on the disposal of property, plant and receivable, variable lease payments that depend on an index or a
equipment are included in other operating income or expenses. rate, and appropriate termination fees whenever the lease term
has been determined based on the expectation that the Group
Leases will exercise its option to terminate. The Group does not generally
On January 1, 2019, the Group adopted IFRS 16, Leases, which enter into lease contracts with variable lease payments linked to
provides a single lessee accounting model, requiring lessees to future performance or use of an underlying asset.
recognize right-of-use assets and lease liabilities for all leases in
the consolidated statement of financial position. The right-of-use After the commencement date, the amount of lease liabilities is
asset represents the lessee’s right to use the underlying leased measured on an amortized cost basis using the effective interest
asset while the lease liability represents the lessee’s obligation method where the lease liabilities increase related to the accretion
to make lease payments. of interest and decrease for lease payments made. In addition, the
carrying amounts for the right-of-use asset and lease liability are
The Group assesses at contract inception whether a contract is, remeasured if there is a modification, a change in the lease term
or contains, a lease. That is, the Group assesses whether the or a change in the future lease payments resulting from a change
contract conveys the right to control the use of an identified in an index or rate used to determine such lease payments.
asset for a period of time in exchange for consideration. At the The interest component of the lease payments is recognized
commencement date of the lease, the Group recognizes a right- as interest expense within financial income and expenses.
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 Group uses its incremental borrowing rate to calculate the
the lessor makes the underlying leased asset available for use by present value of lease payments as the interest rate implicit
the Group. in the lease is not readily determinable. The Group estimates its
incremental borrowing rate quarterly based on the rate of interest
The Group applies a practical expedient whereby leases for which that the Group would pay to borrow over the lease term with a
the lease term is 12 months or less at the lease commencement similar security to obtain an asset of a similar value to the leased
date (short-term leases) are not recognized in its consolidated asset in a similar economic environment. The Group measures all
statement of financial position. Instead, the Group recognizes the leases at amortized cost based on the appropriate discount rate
lease payments associated with short-term leases as an operating available in the quarter when lease commencement occurred.
expense on a straight-line basis over the lease term. In addition, Where a lease contract modification or reassessment of the lease
as a practical expedient, the Group does not separate certain non- liability resulting from a change in the lease term occurs, the Group
lease components from lease components but instead accounts remeasures the present value of the lease liability based on the
for each lease component and associated specified non-lease appropriate discount rate available in the quarter when the
component as a single lease component. Non-lease components reassessment or modification occurs.
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.

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 Financial statements

The Group acts primarily as a lessee in its leasing transactions. Inventories

However, the Group will enter into contracts to sublease vacant Inventories are stated at the lower of cost and net realizable value.
leasehold or freehold properties for sublease terms up to 10 years Cost is determined using standard cost, which approximates actual
to offset or mitigate the unavoidable costs associated with those cost on a first-in first-out (FIFO) basis. Net realizable value is the
properties. In these cases, the Group classifies each sublease amount that can be realized from the sale of the inventory in the
as a finance lease whenever the sublease contract transfers normal course of business after allowing for the costs of realization.
substantially all the risks and rewards incidental to ownership to In addition to the cost of materials and direct labor, an appropriate
the subtenant. All other subleases are classified as operating leases. proportion of production overhead is included in the cost of
inventory. An allowance is recorded for excess inventory and
Included within other financial assets in its consolidated statement
obsolescence based on the lower of cost and net realizable value.
of financial position, the Group recognizes a net investment asset
for all finance subleases based on the present value of future The Group classifies its inventories to raw materials and semi-
sublease payments at the sublease commencement date. After the finished goods, finished goods, and contract work in progress.
commencement date, the net investment asset is measured on an Raw materials and semi-finished goods include purchased
amortized cost basis using the effective interest method where materials, components and supplies to be used in production.
the net investment asset increases related to the accretion of Finished goods include goods manufactured by the Group or by
interest income and decreases for sublease payments received. subcontractors that are ready for sale and goods purchased for
Sublease payments received from operating subleases is resale. Contract work in progress includes costs incurred to date
recognized as other operating income on a straight-line basis for customer contracts where the contractual performance
over the lease term. obligations are not yet satisfied. Contract work in progress
will be recognized as cost of sales when control of the related
Impairment of goodwill, other intangible assets, property,
performance obligation is transferred to the customer.
plant and equipment and right-of-use assets
The Group assesses the recoverability of the carrying value of Fair value measurement of financial instruments
goodwill, other intangible assets, property, plant and equipment A number of financial instruments are measured at fair value as of
and right-of-use assets if events or changes in circumstances each reporting date after initial recognition. Fair value is the price
indicate that the carrying value may be impaired. In addition, the that would be received to sell an asset or paid to transfer a liability
Group tests the carrying value of goodwill for impairment annually in an orderly transaction between market participants at the
even if there is no indication of impairment. measurement date. The fair value of an asset or a liability is
measured using the assumptions that market participants would
Factors that the Group considers when it reviews indications of use when pricing the asset or liability, assuming that market
impairment include, but are not limited to, underperformance participants act in their economic best interest, by using quoted
of the asset relative to its historical or projected future results, market rates, discounted cash flow analyses and other appropriate
significant changes in the manner of using the asset or the valuation models. The Group uses valuation techniques that are
strategy for the overall business, and significant negative industry appropriate in the circumstances and for which sufficient data is
or economic trends. available to measure fair value, maximizing the use of relevant
Goodwill is allocated to the cash-generating units or groups of observable inputs and minimizing the use of unobservable inputs.
cash-generating units that are expected to benefit from the All financial assets and liabilities for which fair values are being
synergies of the related business combination and that reflect measured or disclosed in the consolidated financial statements
the lowest level at which goodwill is monitored for internal are categorized within the fair value hierarchy, described as
management purposes. A cash-generating unit, as determined for follows, based on the lowest level input that is significant to the
the purposes of the Group’s goodwill impairment testing, is the fair value measurement as a whole:
smallest group of assets generating cash inflows that are largely Level 1—Quoted (unadjusted) market prices for exchange-traded
independent of the cash inflows from other assets or groups of products in active markets for identical assets or liabilities;
assets. The carrying value of a cash-generating unit includes its
share of relevant corporate assets allocated to it on a reasonable Level 2—Valuation techniques for which significant inputs other
and consistent basis. When the composition of one or more groups than quoted prices are directly or indirectly observable; and
of cash-generating units to which goodwill has been allocated is
changed, the goodwill is reallocated based on the relative fair Level 3—Valuation techniques for which significant inputs are
value of the affected groups of cash-generating units. unobservable.

The Group conducts its impairment testing by determining the The Group categorizes assets and liabilities that are measured
recoverable amount for an asset, a cash-generating unit or groups at fair value on a recurring basis into an appropriate level of
of cash-generating units. The recoverable amount of an asset, the fair value hierarchy at the end of each reporting period.
a cash-generating unit or groups of cash-generating units is the Classification and measurement of financial assets
higher of its fair value less costs of disposal and its value-in-use. The Group has classified its financial assets that are debt
The recoverable amount is compared to the asset’s, cash- instruments in the following three categories: financial assets
generating unit’s or groups of cash-generating units’ carrying measured at amortized cost, financial assets measured at fair
value. If the recoverable amount for the asset, cash-generating value through other comprehensive income, and financial assets
unit or groups of cash-generating units is less than its carrying measured at fair value through profit and loss. The Group has
value, the asset is considered impaired and is written down to its classified its financial assets that are equity instruments to
recoverable amount. Impairment losses are presented in cost of financial assets measured at fair value through profit and loss.
sales, research and development expenses or selling, general and The selection of the appropriate category is made based on both
administrative expenses in the consolidated income statement, the Group’s business model for managing the financial asset
except for impairment losses on goodwill, which are presented and on the contractual cash flow characteristics of the asset.
in other operating expenses.

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Notes to consolidated financial statements continued

The Group’s business model for managing financial assets is Customer- and vendor-related loan receivables are managed in a
defined on a portfolio level. The business model must be portfolio with a business model of holding investments to collect
observable on a practical level by the way the business is managed. principal and interest as well as selling investments. They are
The cash flows of financial assets measured at amortized cost are initially recognized and subsequently remeasured at fair value
solely payments of principal and interest. These assets are held determined using the discounted cash flow method. The changes
within a business model that has an objective to hold assets to in fair value are recognized in fair value reserve in other
collect contractual cash flows. Financial assets measured at fair comprehensive income. Interest calculated using the effective
value through other comprehensive income have cash flows that interest method as well as foreign exchange gains and losses are
are solely payments of principal and interest and these assets recognized in financial income and expenses in the consolidated
are held within a business model that has an objective that is income statement. Estimated credit loss is typically based on
achieved both by holding financial assets to collect contractual 12-month expected credit loss for existing loans and estimated
cash flows and selling financial assets. Financial assets measured additional draw-downs during that period; refer to Impairments
at fair value through profit and loss are assets that do not fall in section for further detail. Loss allowance is calculated on a
either of these two categories. In addition to the classification as quarterly basis based on a review of collectability and available
described above, the accounting for financial assets is impacted if collateral, and recorded in other financial expenses in the
the financial asset is part of a hedging relationship (see below the consolidated income statement reducing fair value loss recorded
section on Hedge accounting). in other comprehensive income. In case a receivable is sold, the
impact of expected credit loss is reversed, and the full gain or loss
All purchases and sales of financial assets are recorded on the incurred for the sale is recorded in financial income and expenses
trade date, that is, when the Group commits to purchase or sell in the consolidated income statement.
the asset. A financial asset is derecognized when substantially
all the risks and rewards related to the financial asset have The cash flows of other investments of a long-term nature do not
been transferred to a third party that assumes control of the fulfill the criteria of being solely payments of principal and interest.
financial asset. These investments are initially recognized and subsequently
remeasured at fair value using quoted market rates, discounted
Non-current financial investments cash flow models or other appropriate valuation methods as of the
Non-current financial investments include investments in unlisted reporting date. Fair value adjustments, foreign exchange gains and
private equity shares and unlisted venture funds. These equity losses as well as realized gains and losses from the disposal of
and debt investments are classified as fair value through profit these investments are mainly recognized within financial income
and loss and are initially recognized and subsequently remeasured and expenses in the consolidated income statement.
at fair value.
Other current financial assets
Fair value is estimated using a number of methods, including, but Other current financial assets include current part of other
not limited to: quoted market rates; the current market value of non-current financial assets and short-term loan receivables
similar instruments; prices established from a recent arm’s-length as well as derivative assets that are discussed separately in
financing transaction of target companies; and analysis of market the Derivative financial instruments section below.
prospects and operating performance of target companies,
taking into consideration public market comparable companies Short-term loan receivables are initially measured at fair value
in similar industry sectors. The Group uses judgment in selecting and in subsequent periods measured at amortized cost using the
the appropriate valuation methodology as well as underlying effective interest method. Interest calculated using the effective
assumptions based on existing market practice and conditions. interest method as well as foreign exchange gains and losses are
recognized in financial income and expenses in the consolidated
Fair value adjustments, foreign exchange gains and losses as well income statement. For these loans, a loss allowance is calculated
as realized gains and losses from the disposal of these investments on a quarterly basis based on a review of collectability and available
are recognized within other operating income and expenses in collateral, recorded as an adjustment to the carrying amount of
the consolidated income statement. Weighted average method the investment and recognized in other financial expenses in the
is used to determine the cost basis of the investments disposed. consolidated income statement.
Other non-current financial assets Trade receivables
Other non-current financial assets include restricted assets and Trade receivables arise from contracts with customers and
other receivables, customer and vendor financing related loan represent an unconditional right to receive the consideration and
receivables and certain other investments of a long-term nature. only the passage of time is required before the consideration is
Restricted assets and other receivables include restricted bank received. The Group sells trade receivables to various financial
deposits primarily related to employee benefits as well as other institutions without recourse in the normal course of business,
loan receivables. These assets are initially measured at fair value in order to manage credit risk and working capital cycle, and
and in subsequent periods at amortized cost using the effective the business model for managing trade receivables is holding
interest method. Interest calculated using the effective interest receivables to collect contractual cash flows and selling receivables.
method as well as foreign exchange gains and losses are Trade receivables are initially recognized and subsequently
recognized in financial income and expenses in the consolidated remeasured at fair value, determined using the discounted cash
income statement. For these assets, a loss allowance is calculated flow method. The changes in fair value are recognized in fair value
on a quarterly basis based on a review of collectability and available reserve in other comprehensive income. The Group applies a
collateral, recorded as an adjustment to the carrying amount of simplified approach to recognizing a loss allowance on trade
the investment and recognized in other financial expenses in the receivables and contract assets based on measurement of
consolidated income statement. lifetime expected credit losses arising from trade receivables
and contract assets without significant financing components.

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 Financial statements

Refer to Note 4, Use of estimates and critical accounting Corporate cash investments may also include money market funds
judgments, for disclosure of the use of estimates and critical that do not qualify as cash equivalents, investments acquired for
accounting judgments necessary in the estimation of such loss trading purposes, investment structures consisting of securities
allowances. Loss allowances on trade receivables and contract traded in combination with derivatives with complementing and
assets are recognized in other operating expenses in the typically offsetting risk factors and other investments that have
consolidated income statement. If trade receivables are sold, cash flows not being solely payments of principal and interest.
the difference between the carrying amount derecognized and In this portfolio, investments are executed with the purpose of
the consideration received is recognized in financial expenses collecting contractual cash flows and principal repayments as
in the consolidated income statement. well as for capital appreciation and can be sold at any time.
Current financial investments These investments are initially recognized and subsequently
The Group invests a portion of the corporate cash needed to cover remeasured at fair value determined using quoted market rates,
the projected cash outflows of its ongoing business operations discounted cash flow models or other appropriate valuation
in highly liquid, interest-bearing investments. Current financial methods as of the reporting date. Fair value adjustments,
investments may include investments measured at amortized cost, foreign exchange gains and losses and realized gains and losses
investments measured at fair value through other comprehensive are recognized in financial income and expenses in the
income and investments measured at fair value through profit consolidated income statement.
and loss.
Cash and cash equivalents
Corporate cash investments in bank deposits used as collaterals Cash and cash equivalents include cash at bank and in hand as well
for derivative transactions are initially measured at fair value and as highly liquid, fixed income and money market investments that
in subsequent periods measured at amortized cost using the are readily convertible to known amounts of cash with maturities
effective interest method. Interest calculated using the effective at acquisition of three months or less, as well as bank deposits
interest method as well as foreign exchange gains and losses are with maturities or contractual call periods at acquisition of three
recognized in financial income and expenses in the consolidated months or less. Due to the high credit quality and short-term
income statement. nature of these investments, there is an insignificant risk of change
in value. Investments in money market funds that have a risk
Corporate cash investments in bank deposits, as well as fixed profile consistent with the aforementioned criteria are also
income and money market securities with initial maturity or put classified as cash equivalents. Investments that have cash flows
feature longer than three months that have characteristics of that are solely payments of principal and interest are measured at
solely payments of principal and interest and are not part of amortized cost. All other investments are measured at fair value
structured investments, are managed in a portfolio with a business through profit and loss.
model of holding investments to collect principal and interest as
well as selling investments, and are classified as fair value through Classification and measurement of financial liabilities
other comprehensive income. In this portfolio, investments are The Group has classified its financial liabilities in the following
executed with the main purpose of collecting contractual cash categories: financial liabilities measured at amortized cost and
flows and principal repayments. However, investments are sold financial liabilities measured at fair value through profit and loss.
from time to time for liquidity management and market risk The Group classifies derivative liabilities as well as the conditional
mitigation purposes. obligation related to Nokia Shanghai Bell at fair value through
profit and loss and all other financial liabilities at amortized cost.
The fair value of these investments is determined using quoted
market rates, discounted cash flow models or other appropriate All financial liabilities are initially recognized at fair value and,
valuation methods as of the reporting date. The changes in fair in case of borrowings and payables, net of transaction costs.
value are recognized in fair value reserve in other comprehensive Financial liabilities are derecognized when the related obligation
income. Interest calculated using the effective interest method, is discharged or cancelled or expired. Additionally, a substantial
as well as foreign exchange gains and losses, are recognized modification of the terms of an existing financial liability is
in financial income and expenses in the consolidated income accounted for as a derecognition of the original financial liability
statement. When an investment is disposed of, the related and the recognition of a new financial liability. On derecognition of
accumulated fair value changes are derecognized from other a financial liability, the difference between the carrying amount
comprehensive income and recognized in financial income and extinguished and the consideration paid is recognized in interest
expenses in the consolidated income statement. The FIFO method expenses in the consolidated income statement.
is used to determine the cost basis of fixed income securities
being disposed of. Interest-bearing liabilities
Long-term interest-bearing liabilities are measured at amortized
Due to the high credit quality of the Group’s investment portfolio, cost using the effective interest method. Short-term interest-
the estimated credit loss is normally based on 12-month expected bearing liabilities, including the current part of long-term interest-
credit loss. Loss allowance is calculated on a quarterly basis, bearing liabilities and collaterals for derivative transactions, are
recorded in other financial expenses in the consolidated income measured at amortized cost using the effective interest method.
statement reducing fair value gains and losses recorded in other
comprehensive income. 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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Notes to consolidated financial statements continued

Other financial liabilities For other non-current financial assets, loans, loan commitments
Other financial liabilities mainly include a conditional obligation and financial guarantees extended to third parties, the ECL is
to China Huaxin as part of the Nokia Shanghai Bell definitive calculated separately for each significant counterparty using the
agreements where China Huaxin obtained the right to fully transfer method described above, including the impact of any collateral
its ownership interest in Nokia Shanghai Bell to the Group in arrangements or other credit enhancements to LGD. The estimate
exchange for a future cash settlement. The financial liability related is based on 12-month ECL unless there has been a significant
to the conditional obligation is measured based on the expected increase in credit risk for the specific counterparty since the initial
future cash settlement with any changes recorded in financial recognition, in which case lifetime ECL is estimated. Breaches of
income and expenses in the consolidated income statement. contract, credit rating downgrades and other credit measures are
typical indicators that the Group takes into consideration when
Other financial liabilities also include derivative liabilities that assessing whether the credit risk on a financial instrument has
are discussed separately in the Derivative financial instruments increased significantly since initial recognition.
section below.
The change in the amount of loss allowance for ECL is recognized
Trade payables as an impairment gain or loss in financial income and expenses
Trade payables are carried at invoiced amount, which is considered in the consolidated income statement. For assets carried at
to be equal to the fair value due to the short-term nature of the amortized cost, the loss allowance is recorded as an adjustment
Group’s trade payables. to the carrying amount. For assets carried at fair value through
Impairments of financial assets excluding trade receivables other comprehensive income, the loss allowance is recorded as an
and contract assets adjustment in other comprehensive income instead of adjusting
the carrying amount that has already been recorded at fair value.
Impairment requirements apply to the recognition of a loss
For financial guarantee contracts, the loss allowance is recognized
allowance for expected credit losses (ECL) on financial assets
as another liability in the statement of financial position.
measured at amortized cost, financial assets measured at fair
value through other comprehensive income, financial guarantee Derivative financial instruments
contracts and loan commitments. The Group continuously All derivatives are recognized initially at fair value on the date a
assesses its financial instruments on a forward-looking basis and derivative contract is entered into and subsequently remeasured
accounts for the changes in ECL on a quarterly basis using the at fair value. The method of recognizing the resulting gain or loss
following method: varies according to whether the derivatives are designated and
 ECL = PD x LGD x EAD qualify under hedge accounting.

 Probability of Default (PD) is estimated separately for The cash flows of a hedge are classified as cash flows from
the centralized investment portfolio and non-centralized operating activities in the consolidated statement of cash flows in
investments. The estimate is based on the credit rating profile case the underlying hedged items relate to the Group’s operating
of these investments as well as specific local circumstances as activities. When a derivative contract is accounted for as a hedge of
applicable, unless there are specific events that would indicate an identifiable position relating to financing or investing activities,
that the credit rating would not be an appropriate basis for the cash flows of the contract are classified in the same way as the
estimating credit risk at the reporting date. cash flows of the position being hedged. Certain derivatives are
hedging the foreign exchange risk of the Group’s cash position
 For Loss Given Default (LGD), the recovery rate is also estimated and their cash flows are included in foreign exchange adjustment
separately for centralized investment portfolios and non- in the consolidated statement of cash flows.
centralized investments and is based on the type of investment,
specific local circumstances as applicable as well as related Derivatives not designated in hedge accounting relationships
collateral arrangements, if any. carried at fair value through profit and loss
Foreign exchange forward contracts are valued at market-forward
 Exposure at Default (EAD) is normally the nominal value of the exchange rates. Changes in fair value are measured by comparing
investment or financial guarantee. For loan commitments, EAD is these rates with the original contract-forward rate. Currency
based on estimated draw-down amounts for the next 12 months. options are valued as of each reporting date by using the Garman
& Kohlhagen option valuation model. Changes in fair value are
All the Group’s current investments at amortized cost and fair
recognized in the consolidated income statement.
value through other comprehensive income are considered to have
low credit risk, and the loss allowance recognized during the period Fair values of forward rate agreements, interest rate options,
is therefore limited to 12 months’ expected losses. Financial futures contracts and exchange-traded options are calculated
instruments that are rated as investment grade are considered based on quoted market rates as of each reporting date. The
to have low credit risk for the purposes of this assessment. 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.

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 Financial statements

For derivatives not designated under hedge accounting but The Group only designates the spot element of the foreign
hedging identifiable forecast exposures such as anticipated foreign exchange forward contract as the hedging instrument. Currency
currency denominated sales and purchases, the gains and losses options, or option strategies, may also be used for cash flow
are recognized in other operating income or expenses in the hedging, in which case the intrinsic value of the option is
consolidated income statement. The gains and losses on all designated as the hedging instrument. Hedge effectiveness is
other derivatives not designated under hedge accounting are assessed at inception and quarterly during the hedge relationship
recognized in financial income and expenses in the consolidated to ensure that an economic relationship exists. As the Group only
income statement. enters in hedge relationships where the critical terms match,
the assessment of effectiveness is done on a qualitative basis.
Embedded derivatives included in contracts are identified and
monitored by the Group. For host contracts that are not financial For qualifying foreign exchange forwards and foreign exchange
assets containing embedded derivatives that are not closely options, the change in fair value that reflects the change in spot
related, the embedded derivatives are separated and measured exchange rates on a discounted basis is recognized in hedging
at fair value as of each reporting date with changes in fair value reserve in other comprehensive income. The changes in the
recognized in financial income and expenses in the consolidated forward element of the foreign exchange forwards and the time
income statement. For host contracts that are financial assets value of the options that relate to hedged items are deferred in
containing embedded derivatives, the whole contract is measured the cost of hedging reserve in other comprehensive income and
at fair value as of each reporting date with changes in fair value are subsequently accounted for in the same way as the spot
recognized in financial income and expenses in the consolidated element or intrinsic value.
income statement.
In each quarter, the Group evaluates whether the forecast sales
Hedge accounting and purchases are still expected to occur. If a portion of the
The Group applies hedge accounting on certain foreign exchange hedged cash flow is no longer expected to occur, all related
forward contracts, options or option strategies, and interest rate deferred gains or losses are derecognized from other
derivatives. Qualifying options and option strategies have zero net comprehensive income and recognized in other operating income
premium, or a net premium paid. For option structures, the critical and expenses in the consolidated income statement as hedge
terms of the purchased and written options are the same and the accounting criteria is no longer met. If the hedged cash flow ceases
notional amount of the written option component is not greater to be highly probable, but is still expected to occur, accumulated
than that of the purchased option. gains and losses remain in other comprehensive income until the
hedged cash flow affects profit or loss.
In the fair valuation of foreign exchange forward contracts, the
Group separates the spot element and the forward element The Group’s risk management objective is to hedge forecast cash
including the impact of foreign currency basis spread and forward flows until the related revenue has been recognized. Each hedge
points, which is considered as the cost of hedging for foreign relationship is discontinued during the quarter when the hedge
exchange forward contracts. In the fair valuation of foreign matures, which is also the quarter that it has been designated to
exchange option contracts, the Group separates the intrinsic hedge. At this point, the accumulated profit or loss of cash flow
value and time value, which is considered as the cost of hedging hedges is recycled to other operating income and expenses in the
for foreign exchange option contracts. In the fair valuation of consolidated income statement. In case the forecast amount of
cross-currency swaps, the Group separates the foreign currency revenue is not recognized during a quarter, the full accumulated
basis spread that is considered as the cost of hedging for profit or loss of cash flow hedges designated for said quarter is
cross-currency swaps. still recycled and the portion related to forecast revenue that was
not recognized is disclosed as hedge ineffectiveness.
Cash flow hedges: hedging of forecast foreign currency
denominated sales and purchases As cash flow hedges primarily mature in the same quarter as the
The Group applies cash flow hedge accounting primarily to hedged item, there is no significant ineffectiveness resulting from
forecast business foreign exchange exposure that arises from time value of money. The Group will validate the magnitude of the
highly probable forecast operative business transactions. The impact of discounting related to the amount of profit or loss
risk management strategy is to hedge material net exposures recognized in other comprehensive income on a quarterly basis.
(identified standard sales exposure minus identified standard
The Group has also entered into foreign exchange forwards in
costs exposure) by using foreign exchange forwards and foreign
relation to forecast sales and purchases that do not qualify as
exchange options in a layered hedging style that follows defined
highly probable forecast transactions and hence do not satisfy the
hedge ratio ranges and hedge maturities in quarterly time buckets.
requirements for hedge accounting. For these foreign exchange
The hedged item must be highly probable and present an exposure
forwards, the gains and losses are recognized in other operating
to variations in cash flows that could ultimately affect profit or loss.
income and expenses in the consolidated income statement.

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Notes to consolidated financial statements continued

Cash flow hedges: hedging of future interest cash flows The Group’s borrowings are carried at amortized cost. Changes in
The Group also applies cash flow hedging to future interest cash the fair value of derivatives designated and qualifying as fair value
flows in foreign currency related to issued bonds. These future hedges, together with any changes in the fair value of hedged
interest cash flows are hedged with cross-currency swaps that liabilities attributable to the hedged risk, are recorded in financial
have been designated partly as fair value hedges and partly as cash income and expenses in the consolidated income statement.
flow hedges with the risk related to the risk-free portion of interest The Group separates the foreign currency basis spread from
cash flows being hedged under fair value hedge accounting and the cross-currency swaps and excludes it from the hedged risk as cost
company-specific credit spread portion being hedged under cash of hedging that is initially recognized and subsequently measured
flow hedge accounting. The accumulated profit or loss for the part at fair value and recorded in cost of hedging reserve in other
of these cross-currency swaps designated as cash flow hedges is comprehensive income. If a hedge relationship no longer meets
initially recorded in hedging reserve and recycled to profit or loss the criteria for hedge accounting, hedge accounting ceases, cost
at the time when the related interest cash flows are settled. The of hedging recorded in cost of hedging reserve is immediately
Group separates the foreign currency basis spread from cross- expensed and any fair value adjustments made to the carrying
currency swaps and excludes it from the hedge relationship as cost amount of the hedged item while the hedge was effective are
of hedging that is initially recognized and subsequently measured recognized in financial income and expenses in the consolidated
at fair value and recorded in cost of hedging reserve in other income statement based on the effective interest method.
comprehensive income.
Hedges of net investments in foreign operations
Fair value hedges: hedging of foreign exchange exposure The Group applies hedge accounting for its foreign currency
In certain cases, mainly related to long-term construction projects, hedging of selected net investments. Hedged item can be an
the Group applies fair value hedge accounting for foreign exchange amount of net assets equal to or less than the carrying amount of
risk with the objective to reduce the exposure to fluctuations in the the net assets of the foreign operation in the Group consolidated
fair value of firm commitments due to changes in foreign exchange financial statements. The risk management strategy is to protect
rates. Changes in the fair value of both spot and forward elements the euro counter value of the portion of this exposure expected to
of the derivatives designated and qualifying as fair value hedges, materialize as non-euro cash repatriation in the foreseeable future.
together with any changes in the fair value of the hedged firm
commitments attributable to the hedged risk, are recorded in The Group only designates the spot element of the foreign
financial income and expenses in the consolidated income statement. exchange forward contract as the hedging instrument. Currency
options, or option strategies, may also be used for net investment
Fair value hedges: hedging of interest rate exposure hedging, in which case the intrinsic value of the option is
The Group applies fair value hedge accounting to reduce exposure designated as the hedging instrument. Hedge effectiveness is
to fair value fluctuations of interest-bearing liabilities due to assessed at inception and quarterly during the hedge relationship
changes in interest rates and foreign exchange rates. The Group to ensure that an economic relationship exists. As the Group only
uses interest rate swaps and cross-currency swaps aligned with the enters in hedge relationships where the critical terms match, the
hedged items to hedge interest rate risk and associated foreign assessment of effectiveness is done on a qualitative basis with no
exchange risk. significant ineffectiveness expected.
The Group has entered into long-term borrowings mainly at fixed For qualifying foreign exchange forwards, foreign exchange
rate and swapped a portion of them into floating rates in line with options and option strategies, the change in fair value that reflects
a defined target interest profile. The Group aims to mitigate the the change in spot exchange rates is recognized in translation
adverse impacts from interest rate fluctuations by continuously differences within consolidated shareholders’ equity. The changes
managing net interest exposure resulting from financial assets and in the forward element of foreign exchange forwards as well as
liabilities by setting appropriate risk management benchmarks and the changes in the time value of options (collectively known as
risk limits. The hedged item is identified as a proportion of the the “cost of hedging”) is recognized in cost of hedging reserve in
outstanding loans up to the notional amount of the swaps as other comprehensive income. The cost of hedging at the date of
appropriate to achieve the risk management objective. The Group designation of the foreign exchange forward or option contract
enters into interest rate swaps that have similar critical terms as as a hedging instrument is amortized to financial income and
the hedged item, such as reference rate, reset dates, payment expenses in the consolidated income statement over the duration
dates, maturities and notional amount and hence the Group of the contract. Hence, in each reporting period, the change in fair
expects that there will be no significant ineffectiveness. The value of forward element of the foreign exchange forward contract
Group has not entered into interest rate swaps where it would or the time value of the option contract is recorded in cost of
be paying fixed rate. 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.

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 Financial statements

Provisions
Provisions are recognized when the Group has a present legal or 4. Use of estimates and critical accounting
constructive obligation as a result of past events, it is probable judgments
that an outflow of resources will be required to settle the
obligation and a reliable estimate of the amount can be made. The preparation of financial statements requires use of
When the Group expects a provision to be reimbursed, the management judgment in electing and applying accounting
reimbursement is recognized as an asset only when the policies as well as making estimates and assumptions about
reimbursement is virtually certain. The Group assesses the the future. These judgments, estimates and assumptions may
adequacy of its existing provisions and adjusts the amounts as have a significant effect on the amounts recognized in the
necessary based on actual experience and changes in facts and financial statements.
circumstances as of each reporting date. For descriptions of The estimates and assumptions used in determining the carrying
different classes of provisions, refer to Note 29, Provisions. amounts of assets and liabilities are based on historical experience,
Contingent liabilities expected outcomes and various other factors that were available
The Group discloses ongoing legal matters that relate to possible when these consolidated financial statements were prepared, and
obligations whose existence will be confirmed by the occurrence they are believed to be reasonable under the circumstances. The
or non-occurrence of one or more uncertain future events not estimates and assumptions are reviewed continually and revised
wholly within the control of the Group. These matters are assessed if changes in circumstances occur, or as a result of new information
continually to determine whether an outflow of resources or more experience. As estimates and assumptions inherently
embodying economic benefits has become probable so as to contain a varying degree of uncertainty, actual outcomes may
recognize a provision. differ resulting in adjustments to the carrying amounts of assets
and liabilities in the subsequent periods.
Treasury shares
The accounting matters presented in this note are determined
The Group recognizes its own equity instruments that are acquired
to involve the most difficult, subjective or complex judgments,
(treasury shares) as a reduction of equity at cost of acquisition.
or are considered as key sources of estimation uncertainty.
When cancelled or reissued, the acquisition cost of treasury shares
is recognized in retained earnings or other distributable reserves COVID-19
of the equity. In 2020, the global economy and financial markets have been
Dividends severely affected by the COVID-19 pandemic. While the direct
impact of COVID-19 on the Group’s financial performance and
Until 2018, dividends proposed by the Board of Directors were
financial position has been primarily related to temporary factory
recognized in the consolidated financial statements when they
closures in the first half of the year, the uncertainty related to the
were approved by the shareholders at the Annual General Meeting.
duration of the pandemic and the pace and shape of the economic
From 2019 onwards, and applicable for the first time for
recovery that follows has made it even more challenging to make
distribution of funds for 2018, dividends and capital repayments
estimates and assumptions about the future, increasing the risks
are recognized in the consolidated financial statements when
that the actual results will differ significantly from those estimated.
the Board of Directors has approved the quarterly payment
As always, the estimates and assumptions used in determining the
in accordance with the authorization granted by Annual
carrying amounts of assets and liabilities as of the reporting date
General Meeting.
reflect the best and latest information available at the time and
are considered reasonable under the circumstances.
3. New and amended standards and
Due to the high market volatility experienced particularly in the
interpretations first half of the year as a result of the impact of COVID-19, the
On January 1, 2020, the Group adopted the following amendments Group has throughout the year closely monitored the valuation of
to the accounting standards issued by the IASB and endorsed those assets where the measurement is to a large extent based on
by the EU with no material impact on the Group’s consolidated unobservable inputs, such as venture fund investments and certain
financial statements: pension assets, and has concluded the valuation of these assets
as of December 31, 2020, is appropriate.
 Amendments to IFRS 3, Definition of a Business;
In addition, the Group considered the impact of COVID-19
 Amendments to IFRS 7, IFRS 9 and IAS 39, Interest Rate in its annual goodwill impairment test and the assessment of
Benchmark Reform; recoverability of its deferred tax assets, and while it recorded an
 Amendments to IAS 1 and IAS 8, Definition of Material; and impairment loss on goodwill related to Fixed Networks operating
segment and derecognized its deferred tax assets related to
 Amendments to References to the Conceptual Framework Finland, the reasons for both of these events were considered
in IFRS Standards. unrelated to the current COVID-19 situation. For more information
on deferred tax assets and goodwill impairment test, refer to
The Group has not early adopted any new and amended standards Note 12, Income taxes, and Note 17, Impairment, respectively.
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.

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Notes to consolidated financial statements continued

Revenue recognition Critical accounting judgment

Critical accounting judgment Where a surplus on a defined benefit scheme arises, the Group
Accounting for contract modifications analyzes the recoverability of the surplus through either a refund
A significant part of the Group’s business is conducted under or through reduction of future contributions in determining
framework agreements with no fixed commitment on the overall whether it is necessary to restrict the amount of the surplus that
project scope. The accounting treatment of subsequent purchase is recognized. The Group has two plans in the US, one plan in the
commitments received from the customer in the form of new UK and one in Belgium with material surplus positions with a
purchase orders is a critical judgment. Subsequent purchase orders combined surplus of EUR 6 147 million as of December 31, 2020
may be deemed either to represent separate contracts or to (EUR 5 794 million in 2019). The Group has made the judgment
represent a modification of the existing contract, which requires that limits to recoverability at the reporting date apply to one of
combination with the original contract for accounting purposes. the plans in the US and all other surpluses meet the requirements
of recoverability. For the US plan where recoverability has been
The decision whether to segregate or combine subsequent determined to be limited, the resulting asset ceiling limitation
purchase orders can have a direct impact on the amount of is recorded at EUR 1 125 million as of December 31, 2020
revenue recognized in a given period for arrangements with (EUR 975 million in 2019).
multiple performance obligations including material rights as the
transaction price is allocated to the performance obligations Refer to Note 27, Pensions and other post-employment benefits.
identified within the contract. Income taxes
Determining and allocating the transaction price Critical accounting judgment
The Group enters into complex customer arrangements, some of The Group uses judgment in determining the extent to which
which are non-committed framework agreements that contain deferred tax assets can be recognized. The recognition of deferred
complex discounting structures as well as customer pricing that tax assets is based on the assessment of whether it is probable
varies depending on the different needs of each customer. The that sufficient taxable profit will be available in the future to utilize
appropriate identification and allocation of discounts and other the deductible temporary differences, unused tax losses and
forms of variable consideration as well as determination of the unused tax credits before the unused tax losses and unused tax
standalone selling price of each performance obligation are critical credits expire. This assessment requires estimates of the future
judgments that have a direct impact on the timing and amount of financial performance of a particular legal entity or a tax group that
revenue recognized. The determination of standalone selling prices has recognized the deferred tax asset.
of existing performance obligations and of unexercised customer A significant portion of the Group's recognized deferred tax assets
options to purchase additional goods or services will also impact relate to unused tax losses, tax credits and deductible temporary
the Group’s determination whether a non-committed part of differences in the United States which amounted of EUR 753 million
the contract contains material rights that must be accounted for as of December 31, 2020 (EUR 1 076 million in 2019). In addition,
within the context of the contract. Identified material rights are as of December 31, 2020, the Group has EUR 33 620 million
accounted for as a performance obligation within the contract and (EUR 20 426 million in 2019) of temporary differences, tax losses
the Group will allocate part of the transaction price to it with the carry forward and tax credits for which no deferred tax assets are
relative standalone selling price method. recognized due to uncertainty of utilization. The majority of these
Identifying distinct performance obligations and determining unrecognized deferred tax assets relate to France and Finland.
when the performance obligation is satisfied Refer to Note 12, Income taxes, for further details on income taxes.
The Group regularly enters into agreements with customers
comprising multiple performance obligations, which include a Leases
variety of products, services and software that the Group offers. Critical accounting judgment
The identification of distinct performance obligations within these The Group uses judgment when it evaluates the lease term.
types of arrangements is considered a critical judgment as Many of the Group’s more significant leasehold properties include
inappropriate identification of performance obligations could options to extend the lease term or to terminate the lease prior
lead to the recognition of revenue in an incorrect period or for to the expiration of the lease. These options provide the Group
an inaccurate amount. with the financial flexibility needed to align its global portfolio
of commercial and industrial real estate properties to meet the
Pension and other post-employment benefit obligations changing occupancy needs of its various businesses. This financial
and expenses flexibility is reflected in the measurement of the right-of-use
Key source of estimation uncertainty assets and lease liabilities that the Group records for its leasehold
The determination of pension and other post-employment benefit properties to the extent that management concludes that any
obligations and expenses for defined benefit plans is dependent lease extension options are not reasonably certain to be exercised.
on a number of estimates and assumptions, including the discount
rate, future mortality rate, annual rate of increase in future In its assessment whether lease extension and termination options
compensation levels, and healthcare costs trend rates and are reasonably certain to be exercised, management applies
usage of services in the United States where the majority of our judgment, considering all relevant factors that create an economic
post-employment healthcare plans are maintained. Changes in incentive for the Group to exercise either option. The Group
assumptions and actuarial estimates may materially affect the determines that extension of the lease term beyond the non-
benefit obligation, future expense and future cash flow. Based cancellable lease term is reasonably certain when the leased
on these estimates and assumptions, as of December 31, 2020, property is significantly customized or specialized for the
defined benefit obligations amount to EUR 23 501 million Group’s specific use, the Group has made significant leasehold
(EUR 24 780 million in 2019) and the fair value of plan assets improvements that it seeks to recover over the lease term,
amounts to EUR 25 688 million (EUR 26 297 million in 2019). or lease payments in the optional renewal or break period are
significantly lower than the expected future market rent levels.

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After the commencement date of the lease, the Group reassesses Fair value of level 3 financial assets
the lease term only if there is a significant event or change in Key source of estimation uncertainty
circumstances that is within its control and affects its ability to Fair values for level 3 financial assets are determined with valuation
exercise or not to exercise the option. As of December 31, 2020, techniques using material inputs that are not observable from
the Group has potential (undiscounted) future lease payments transactions on active market requiring estimation and judgment
of EUR 468 million (EUR 560 million in 2019) relating to extension both in selecting an appropriate valuation technique as well as in
options not expected to be exercised and EUR 51 million defining appropriate underlying assumptions.
(EUR 79 million in 2019) relating to termination options expected
to be exercised that are not included in the lease liability. For unlisted venture funds and unlisted shares, the fair value is
based on a number of factors including, but not limited to, the
Refer to Note 16, Leases, for further details on leases. current market value of similar instruments; prices established
from recent arm’s-length transactions; and/or analysis of market
Goodwill recoverability
prospects and operating performance of target companies with
Key source of estimation uncertainty reference to public market comparable companies in similar
The recoverable amounts of the groups of CGUs are based on fair industry sectors. Changes in these estimates could result in
value less costs of disposal that is determined using a level 3 fair losses in future periods. Based on these estimates and
value measurement based on a discounted cash flow calculation. assumptions, the fair value of level 3 financial assets is
The cash flow projections used in calculating the recoverable EUR 727 million (EUR 746 million in 2019), representing 7%
amounts are based on financial plans approved by management of total financial assets measured at fair value on a recurring
covering an explicit forecast period of three years. Seven basis (9% in 2019).
additional years of cash flow projections subsequent to the
explicit forecast period reflect a gradual progression towards the Refer to Note 24, Fair value of financial instruments.
steady state cash flow projections modeled in the terminal year.
Estimation and judgment are required in determining the Provisions and legal contingencies
components of the recoverable amount calculation, including Key source of estimation uncertainty
among others the discount rates, the terminal growth rates and Estimation is required in determining the value of the obligation.
the operating profits in the terminal year. The discount rates The amount recognized as a provision is based on the best
reflect current assessments of the time value of money and estimate of unavoidable costs required to settle the obligation
relevant market risk premiums reflecting risks and uncertainties at the end of the reporting period. When estimating the value,
for which the future cash flow estimates have not been adjusted. management may be required to consider a range of possible
The terminal growth rate assumptions reflect long-term average outcomes and their associated probabilities, risks and
growth rates for the industry and economies in which the groups uncertainties surrounding the events and circumstances as well
of CGUs operate. as making assumptions of the timing of payment. Changes in
estimates of timing or amounts of costs required to settle the
In 2020, the Group has considered the effects of the ongoing obligation may become necessary as time passes and/or more
COVID-19 pandemic when estimating future cash flows, revenue accurate information becomes available. While the use of estimates
growth rates, gross margins and operating margins and these and assumptions by management as a whole may lead to material
considerations have been reflected in the goodwill impairment test adjustments to the aggregate balance of provisions, no individual
performed. The Group conducted the goodwill impairment test provision estimate on its own is expected to require a material
based on a long-range plan prepared in the fourth quarter of 2020 adjustment to the overall carrying amount. Based on these
and concluded that the carrying amount exceeded the recoverable estimates and assumptions, provisions amount to EUR 1 532 million
amount for its Fixed Networks group of CGUs. As a result, the as of December 31, 2020 (EUR 1 209 million in 2019).
Group recorded a non-cash impairment charge of EUR 200 million
to reduce the goodwill within its Fixed Networks operating segment. Critical accounting judgment
The Group recognizes a provision when it has a present legal
Taken in isolation, either of the following changes would cause or constructive obligation as a result of a past event, it is probable
a further material goodwill impairment in the Fixed Networks that an outflow of resources will be required to settle the
operating segment: obligation and a reliable estimate of the amount can be made.
At times, management judgment is required in determining
 increase in discount rate from 7.4% to 8.4%
whether it is probable that an outflow of economic benefits will be
 reduction in the operating profit in the terminal year by required to settle the obligation. The Group is regularly subject to
EUR 25 million various legal proceedings and investigations covering a wide range
of matters. Management judgment is required in assessing the
A reasonably possible change in the key assumptions used probability of different outcomes and a provision is recognized
in the valuation of all other groups of CGUs would not lead when an unfavorable outcome is deemed probable and the related
to an impairment. obligation can be reasonably estimated.
Refer to Note 14, Intangible assets and Note 17, Impairment. Refer to Note 29, Provisions and Note 30, Commitments,
contingencies and legal proceedings.

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Notes to consolidated financial statements continued

5. Segment information Segment descriptions

Networks
The Group has three reportable segments for financial reporting Networks comprises Mobile Networks, Global Services,
purposes: (1) Networks, (2) Nokia Software and (3) Nokia Fixed Networks and IP/Optical Networks operating segments.
Technologies. Segment-level information for Group Common
and Other is also presented. The Mobile Networks operating segment focuses on mobile radio
including macro radio, small cells and cloud-native radio solutions
Networks reportable segment consists of four aggregated for communication service providers and enterprises.
operating segments: (1) Mobile Networks, (2) Global Services,
(3) Fixed Networks and (4) IP/Optical Networks. The aggregated The Global Services operating segment provides a wide range
operating segments have similar economic characteristics, such of professional services with multi-vendor capabilities, covering
as long-term margins; have similar products, production processes, network planning and optimization, network implementation,
distribution methods and customers; and operate in a similar systems integration as well as company-wide managed services.
regulatory environment.
The Fixed Networks operating segment provides copper and fiber
In addition, the Group provides net sales disclosure for the access products, solutions and services. The portfolio allows for
following businesses within the Networks reportable segment: a customized combination of technologies that brings fiber to
(i) Mobile Access (comprises Mobile Networks and Global Services the most economical point for the customer.
operating segments), (ii) Fixed Access (comprises Fixed Networks
The IP/Optical Networks operating segment provides IP routing
operating segment), (iii) IP Routing (comprises part of IP/Optical
and optical transport systems, each with its own software and
Networks operating segment) and (iv) Optical Networks (comprises
services to build high-capacity network infrastructure for the
part of IP/Optical Networks operating segment).
internet and global connectivity.
The President and CEO is the chief operating decision-maker
Nokia Software
and monitors the operating results of operating and reportable
The Nokia Software operating segment offers the cloud core
segments for the purpose of assessing performance and making
software portfolio in addition to software applications spanning
decisions about resource allocation. Key financial performance
customer experience management, network operations and
measures of the segments include primarily net sales and segment
management, communications and collaboration, policy and
operating profit. The evaluation of segment performance and
charging, as well as cloud, IoT, security, and analytics platforms
allocation of resources is based on segment operating profit(1).
that enable digital services providers and enterprises to accelerate
Accounting policies of the segments are the same as those innovation, monetize services, and optimize their customer
described in Note 2, Significant accounting policies. Inter-segment experience.
revenues and transfers are accounted for as if the revenues were
Nokia Technologies
to third parties, that is, at current market prices. Certain costs
The Nokia Technologies operating segment, building on decades
and revenue adjustments are not allocated to the segments(1).
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.

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 Financial statements

Segment information
Nokia Nokia Group Common Segment Unallocated
EURm Networks(1) Software Technologies and Other Eliminations total items(2) Total
Continuing operations
2020
Net sales to external customers 16 847 2 656 1 388 963 – 21 854 (2) 21 852
Net sales to other segments 5 – 14 19 (38) – – –
Depreciation and amortization (557) (81) (32) (55) – (725) (407) (1 132)
Goodwill impairment – – – – – – (200) (200)
Operating profit/(loss) 935 507 1 164 (525) – 2 081 (1 196) 885
Share of results of associated companies
and joint ventures 25 – 1 (4) – 22 – 22
2019
Net sales to external customers 18 207 2 767 1 473 897 – 23 344 (29) 23 315
Net sales to other segments 2 – 14 55 (71) – – –
Depreciation and amortization (566) (85) (31) (54) – (736) (924) (1 660)
Operating profit/(loss) 665 589 1 239 (490) – 2 003 (1 518) 485
Share of results of associated companies
and joint ventures 12 – – – – 12 – 12
2018
Net sales to external customers 17 403 2 713 1 486 978 – 22 580 (17) 22 563
Net sales to other segments 1 – 15 47 (63) – – –
Depreciation and amortization (383) (65) (21) (46) – (515) (940) (1 455)
Operating profit/(loss) 773 450 1 203 (246) – 2 180 (2 239) (59)
Share of results of associated companies
and joint ventures 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 2020 2019 2018
Total segment operating profit 2 081 2 003 2 180
Restructuring and associated charges (651) (502) (321)
Amortization and depreciation of acquired intangible assets and property, plant and equipment (407) (924) (940)
Impairment of assets, net of impairment reversals (241) (29) (48)
Gain on defined benefit plan amendment 90 168 –
Transaction and related costs, including integration costs 11 (48) (220)
Release of acquisition-related fair value adjustments to deferred revenue and inventory (2) (6) (16)
Divestment of businesses (2) (2) (39)
Product portfolio strategy costs – (163) (583)
Operating model integration – (12) –
Fair value changes of legacy IPR fund – – (57)
Other 6 – (15)
Total operating profit/(loss) 885 485 (59)

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Notes to consolidated financial statements continued

Information by geographies
Net sales to external customers and non-current assets by country
Net sales(1) Non-current assets(2)
EURm 2020 2019 2018 2020 2019
Finland(3) 1 480 1 552 1 556 1 382 1 477
United States 6 751 6 609 6 204 4 843 5 505
France 1 444 1 229 1 179 1 857 1 997
India 944 1 348 1 629 170 178
China 906 1 506 1 754 346 400
Other 10 327 11 071 10 241 1 017 1 167
Total 21 852 23 315 22 563 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 2020 2019 2018
Net sales – – –
Cost of sales – – –
Gross profit – – –
Research and development expenses – – –
Selling, general and administrative expenses (2) (6) (9)
Other operating income and expenses 2 (1) 17
Operating profit/(loss) – (7) 8
Financial income and expenses (4) (5) 81
(Loss)/profit before tax (4) (12) 89
Income tax benefit/(expense) 1 (1) 125
(Loss)/profit for the year, ordinary activities(1) (3) (13) 214
Gain on the sale, net of tax(2) – 6 –
(Loss)/profit for the year (3) (7) 214
(1) 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.
(2) 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 2020 2019 2018
Net cash from operating activities 6 (7) (33)
Net cash from investing activities 7 9 10
Net cash flow for the period 13 2 (23)

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 Financial statements

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 2020 2019 2018
Asia Pacific 3 847 4 556 4 081
Europe 6 620 6 620 6 489
Greater China 1 376 1 843 2 165
Latin America 995 1 472 1 380
Middle East & Africa 1 893 1 876 1 874
North America 7 121 6 948 6 574
Total 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:
2020 2019
Within 1 year 68% 69%
2-3 years 31% 27%
More than 3 years 1% 4%
Total 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.

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Notes to consolidated financial statements continued

8. Expenses by nature
EURm 2020 2019 2018
Continuing operations
Personnel expenses(1) 7 310 7 360 8 029
Cost of material 6 016 8 148 7 544
Project subcontracting and other customer contract expenses 4 887 4 003 3 782
Depreciation and amortization 1 132 1 660 1 455
IT services 343 362 491
Impairment charges 241 38 55
Other 1 188 1 496 1 533
Total operating expenses(2) 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 2020 2019 2018
Cost of sales 245 227 115
Research and development expenses 189 105 119
Selling, general and administrative expenses 67 117 77
Total restructuring charges 501 449 311
(1) Restructuring charges include defined benefit plan curtailment income and expenses.

9. Personnel expenses
EURm 2020 2019 2018
Continuing operations
Salaries and wages(1)(2) 6 055 6 094 6 517
Share-based payment expense(3) 76 77 62
Pension and other post-employment benefit expense, net(4) 362 242 465
Social security costs(1) 817 947 985
Total 7 310 7 360 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).

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 Financial statements

10. Other operating income and expenses

EURm 2020 2019 2018
Continuing operations
Other operating income(1)
Gains from unlisted venture funds 80 87 162
Foreign exchange gain on hedging forecasted sales and purchases, net 5 – –
Profit on sale of property, plant and equipment 3 18 21
Subsidies and government grants 3 8 8
Change in the loss allowance and impairment losses on trade receivables, net – 28 –
Other 59 96 76
Total 150 237 267
Other operating expenses(1)
Goodwill impairment (200) – –
Change in the loss allowance and impairment losses on trade receivables, net (171) – (45)
Losses and expenses related to unlisted venture funds (19) (36) (118)
Retirements and loss on sale of property, plant and equipment (10) (27) (52)
Changes in provisions (5) (47) (13)
Foreign exchange loss on hedging forecasted sales and purchases, net – (88) (27)
Other (68) (67) (57)
Total (473) (265) (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 2020 2019 2018
Continuing operations
Financial income
Interest income on financial investments 21 31 39
Interest income on financing components of other contracts 38 42 37
Other financial income(1) 97 92 9
Total 156 165 85
Financial expenses
Interest expense on interest-bearing liabilities (127) (99) (105)
Interest expense on financing components of other contracts(2) (83) (172) (162)
Interest expense on lease liabilities(3) (25) (28) –
Net interest expense on defined benefit plans – (9) (15)
Net fair value losses on investments at fair value through profit and loss – (2) (1)
Net fair value losses on hedged items under fair value hedge accounting (122) (133) (7)
Net fair value gains on hedging instruments under fair value hedge accounting 118 141 9
Net foreign exchange losses (8) (106) (100)
Other financial expenses(4)(5) (73) (98) (17)
Total (320) (506) (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.
(2) 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.
(3) 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.
(4) 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.
(5) In 2019, includes an impairment of EUR 64 million related to a loan extended to certain emerging market customer recognized upon contract exit.

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Notes to consolidated financial statements continued

12. Income taxes

Components of the income tax expense
EURm 2020 2019 2018
Continuing operations
Current tax (295) (367) (530)
Deferred tax (2 961) 229 341
Total (3 256) (138) (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 2020 2019 2018
Income tax (expense)/benefit at statutory rate (149) (31) 72
Permanent differences 90 53 (22)
Non-creditable withholding taxes (37) (31) (24)
Income taxes for prior years 26 (13) 26
Effect of different tax rates of subsidiaries operating in other jurisdictions (39) (8) (18)
Effect of deferred tax assets not recognized(1) (3 202) (99) (205)
Benefit arising from previously unrecognized deferred tax assets 105 29 46
Net increase in uncertain tax positions (12) (6) (43)
Change in income tax rates (12) (30) (45)
Income taxes on undistributed earnings (26) (2) 26
Other – – (2)
Total (3 256) (138) (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
2020 2019
Deferred Deferred Deferred Deferred
EURm tax assets tax liabilities Net balance tax assets tax liabilities Net balance
Tax losses carried forward and unused tax credits(1) 720 – 1 301 –
Undistributed earnings – (104) – (83)
Intangible assets and property, plant and equipment(1) 1 020 (291) 3 257 (279)
Right-of-use assets – (197) 2 (221)
Defined benefit pension assets 3 (1 233) 55 (1 150)
Other non-current assets 27 (40) 62 (53)
Inventories 120 (8) 216 (24)
Other current assets 98 (46) 164 (32)
Lease liabilities 164 (3) 220 –
Defined benefit pension and other post-employment liabilities 1 045 (7) 1 006 (29)
Other non-current liabilities – – 32 –
Provisions 251 (86) 213 (51)
Other current liabilities 200 (63) 182 (126)
Other temporary differences 5 (13) 99 (27)
Total before netting 3 653 (2 091) 1 562 6 809 (2 075) 4 734
Netting of deferred tax assets and liabilities (1 831) 1 831 – (1 685) 1 685 –
Total after netting 1 822 (260) 1 562 5 124 (390) 4 734
(1) The decrease in deferred tax assets in 2020 compared to 2019 is primarily related to derecognition of deferred tax assets in Finland.

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 Financial statements

Movements in the net deferred tax balance during the year:

EURm 2020 2019 2018
As of January 1 4 734 4 561 4 169
Adoption of new IFRS standards(1) – (1) 19
Recognized in income statement, continuing operations (2 961) 229 341
Recognized in income statement, discontinued operations 1 – 29
Recognized in other comprehensive income (115) (84) (57)
Recognized in equity 2 (7) 6
Acquisitions through business combinations and disposals 4 – –
Translation differences (103) 36 54
As of December 31 1 562 4 734 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 2020 2019
Temporary differences 14 258 1 716
Tax losses carried forward 19 021 18 609
Tax credits 341 101
Total 33 620 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.
.

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Notes to consolidated financial statements continued

Expiry of tax losses carried forward and unused tax credits:

2020 2019
EURm Recognized Unrecognized Total Recognized Unrecognized Total
Tax losses carried forward
Within 10 years 163 2 364 2 527 2 181 1 609 3 790
Thereafter 7 – 7 – 6 6
No expiry 1 810 16 657 18 467 1 728 16 994 18 722
Total 1 980 19 021 21 001 3 909 18 609 22 518
Tax credits
Within 10 years 29 326 355 251 88 339
Thereafter 36 2 38 237 2 239
No expiry 206 13 219 13 11 24
Total 271 341 612 501 101 602

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

2020 2019 2018
EURm EURm EURm
Profit or loss attributable to equity holders of the parent
Continuing operations (2 520) 14 (554)
Discontinued operations (3) (7) 214
(Loss)/profit for the year (2 523) 7 (340)
000s shares 000s shares 000s shares
Weighted average number of shares outstanding 5 612 418 5 599 912 5 588 020
Effect of potentially dilutive shares
Performance shares 19 780 24 072 20 577
Restricted shares and other 3 884 2 390 3 656
Stock options – 1 224
Total effect of potentially dilutive shares 23 664 26 463 24 457
Adjusted weighted average number of shares 5 636 082 5 626 375 5 612 477

Earnings per share EUR EUR EUR

Basic earnings per share
Continuing operations (0.45) 0.00 (0.10)
Discontinued operations 0.00 0.00 0.04
(Loss)/profit for the year (0.45) 0.00 (0.06)
Diluted earnings per share
Continuing operations (0.45) 0.00 (0.10)
Discontinued operations 0.00 0.00 0.04
(Loss)/profit for the year (0.45) 0.00 (0.06)

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.

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 Financial statements

14. Intangible assets

EURm Goodwill Other Total
Acquisition cost as of January 1, 2019 6 360 9 424 15 784
Translation differences 75 82 157
Additions – 52 52
Disposals and retirements – (92) (92)
Acquisition cost as of December 31, 2019 6 435 9 466 15 901
Accumulated amortization and impairment charges as of January 1, 2019 (908) (6 071) (6 979)
Translation differences – (41) (41)
Impairment charges – (12) (12)
Disposals and retirements – 71 71
Amortization – (984) (984)
Accumulated amortization and impairment charges as of December 31, 2019 (908) (7 037) (7 945)
Net book value as of January 1, 2019 5 452 3 353 8 805
Net book value as of December 31, 2019 5 527 2 429 7 956
Acquisition cost as of January 1, 2020 6 435 9 466 15 901
Translation differences (331) (359) (690)
Additions – 39 39
Acquisitions through business combinations(1) 78 72 150
Disposals and retirements – (31) (31)
Acquisition cost as of December 31, 2020 6 182 9 187 15 369
Accumulated amortization and impairment charges as of January 1, 2020 (908) (7 037) (7 945)
Translation differences – 256 256
Impairment charges (200) (9) (209)
Disposals and retirements – 28 28
Amortization – (472) (472)
Accumulated amortization and impairment charges as of December 31, 2020 (1 108) (7 234) (8 342)
Net book value as of January 1, 2020 5 527 2 429 7 956
Net book value as of December 31, 2020 5 074 1 953 7 027
(1) The Group acquired 100% ownership interest in Elenion Technologies. Goodwill was allocated to the IP/Optical Networks operating segment.

Net book value of other intangible assets by type of asset(1):

EURm 2020 2019
Customer relationships 1 401 1 788
Patents and licenses 232 264
Technologies and IPR&D 155 160
Tradenames and trademarks 90 145
Other 75 72
Total 1 953 2 429
(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.

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Notes to consolidated financial statements continued

15. Property, plant and equipment

Land, buildings and Machinery, equipment Assets under
EURm constructions and other construction Total
Acquisition cost as of January 1, 2019 1 219 2 863 91 4 173
Translation differences 17 22 – 39
Additions 63 339 143 545
Reclassifications 28 62 (90) –
Disposals and retirements (60) (268) (1) (329)
Acquisition cost as of December 31, 2019 1 267 3 018 143 4 428
Accumulated depreciation as of January 1, 2019 (386) (1 997) – (2 383)
Translation differences (8) (16) – (24)
Impairment charges – (4) – (4)
Disposals and retirements 33 257 – 290
Depreciation (90) (361) – (451)
Accumulated depreciation as of December 31, 2019 (451) (2 121) – (2 572)
Net book value as of January 1, 2019 833 866 91 1 790
Net book value as of December 31, 2019 816 897 143 1 856
Acquisition cost as of January 1, 2020 1 267 3 018 143 4 428
Translation differences (63) (102) (4) (169)
Additions 36 290 123 449
Acquisitions through business combinations – 2 – 2
Reclassifications 61 64 (125) –
Disposals and retirements (36) (137) – (173)
Acquisition cost as of December 31, 2020 1 265 3 135 137 4 537
Accumulated depreciation as of January 1, 2020 (451) (2 121) – (2 572)
Translation differences 33 72 – 105
Disposals and retirements 22 128 – 150
Depreciation (86) (351) – (437)
Accumulated depreciation as of December 31, 2020 (482) (2 272) – (2 754)
Net book value as of January 1, 2020 816 897 143 1 856
Net book value as of December 31, 2020 783 863 137 1 783

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16. Leases
Right-of-use assets
Right-of-use assets represent the Group’s right to use the underlying leased assets.
EURm Buildings Other Total
Acquisition cost as of January 1, 2019 898 77 975
Net additions(1) 150 44 194
Acquisition cost as of December 31, 2019 1 048 121 1 169
Accumulated depreciation as of January 1, 2019 – – –
Impairment charges (32) – (32)
Depreciation (177) (48) (225)
Accumulated depreciation as of December 31, 2019 (209) (48) (257)
Net book value as of January 1, 2019 898 77 975
Net book value as of December 31, 2019 839 73 912
Acquisition cost as of January 1, 2020 1 048 121 1 169
Net additions(1) 89 59 148
Retirements (31) – (31)
Acquisition cost as of December 31, 2020 1 106 180 1 286
Accumulated depreciation as of January 1, 2020 (209) (48) (257)
Impairment charges (32) – (32)
Retirements 31 – 31
Depreciation (176) (47) (223)
Accumulated depreciation as of December 31, 2020 (386) (95) (481)
Net book value as of January 1, 2020 839 73 912
Net book value as of December 31, 2020 720 85 805
(1) Net additions comprise new lease contracts as well as modifications and remeasurements of existing lease contracts.

Amounts recognized in the income statement

EURm 2020 2019
Depreciation expense of right-of-use assets (223) (225)
Expenses relating to short-term leases (22) (26)
Interest expense on lease liabilities (25) (28)
Income from subleasing leasehold and freehold properties(1) 4 9
Gains arising from sale and leaseback transactions – 9
Total recognized in the income statement(2) (266) (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 2020 2019
Payment of principal portion of lease liabilities (234) (221)
Interest portion of lease liabilities (25) (28)
Total cash outflow for leases (259) (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.

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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:
EURm 2020 2019
Mobile Networks 729 776
Fixed Networks 609 856
Global Services 958 1 020
IP/Optical Networks 1 865 1 914
Nokia Software 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:
2020 2019 2020 2019
Key assumption % Terminal growth rate Post-tax discount rate
Mobile Networks 1.2 1.1 8.0 8.4
Fixed Networks 0.8 1.1 7.4 7.6
Global Services 1.1 0.9 7.6 8.0
IP/Optical Networks 1.4 1.4 7.9 8.2
Nokia Software 1.5 1.5 7.0 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 2020 2019 2018
Goodwill 200 – –
Other intangible assets 9 12 16
Property, plant and equipment – 4 39
Right-of-use assets(1) 32 20 –
Investments in associated companies and joint ventures 4 2 –
Financial assets 1 64 –
Total 246 102 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.

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18. Inventories
EURm 2020 2019(1)
Raw materials and semi-finished goods 552 636
Finished goods 940 1 258
Contract work in progress 750 1 042
Total 2 242 2 936
(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 2020 2019 2018
As of January 1 505 521 432
Charged to income statement 71 83 153
Deductions(1) (96) (99) (64)
As of December 31 480 505 521
(1) Deductions include utilization and releases of allowances.

19. Prepaid expenses and accrued income

Non-current
EURm 2020 2019
R&D tax credits and other indirect tax receivables 129 156
Deposits 47 58
Other 41 78
Total 217 292

Current
EURm 2020 2019
R&D tax credits, VAT and other indirect tax receivables 483 543
Divestment-related receivables 23 33
Deposits 19 20
Other 325 312
Total 850 908

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Notes to consolidated financial statements continued

20. Shares of the Parent Company

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 2020 2019 2018
As of January 1 5 605 581 5 593 162 5 579 517
Settlement of share-based payments 11 915 12 396 13 221
Stock options exercised – 23 424
As of December 31 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.

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21. Translation differences, fair value and other reserves

Fair value and other reserves
Translation Pension Hedging Cost of hedging Fair value
EURm differences remeasurements reserve reserve reserve
As of January 1, 2018 (932) 838 37 (10) (23)
Foreign exchange translation differences 444 – – – –
Net investment hedging losses (66) – – 3 –
Remeasurements of defined benefit plans – 293 – – –
Net fair value losses – – (28) (8) (116)
Transfer to income statement (37) – (30) 23 78
Other (decrease)/increase (1) 6 – – –
As of December 31, 2018 (592) 1 137 (21) 8 (61)
Foreign exchange translation differences 259 – – – –
Net investment hedging losses (40) – – (6) –
Remeasurements of defined benefit plans – 319 – – –
Net fair value losses – – (17) (34) (101)
Transfer to income statement 1 – 32 18 107
Other increase – 1 – – –
As of December 31, 2019 (372) 1 457 (6) (14) (55)
Foreign exchange translation differences (1 231) – – – –
Net investment hedging gains 307 – – 1 –
Remeasurements of defined benefit plans – 484 – – –
Net fair value gains/(losses) – – 13 (13) (175)
Transfer to income statement – – (5) 16 208
Other decrease (1) – – – –
Movement attributable to non-controlling interests 2 (1) – – –
As of December 31, 2020 (1 295) 1 940 2 (10) (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.

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Notes to consolidated financial statements continued

22. Other comprehensive income

2020 2019 2018
EURm Gross Tax Net Gross Tax Net Gross Tax Net
Pension remeasurements
Remeasurements of defined benefit plans 624 (140) 484 414 (95) 319 388 (90) 298
Net change during the year 624 (140) 484 414 (95) 319 388 (90) 298
Translation differences
Exchange differences on translating foreign
operations (1 232) 1 (1 231) 259 – 259 443 1 444
Transfer to income statement – – – 1 – 1 (42) – (42)
Net change during the year (1 232) 1 (1 231) 260 – 260 401 1 402
Net investment hedges(1)
Net investment hedging gains/(losses) 266 42 308 (58) 12 (46) (79) 16 (63)
Transfer to income statement – – – – – – 6 (1) 5
Net change during the year 266 42 308 (58) 12 (46) (73) 15 (58)
Cash flow and other hedges(2)
Net fair value gains/(losses) 1 (1) – (64) 13 (51) (44) 8 (36)
Transfer to income statement 14 (3) 11 62 (12) 50 (9) 2 (7)
Net change during the year 15 (4) 11 (2) 1 (1) (53) 10 (43)
Financial assets at fair value through other
comprehensive income
Net fair value losses (213) 38 (175) (126) 25 (101) (144) 28 (116)
Transfer to income statement on loss allowance 229 (46) 183 40 (8) 32 33 (8) 25
Transfer to income statement on disposal 31 (6) 25 94 (19) 75 66 (13) 53
Net change during the year 47 (14) 33 8 (2) 6 (45) 7 (38)
Other increase 3 – 3 – – – 1 – 1
Total (277) (115) (392) 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.
(2) Includes movements in cash flow hedging reserve and related cost of hedging reserve.

23. Interest-bearing liabilities

Nominal Carrying amount EURm(5)
Issuer/borrower Instrument Currency (million) Final maturity 2020 2019
Nokia Corporation 1.00% Senior Notes(1)(2) EUR 350 March 2021 350 499
Nokia Corporation 3.375% Senior Notes USD 500 June 2022 417 445
Nokia Corporation 2.00% Senior Notes EUR 750 March 2024 762 766
Nokia Corporation EIB R&D Loan(3) EUR 500 February 2025 500 –
Nokia Corporation NIB R&D Loan(4) EUR 250 May 2025 250 250
Nokia Corporation 2.375% Senior Notes(1) EUR 500 May 2025 497 –
Nokia Corporation 2.00% Senior Notes EUR 750 March 2026 762 765
Nokia Corporation 4.375% Senior Notes USD 500 June 2027 448 452
Nokia of America Corporation 6.50% Senior Notes USD 74 January 2028 61 66
Nokia Corporation 3.125% Senior Notes(1) EUR 500 May 2028 497 –
Nokia of America Corporation 6.45% Senior Notes USD 206 March 2029 169 185
Nokia Corporation 6.625% Senior Notes USD 500 May 2039 541 517
Nokia Corporation and various subsidiaries Other liabilities 322 332
Total 5 576 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.

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The Group’s significant credit facilities and funding programs as of December 31:
Utilized (million)
Committed / uncommitted Financing arrangement Currency Nominal (million) 2020 2019
Committed Revolving Credit Facility(1) EUR 1 500 – –
Uncommitted Finnish Commercial Paper Programme EUR 750 – –
Uncommitted Euro-Commercial Paper Programme EUR 1 500 – –
Uncommitted Euro Medium Term Note Programme(2) EUR 5 000 2 850 2 000
Total 2 850 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:
Notional (million)(2) Fair values EURm
Entity Instrument(1) Currency Maturity 2020 2019 2020 2019

Nokia Corporation Cross-currency swaps USD June 2022 500 500 (48) (11)
Nokia Corporation Cross-currency swaps USD June 2027 250 500 (28) (18)
Nokia Corporation Cross-currency swaps USD May 2039 250 400 (78) (20)
Total (154) (49)
(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:
Long-term Short-term Derivatives held to
interest-bearing interest-bearing hedge long-term
EURm liabilities liabilities borrowings(1) Lease liabilities(2) Total
As of January 1, 2019 2 826 994 57 1 066 4 943
Cash flows 253 40 20 (221) 92
Non-cash changes:
Changes in foreign exchange rates 43 1 (25) – 19
Changes in fair value 131 – (142) – (11)
Reclassification between long-term and short-term 738 (738) – – –
Net additions(3) – – – 194 194
Other(4) (6) (5) 140 (9) 120
As of December 31, 2019 3 985 292 50 1 030 5 357
Cash flows 1 401 (83) (52) (234) 1 032
Non-cash changes:
Acquisitions through business combinations 10 30 – 40
Changes in foreign exchange rates (133) (7) 123 (37) (54)
Changes in fair value 102 – (102) – –
Reclassification between long-term and short-term (350) 350 – – –
Net additions(3) – – – 147 147
Other(4) – (21) 135 4 118
As of December 31, 2020 5 015 561 154 910 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.
(2) Includes non-current and current lease liabilities.
(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.

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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.
Carrying amounts Fair value(1)
Amortized Fair value through profit or loss Fair value through other comprehensive income
EURm cost Level 1 Level 2 Level 3 Level 1 Level 2 Level 3 Total Total
2020
Non-current financial investments – 31 – 714 – – – 745 745
Other non-current financial assets 115 – 99 5 – 87 – 306 306
Other current financial assets
including derivatives 22 – 169 8 – 15 – 214 214
Trade receivables – – – – – 5 503 – 5 503 5 503
Current financial investments 134 – 882 – – 105 – 1 121 1 121
Cash and cash equivalents 4 333 – 2 607 – – – – 6 940 6 940
Total financial assets 4 604 31 3 757 727 – 5 710 – 14 829 14 829
Long-term interest-bearing liabilities 5 015 – – – – – – 5 015 5 140
Other long-term financial liabilities – – – 19 – – – 19 19
Short-term interest-bearing
liabilities 561 – – – – – – 561 561
Other short-term financial liabilities
including derivatives – – 318 420 – – – 738 738
Trade payables 3 174 – – – – – – 3 174 3 174
Total financial liabilities 8 750 – 318 439 – – – 9 507 9 632

Carrying amounts Fair value(1)

Amortized Fair value through profit or loss Fair value through other comprehensive income
EURm cost Level 1 Level 2 Level 3 Level 1 Level 2 Level 3 Total Total
2019
Non-current financial investments – – – 740 – – – 740 740
Other non-current financial assets 165 – 171 6 – 103 – 445 430
Other current financial assets
including derivatives 46 – 81 – – 37 – 164 164
Trade receivables – – – – – 5 025 – 5 025 5 025
Current financial investments 42 – 51 – – 4 – 97 97
Cash and cash equivalents 4 090 – 1 820 – – – – 5 910 5 910
Total financial assets 4 343 – 2 123 746 – 5 169 – 12 381 12 366
Long-term interest-bearing liabilities 3 985 – – – – – – 3 985 4 056
Other long-term financial liabilities – – 10 20 – – – 30 30
Short-term interest-bearing
liabilities 292 – – – – – – 292 292
Other short-term financial liabilities
including derivatives – – 164 639 – – – 803 803
Trade payables 3 786 – – – – – – 3 786 3 786
Total financial liabilities 8 063 – 174 659 – – – 8 896 8 967
(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.

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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:
Level 3 financial Level 3 financial
EURm assets liabilities
As of January 1, 2019 688 (707)
Net gains in income statement 49 35
Additions 90 –
Deductions (79) 1
Other movements (2) 12
As of December 31, 2019 746 (659)
Net gains in income statement 19 94
Additions 49 –
Deductions (85) 2
Transfers out of level 3 (5) 126
Other movements 3 (2)
As of December 31, 2020 727 (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.

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Notes to consolidated financial statements continued

25. Derivative financial instruments

Assets Liabilities
EURm Fair value(1) Notional(2) Fair value(1) Notional(2)
2020
Hedges on net investment in foreign subsidiaries
Foreign exchange forward contracts 1 1 423 (3) 559
Cash flow hedges
Foreign exchange forward contracts 34 933 (16) 736
Currency options bought 1 108 – –
Currency options sold – – – 6
Fair value hedges
Foreign exchange forward contracts 83 1 340 (14) 588
Firm commitments 19 468 (101) 1 105
Cash flow and fair value hedges(3)
Cross-currency swaps – – (154) 815
Derivatives not designated in hedge accounting relationships
carried at fair value through profit and loss
Foreign exchange forward contracts 29 3 716 (16) 3 917
Currency options bought 2 171 – –
Other derivatives – – – 9
Total 169 8 159 (304) 7 735
2019
Hedges on net investment in foreign subsidiaries
Foreign exchange forward contracts 36 3 807 (2) 517
Cash flow hedges
Foreign exchange forward contracts 7 660 (18) 749
Currency options bought 1 343 – –
Fair value hedges
Foreign exchange forward contracts 7 697 (7) 549
Firm commitments 6 606 (2) 255
Cash flow and fair value hedges(3)
Cross-currency swaps – – (49) 1 246
Derivatives not designated in hedge accounting relationships
carried at fair value through profit and loss
Foreign exchange forward contracts 17 3 491 (72) 8 070
Currency options bought 7 654 – –
Other derivatives – – (7) 84
Total 81 10 258 (157) 11 470
(1) Included in other current financial assets and other financial liabilities in the consolidated 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 swaps have been designated partly as fair value hedges and partly as cash flow hedges.

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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
Number of Weighted average grant Number of Weighted average grant
performance shares date fair value restricted shares date fair value
outstanding at target EUR(1) outstanding EUR(1)
As of January 1, 2018 60 516 243 5 568 702
Granted 36 943 251 4.39 1 479 350 4.47
Forfeited (4 146 246) (1 431 215)
Vested(2) (10 169 717) (2 034 789)
As of December 31, 2018 83 143 531 3 582 048
Granted 31 979 747 4.02 2 060 342 4.18
Forfeited (4 964 055) (451 540)
Vested(2) (18 933 700) (1 915 675)
As of December 31, 2019 91 225 523 3 275 175
Granted 38 753 394 2.63 3 830 700 3.06
Forfeited (4 752 172) (1 100 107)
Vested(2) (25 754 552) (1 478 175)
As of December 31, 2020(3) 99 472 193 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.
(3) Includes 31 549 004 performance shares for the Performance Share Plan 2018 and 380 567 Restricted Shares that vested on January 1, 2021.

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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:
Performance shares Confirmed payout Performance Restriction Settlement
Plan outstanding at target (% of target) period period year
2017 - 29 2017-2018 2019 2020
2018 31 549 004 57 2018-2019 2020 2021
2019 29 358 795 – 2019-2021 N/A 2022
2020 38 564 394 – 2020-2023 N/A 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).

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 Financial statements

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:
Outstanding Exercisable
Weighted Weighted Weighted
average exercise average share average exercise
Number price price Number of price
of shares EUR EUR options EUR
As of January 1, 2018 447 500 2.07 447 500 2.07
Exercised (424 500) 2.06 5.07
As of December 31, 2018 23 000 2.35 23 000 2.35
Exercised (23 000) 2.35 5.34
As of December 31, 2019 – – – –
As of December 31, 2020 – – – –

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:
2020 2019
Defined Net defined Defined Net defined
benefit Fair value Effects of benefit benefit Fair value Effects of benefit
EURm obligation of plan assets asset ceiling balance obligation of plan assets asset ceiling balance
United States(1) (17 379) 20 328 (1 125) 1 824 (18 774) 21 023 (975) 1 274
Germany (2 847) 1 244 – (1 603) (2 808) 1 232 – (1 576)
United Kingdom (1 231) 1 716 – 485 (1 147) 1 612 – 465
Other (2 044) 2 400 (70) 286 (2 051) 2 430 (55) 324
Total (23 501) 25 688 (1 195) 992 (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.

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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:
2020 2019
United States United States Other United States United States Other
EURm pension Opeb pension Total Pension(1) Opeb pension Total
As of January 1 (16 449) (2 325) (6 006) (24 780) (16 086) (2 384) (5 609) (24 079)
Current service cost (118) – (93) (211) (66) – (87) (153)
Interest expense (375) (54) (83) (512) (553) (79) (121) (753)
Past service cost(2) (55) 89 29 63 (46) 167 19 140
Settlements – – 10 10 – – 149 149
Total (548) 35 (137) (650) (665) 88 (40) (617)
Remeasurements:
Gain/(loss) from change in
demographic assumptions 202 20 66 288 759 49 5 813
(Loss)/gain from change in financial
assumptions (1 427) (203) (377) (2 007) (1 677) (231) (483) (2 391)
Experience gain/(loss) 30 85 (15) 100 37 39 (5) 71
Total (1 195) (98) (326) (1 619) (881) (143) (483) (1 507)
Translation differences 1 451 196 125 1 772 (335) (53) (92) (480)
Contributions from plan participants – (92) (29) (121) – (105) (25) (130)
Benefits paid 1 401 260 245 1 906 1 518 284 242 2 044
Other – (15) 6 (9) – (12) 1 (11)
Total 2 852 349 347 3 548 1 183 114 126 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.

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The movements in the fair value of plan assets for the years ended December 31:
2020 2019
United States United States Other United States United States Other
EURm pension Opeb pension Total Pension(1) Opeb pension Total
As of January 1 20 560 464 5 273 26 297 19 343 397 4 863 24 603
Interest income 480 8 77 565 674 11 108 793
Administrative expenses and interest
on asset ceiling (19) – (7) (26) (18) – (7) (25)
Settlements – – (15) (15) – – (158) (158)
Total 461 8 55 524 656 11 (57) 610
Remeasurements:
Return on plan assets, excluding
amounts included in interest
income 2 227 16 233 2 476 1 834 43 414 2 291
Total 2 227 16 233 2 476 1 834 43 414 2 291
Translation differences (1 832) (41) (139) (2 012) 386 9 111 506
Contributions:
Employers 26 6 67 99 27 14 57 98
Plan participants – 92 29 121 – 105 25 130
Benefits paid (1 401) (260) (152) (1 813) (1 518) (284) (139) (1 941)
Section 420 Transfer(2) (160) 160 – – (169) 169 – –
Other (12) 14 (6) (4) 1 – (1) –
Total (3 379) (29) (201) (3 609) (1 273) 13 53 (1 207)
As of December 31 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:
2020 2019
United States United States Other United States United States Other
EURm pension Opeb pension Total pension Opeb pension Total
As of January 1 (975) – (55) (1 030) (573) – (54) (627)
Interest expense (27) – – (27) (24) – – (24)
Remeasurements:
Change in asset ceiling, excluding
amounts included in interest expense (216) – (17) (233) (370) – – (370)
Translation differences 93 – 2 95 (8) – (1) (9)
As of December 31 (1 125) – (70) (1 195) (975) – (55) (1 030)

Net balances as of December 31:

2020 2019
United States United States Other United States United States Other
EURm pension Opeb pension Total pension Opeb pension Total
As of December 31 3 404 (1 580) (832) 992 3 136 (1 861) (788) 487

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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 2020 2019 2018
Current service cost(1) 211 153 163
Past service cost(1) (63) (140) 52
Net Interest(2) – 9 15
Settlements(1) 5 9 –
Other – – 4
Total 153 31 234
(1) Included in operating expenses within the consolidated income statement.
(2) 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 2020 2019 2018
Return on plan assets, excluding amounts included in interest income 2 476 2 291 (987)
Gain from change in demographic assumptions 288 813 80
(Loss)/gain from change in financial assumptions (2 007) (2 391) 1 298
Experience gain 100 71 79
Change in asset ceiling, excluding amounts included in interest expense (233) (370) (82)
Total 624 414 388

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:
2020 2019 2020
Discount rate % Mortality table
Pri–2012 w/MP–2020
United States 1.9 2.8 mortality projection scale
Germany 0.4 0.8 Heubeck 2018G
United Kingdom(1) 1.3 1.9 CMI 2019
Total weighted average for all countries 1.7 2.5
(1) Tables are adjusted with 1.5% long-term rate of improvement.

The principal actuarial weighted average assumptions used for determining the defined benefit obligation:
% 2020 2019
Discount rate for determining present values 1.7 2.5
Annual rate of increase in future compensation levels 1.9 1.9
Pension growth rate 0.3 0.3
Inflation rate 1.8 1.9
Healthcare costs trend rate assumed for next year(1) 4.9 6.1
Healthcare cost trend rate assumed for next year (excluding post-employment dental benefits)(1) 5.0 6.2
Terminal growth rate(1) 4.4 4.4
Year that the rate reaches the terminal growth value(1) 2028 2028
Weighted average duration of defined benefit obligations 11 yrs 10 yrs
(1) Actuarial assumptions used for determining the defined benefit obligation – United States.

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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:
Increase in assumption(1) Decrease in assumption(1)
Change in assumption EURm EURm
Discount rate for determining present values 1.0% 2 240 (2 749)
Annual rate of increase in future compensation levels 1.0% (127) 111
Pension growth rate 1.0% (551) 438
Inflation rate 1.0% (596) 501
Healthcare cost trend rate 1.0% (20) 19
Life expectancy 1 year (978) 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
2020 2019
EURm Quoted Unquoted Total % Quoted Unquoted Total %
Equity securities(1) 1 198 110 1 308 5 1 039 114 1 153 4
Fixed income securities(1) 18 666 139 18 805 73 19 294 133 19 427 74
Insurance contracts – 793 793 3 – 841 841 3
Real estate(1) 101 1 094 1 195 5 103 1 095 1 198 5
Short-term investments(1)(2) 738 173 911 4 902 75 977 4
Private equity and other 130 2 546 2 676 10 131 2 570 2 701 10
Total 20 833 4 855 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.

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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:
Pension target Percentage of Opeb Percentage of post-
% allocation range plan assets target allocation employment plan assets
Equity securities 0–6 3 47 47
Fixed income securities 77 – 87 80 15 15
Real estate 4–8 5 – –
Short-term investments – – 38 38
Private equity and other 6 – 13 12 – –
Total 100 100 100 100

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.

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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.
Direct benefit payments
US Pension US Opeb Other countries Total
Formerly union Non-union
EURm Management Occupational Supplemental plans represented represented
2021 1 061 264 23 111 50 288 1 797
2022 941 224 23 101 51 272 1 612
2023 900 212 22 87 52 329 1 602
2024 860 199 22 73 52 283 1 489
2025 819 187 21 63 53 290 1 433
2026-2030 3 526 761 97 298 269 1 489 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 2020 2019
Deferred revenue(1) 460 615
Salaries, wages and social charges 45 45
Other 36 52
Total 541 712

Current
EURm 2020 2019
Deferred revenue(1) 155 155
Salaries, wages and social charges 1 362 1 236
VAT and other indirect taxes 337 359
Discount accruals(2) 747 385
Accrued expenses related to customer projects 475 496
Other 645 692
Total 3 721 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.

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Notes to consolidated financial statements continued

29. Provisions
Project Divestment- Material
EURm Restructuring Warranty Litigation Environmental losses related liability Other Total
As of January 1, 2020 377 167 75 127 50 51 81 281 1 209
Translation differences (2) – (8) (7) (2) – (1) (34) (54)
Reclassification – – – – – – – 8 8
Charged to income statement:
Additions 503 201 25 7 244 – 143 54 1 177
Reversals (49) (23) (6) – (2) (2) (56) (43) (181)
Total charged to income statement 454 178 19 7 242 (2) 87 11 996
Utilized during year(1) (388) (125) (13) (14) (14) – (37) (36) (627)
As of December 31, 2020 441 220 73 113 276 49 130 230 1 532
Non-current 263 20 14 88 161 43 33 114 736
Current 178 200 59 25 115 6 97 116 796
(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.

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30. Commitments, contingencies and legal proceedings

Contractual obligations
Payments due for contractual obligations as of December 31, 2020, by due date:
EURm Within 1 year Between 1 and 3 years Between 3 and 5 years More than 5 years Total
Purchase obligations(1) 2 780 159 109 4 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 2020 2019
Contingent liabilities on behalf of Group companies
Guarantees issued by financial institutions
Commercial guarantees(1) 1 107 1 190
Non-commercial guarantees 450 531
Corporate guarantees(2)
Commercial guarantees(1) 453 969
Non-commercial guarantees 53 54
Financing commitments
Customer finance commitments(3) 180 303
Venture fund commitments(4) 189 244
Other contingent liabilities and financing commitments(5)
Other guarantees and financing commitments 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.
(2) In corporate guarantees, the Group reports guarantees with primary obligation that have been issued to the Group’s customers and other third parties.
(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.

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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 2020 2019 2018
Adjustments for(1)
Depreciation and amortization 1 132 1 660 1 455
Share-based payments 76 81 68
Impairment charges 246 102 55
Restructuring charges(2) 454 397 238
Profit from non-current investments (61) (50) (44)
Profit on sale of property, plant and equipment, net (3) (15) (16)
Share of results of associated companies and joint ventures (26) (12) (12)
Financial income and expenses 167 283 232
Income tax expense 3 254 140 64
(Gain)/loss on the sale of businesses – (4) 24
Other operating income and expenses 28 45 29
Total 5 267 2 627 2 093
(1) Includes continuing and discontinued operations.
(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.

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32. Group companies

The Group's subsidiaries as of December 31, 2020:
Parent Group ownership
holding interest
Country of incorporation Company name % %
Finland Comptel Communications Oy – 100.0
Comptel Oy – 100.0
Nokia Innovations Oy 100.0 100.0
Nokia Investments Oy 100.0 100.0
Nokia Solutions and Networks Asset Management Oy – 100.0
Nokia Solutions and Networks Branch Operations Oy – 100.0
Nokia Solutions and Networks Oy 100.0 100.0
Nokia Technologies Oy 100.0 100.0
Nokia Teknologia Oy 100.0 100.0
Vertu Holdings Oy 100.0 100.0
Afghanistan Nokia Siemens Networks Afghanistan LLC – 100.0
Algeria Nokia Siemens Networks Algérie SARL – 100.0
Angola Alcatel-Lucent Angola, Limitada – 100.0
Argentina Nokia Solutions and Networks Argentina S.A. – 100.0
Armenia Nokia Solutions and Networks CJSC – 100.0
Australia Mesaplexx Pty Ltd – 100.0
Nokia Services Limited – 100.0
Nokia Solutions and Networks Australia Pty Ltd – 100.0
Radio Frequency Systems Pty Limited – 50.0
Austria IRIS Telecommunication Austria GmbH – 100.0
Nokia Solutions and Networks Holding Österreich GmbH – 100.0
Nokia Solutions and Networks Österreich GmbH – 100.0
Azerbaijan Nokia Solutions and Networks Baku LLC – 100.0
Bangladesh Nokia Solutions and Networks Bangladesh Limited – 100.0
Belarus Nokia Solutions and Networks LLC – 100.0
Belgium Nokia Bell NV – 100.0
Nokia International Belgium BV – 100.0
Benin Alcatel-Lucent Benin SA – 100.0
Bolivia Nokia Solutions and Networks Bolivia S.A. – 100.0
Bosnia and Herzegovina Nokia Solutions and Networks d.o.o. Banja Luka – 100.0
Nokia Solutions and Networks d.o.o., Sarajevo – 100.0
Brazil Alcatel Submarine Networks Brazil Ltda. – 100.0
Nokia Solutions and Networks do Brasil Telecomunicações Ltda. – 100.0
RFS Brasil Telecomunicacoes Ltda – 50.0
Bulgaria Comptel Communications EOOD – 100.0
Nokia Solutions and Networks EOOD – 100.0
Cabo Verde Alcatel-Lucent Submarine Networks (Cabo Verde), Lda – 100.0
Cameroon Societe de Telecommunication Camerounaise – Sotelcam – 99.6
Canada Nokia Canada Inc. – 100.0
Chile Nokia Solutions and Networks Chile Ltda. – 100.0
China Alcatel-Lucent Beijing Technologies Co., Ltd – 50.0
Alcatel-Lucent Shanghai Bell Information Products Co., Ltd. – 50.0
Alcatel-Lucent Sichuan Bell Communication System Co., Ltd. – 50.0
Hunan Huanuo Technology Co. Ltd. – 50.0
Lucent Technologies Investment Co. Ltd. – 100.0
Lucent Technologies Nanjing Telecommunications Co., Ltd. – 100.0
Lucent Technologies Optical Networks (China) Ltd. – 100.0
Lucent Technologies Qingdao Telecommunications Enterprises Co., Ltd. – 100.0
Lucent Technologies Qingdao Telecommunications Equipment, Ltd. – 100.0
Lucent Technologies Qingdao Telecommunications Systems Ltd. – 51.0
Nokia (Shanghai) Enterprise Management Co., Ltd. – 100.0
Nokia Networks (Chengdu) Co.,Ltd. – 50.0
Nokia Shanghai Bell Co., Ltd.(1) – 50.0
Nokia Shanghai Bell Software Co., Ltd. – 50.0
Nokia Solutions and Networks (Shanghai) Ltd. – 100.0
Nokia Solutions and Networks (Suzhou) Co., Ltd. – 100.0
Nokia Solutions and Networks (Suzhou) Supply Chain Service Co., Ltd. – 100.0

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Parent Group ownership

holding interest
Country of incorporation Company name % %
Nokia Solutions and Networks Investment (China) Co. Ltd. – 100.0
Nokia Solutions and Networks System Technology (Beijing) Co., Ltd. – 50.0
Nokia Technologies (Beijing) Co., Ltd. – 100.0
RFS Radio Frequency Systems (Shanghai) Co., Ltd. – 50.0
RFS Radio Frequency Systems (Suzhou) Co., Ltd. – 50.0
Colombia Nokia Solutions and Networks Colombia Ltda. – 100.0
Costa Rica Alcatel Centroamerica S.A. – 100.0
Nokia Costa Rica S.A. – 100.0
Croatia Nokia Solutions and Networks d.o.o. – 100.0
Czech Republic Nokia Solutions and Networks Czech Republic, s.r.o. – 100.0
Denmark Alcatel Submarine Networks Denmark ApS – 100.0
Nokia Denmark A/S – 100.0
Dominican Republic Nokia Dominican Republic, S.A.S. – 100.0
Ecuador Nokia Solutions and Networks Ecuador S.A. – 100.0
Egypt Nokia Egypt S.A.E. – 100.0
El Salvador Nokia El Salvador, S.A. de C.V. – 100.0
Estonia Nokia Solutions and Networks OÜ – 100.0
France Alcatel Lucent S.A.S. – 100.0
Alcatel Submarine Networks Marine S.A.S. – 100.0
Alcatel Submarine Networks S.A.S. – 100.0
Alcatel-Lucent International, S.A. – 100.0
Alcatel-Lucent Participations Chine S.A.S. – 100.0
Alcatel-Lucent Participations S.A. – 100.0
Antelec S.A.S. – 100.0
Camilec S.A.S. – 100.0
Dixhuitelec S.A.S. – 100.0
Dixneufelec S.A.S. – 100.0
Electro Finance S.A. – 100.0
Evolium S.A.S. – 100.0
IRIS Telecommunication France SAS – 100.0
Nokia Bell Labs France S.A.S. – 100.0
Radio Frequency Systems France S.A.S. – 50.0
Germany Alcatel SEL Unterstützungs GmbH – 100.0
ATG Germany GmbH – 100.0
Intellisync Deutschland GmbH – 100.0
IRIS Telecommunication GmbH – 100.0
Nokia Asset Verwaltungsgesellschaft mbH – 100.0
Nokia Display Technics GmbH i.L. – 100.0
Nokia Electronics Bochum GmbH i.L. – 100.0
Nokia Kunststofftechnik GmbH i.L. – 100.0
Nokia Solutions and Networks GmbH & Co. KG – 100.0
Nokia Solutions and Networks International Holding GmbH – 100.0
Nokia Solutions and Networks Management GmbH – 100.0
Nokia Technology GmbH – 100.0
Nokia Unterstützungsgesellschaft GmbH – 100.0
Radio Frequency Systems GmbH – 50.0
RFS Holding GmbH – 50.0
Greece Nokia Solutions and Networks Hellas Single Member S.A. – 100.0
Guatemala Nokia Operations de Guatemala, S.A. – 100.0
Honduras Nokia Solutions and Networks Honduras, S.A. – 100.0
Hong Kong Alcatel Submarine Networks Hong Kong Limited – 100.0
Alcatel-Lucent China Limited – 100.0
Nokia Shanghai Bell (Hong Kong) Limited – 50.0
Nokia Solutions and Networks H.K. Limited – 100.0
OZ Communications HK Limited – 100.0
Hungary Nokia Solutions and Networks Kft. – 100.0
Nokia Solutions and Networks TraffiCOM Kft. – 99.0
India Alcatel-Lucent India Limited – 100.0
Alcatel-Lucent Managed Solutions India Private Limited – 100.0
C-Dot Alcatel-Lucent Research Centre Private Limited – 51.0

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Parent Group ownership

holding interest
Country of incorporation Company name % %
Comptel Communications India Private Limited – 100.0
Mformation Software Technologies India Pvt Ltd – 100.0
Nokia India Private Limited 100.0 100.0
Nokia Solutions and Networks India Private Limited – 100.0
RFS India Telecom Private Limited – 50.0
Indonesia P.T. Lucent Technologies Network Systems Indonesia – 100.0
P.T. Nokia Solutions and Networks Indonesia – 100.0
Iran Pishahang Communications Networks Development Company – 90.0
(Private Joint Stock)
Ireland Nokatus Insurance Company Designated Activity Company (DAC) 100.0 100.0
Nokia Ireland Limited – 100.0
Israel Nokia Solutions and Networks Ethernet Services Ltd. – 100.0
Nokia Solutions and Networks Israel Ltd. – 100.0
Italia Nokia Solutions and Networks Italia S.p.A. – 100.0
Nokia Solutions and Networks S.p.A. – 100.0
RFS Italia SRL – 50.0
Jamaica Nokia Jamaica Limited – 100.0
Japan Nokia Innovations Japan G.K. – 100.0
Nokia Solutions and Networks Japan G.K. – 100.0
Kazakhstan “Nokia Solutions and Networks Kazakhstan” LLP – 100.0
Kenya Alcatel-Lucent East Africa Limited – 100.0
Kuwait Nokia Solutions and Networks Kuwait Company W.L.L – 49.0
Lao Peoples Democratic Republic Nokia Shanghai Bell Lao Sole Co. Ltd. – 50.0
Latvia Nokia Solutions and Networks SIA – 100.0
Liettua UAB Nokia Solutions and Networks – 100.0
Luxembourg Telettra International SA – 100.0
Malaysia Comptel Communications Sdn Bhd – 100.0
Nokia Services and Networks Malaysia Sdn. Bhd. – 100.0
Mexico Nokia Operations de México S.A. de C.V. – 100.0
Radio Frequency Systems de Mexico S.A. de C.V. – 50.0
Moldova “Nokia Solutions and Networks” S.R.L. – 100.0
Morocco Nokia Solutions and Networks Morocco SARL – 100.0
Myanmar Nokia Solutions and Networks Myanmar Limited – 100.0
Netherlands Alcatel-Lucent RT International B.V. – 50.0
Alcatel-Lucent Services International B.V. – 100.0
Nokia Solutions and Networks B.V. – 100.0
Nokia Solutions and Networks Nederland B.V. – 100.0
SRA Computer C.V. – 100.0
New Zealand Nokia New Zealand Limited – 100.0
Nicaragua Lucent Technologies Nicaragua, S.A. – 100.0
Nokia Solutions and Networks Nicaragua S.A. – 100.0
Nigeria Alcatel-Lucent Nigeria Limited – 100.0
Nokia Solutions and Networks Nigeria Ltd. – 100.0
Norway Alcatel Submarine Networks Norway AS – 100.0
Nokia Solutions and Networks Norge AS – 100.0
Pakistan Alcatel-Lucent Pakistan Limited – 90.0
Nokia Solutions and Networks Pakistan (Private) Limited – 100.0
Paraguay Nokia Paraguay S.A. – 100.0
Peru Nokia Solutions and Networks Peru S.A. – 100.0
Philippines Comptel Palvelut Philippines Inc. – 100.0
Lucent Technologies Philippines Inc. – 100.0
Nokia Shanghai Bell Philippines, Inc. – 50.0
Nokia Solutions and Networks Philippines, Inc. – 100.0
Nokia Technology Center Philippines, Inc. – 100.0
Poland IRIS Telecommunication Poland sp. z o.o. – 100.0
Nokia Solutions and Networks Sp. z.o.o – 100.0
Portugal Alcatel-Lucent Portugal, S.A. – 100.0
Nokia Solutions and Networks Portugal S.A. – 100.0
Puerto Rico Nokia Puerto Rico Inc. – 100.0

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Parent Group ownership

holding interest
Country of incorporation Company name % %
Romania Nokia Networks S.R.L. – 99.2
S.C. Datatim SA – 94.0
Russia Alcatel-Lucent Training Center – 66.0
Nokia Solutions and Networks Joint Stock Company – 100.0
Nokia Solutions and Networks Limited Liability Company – 100.0
OOO “RTK – Network Technologies” – 49.0
OOO Alcatel-Lucent RT – 50.0
Saudi Arabia Alcatel-Lucent Saudi Arabia Co., Ltd. – 100.0
Senegal Nokia West and Central Africa SA – 100.0
Serbia Nokia Solutions and Networks Serbia d.o.o. Beograd – 100.0
Singapore Nokia Solutions and Networks Singapore Pte. Ltd. – 100.0
Radio Frequency Systems (S) Pte Ltd – 50.0
Slovakia Nokia Slovakia, A.S. – 100.0
Nokia Solutions and Networks, telekomunikacijske resitve, d.o.o. – 100.0
South Africa Nokia Solutions and Networks South Africa Pty. Ltd. – 100.0
Nokia South Africa (Pty) Ltd – 69.9
Radio Frequency Systems (Africa) Pty Ltd – 50.0
South Korea Nokia Solutions and Networks Korea Ltd. – 100.0
Spain Nokia Spain, S.A. – 100.0
Nokia Transformation, Engineering & Consulting Services Spain S.L.U. – 100.0
Sri Lanka Nokia Solutions and Networks Lanka (Private) Limited – 100.0
Sweden Mobile Imaging In Sweden AB i likvidation 100.0 100.0
Nokia Solutions and Networks AB – 100.0
Switzerland Alcatel-Lucent Trade International AG – 100.0
Nokia Solutions and Networks Schweiz AG – 100.0
Taiwan Nokia Solutions and Networks Taiwan Co., Ltd. – 100.0
Taiwan International Standard Electronics Limited – 60.0
Tanzania Nokia Solutions and Networks Tanzania Limited – 100.0
Thailand Lucent Technologies Networks (Thailand) Limited – 27.0
Nokia (Thailand) Co., Ltd. – 100.0
Tunisia Nokia Solutions and Networks CCC – 100.0
Nokia Solutions and Networks Tunisia SA – 100.0
Turkey Alcatel Lucent Teletas Telekomunikasyon A.S. – 65.0
IRIS Telekomünikasyon Mühendislik Hizmetleri A.S. – 100.0
Nokia Solutions Networks Iletisim A.S. – 100.0
Ukraine Alcatel-Lucent Ukraine SC – 100.0
LLC “Nokia Solutions and Networks Ukraine” – 100.0
United Arab Emirates Alcatel Lucent Middle East North Africa DMCC – 100.0
Nokia Solutions and Networks MEA FZ-LLC – 100.0
United Kingdom Alcad Limited – 100.0
Alcatel IP Networks Limited – 100.0
Alcatel Submarine Networks UK Ltd – 100.0
Alcatel-Lucent Centro Caribbean Holding Limited – 100.0
Alcatel-Lucent Pension Trustees Limited – 99.0
Alcatel-Lucent UK Limited – 100.0
Apertio Ltd. – 100.0
Comptel Communications Holdings Limited – 100.0
Comptel Communications Limited – 100.0
Epistrophe Limited – 100.0
Europe*Star Limited – 95.0
Invergence Ltd. – 100.0
IRIS Service Delivery UK Ltd – 100.0
Mesaplexx Limited – 100.0
Nokia Solutions and Networks UK Limited – 100.0
Nokia Technologies (UK) Limited – 100.0
Nokia UK Limited – 100.0
R.F.S. (UK) Limited – 50.0
STC – 100.0
Symbian Limited – 100.0

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Parent Group ownership

holding interest
Country of incorporation Company name % %
United States Alcatel Submarine Networks USA Inc. – 100.0
Alcatel-Lucent Americas Holdings Inc. – 100.0
Alcatel-Lucent International Holdings Inc. – 100.0
Bell Laboratories Inc. – 100.0
Elenion Technologies LLC – 100.0
ETA Devices, Inc. – 100.0
Intellisync LLC 100.0 100.0
Lucent Technologies GRL LLC – 100.0
Lucent Venture Partners Inc. – 100.0
MRAC, Inc. – 100.0
Nassau Metals Corporation – 100.0
Nokia Apps Distribution LLC – 100.0
Nokia Innovations US LLC – 100.0
Nokia Investment Management Corporation – 100.0
Nokia of America Corporation – 100.0
Nokia US Holdings Inc. – 100.0
Radio Frequency Systems, Inc. – 50.0
SAC AE Design Group, Inc. – 100.0
SAC Wireless of CA, Inc. – 100.0
SAC Wireless, LLC – 100.0
Western Electric Company, Inc. – 100.0
Western Electric International Inc. – 100.0
Uruguay Nokia Uruguay S.A. – 100.0
Uzbekistan Nokia Solutions and Networks Tashkent LLC – 100.0
Venezuela Alcatel de Venezuela C.A. – 100.0
Nokia Solutions and Networks Venezuela C.A. – 100.0
Vietnam Alcatel-Lucent Vietnam Limited – 100.0
Nokia Solutions and Networks Technical Services Vietnam Company Limited – 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:

Parent Group ownership
holding interest
Country of incorporation Company name % %
Finland HMD global Oy – 10.10
Austria TETRON Sicherheitsnetz Errichtungs-und BetriebsgmbH – 35.00
China Alcatel Shenyang Telecommunication Co., Ltd. – 27.50
Beijing Wang Nuo Xing Yun Technology Co., Ltd. – 25.00
Fujian FUNO Mobile Communication Technology Co.,Ltd – 49.00
Nokia Solutions and Networks Neusoft CommTech Co., Ltd. – 27.00
Shanghai Alcatel Network Support Systems Co., Ltd. – 25.50
Zhejiang Bell Technical Co., Ltd. – 20.00
Cuba Copal, S.A. – 49.00
France Cibair S.A.S. – 19.00
III – V LAB – 40.00
Germany Logistics Warehousing Systems GmbH – 20.00
Hong Kong TD Tech Holding Limited – 51.00
Ireland Tango Telecom Limited – 20.00
Netherlands MobiRail V.O.F. – 50.00
Nigeria ITT Nigeria Limited – 40.00
Poland Nexera Holding Sp. Z.o.o. – 14.43
Saudi Arabia Nokia Solutions and Networks Al-Saudia Co. Limited – 49.00
Singapore Innovis Holdings Pte – 27.30
Turkey Noksel Celik Boru Sanayi A.S. 20.00 20.00
Thales Rail Signalling Solutions S.L.U. ve Alcatel Lucent Teletas A.S. Is Ortakligi – 25.60
United Kingdom Velocix Solutions Limited – 20.00
United States MobileMedia Ideas LLC – 40.00

Nokia Corporation has one branch Nokia Oyj, Succursale de Lancy, which is located in Switzerland.

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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 2020 2019
Summarized income statement
Net sales(2) 1 376 2 013
Operating loss (3) (26)
Loss for the year (14) (47)
Loss for the year attributable to:
Equity holders of the parent (14) (47)
Non-controlling interests(3) – –
Summarized statement of financial position
Non-current assets 577 651
Non-current liabilities (150) (192)
Non-current net assets 427 459
Current assets(4) 1 984 2 669
Current liabilities (1 228) (1 637)
Current net assets 756 1 032
Net assets(5) 1 183 1 491
Non-controlling interests(3) – –
Summarized statement of cash flows
Net cash from operating activities 189 125
Net cash used in investing activities (26) (87)
Net cash (used in)/from financing activities(6) (376) 38
Net (decrease)/increase in cash and cash equivalents (213) 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.
(2) Includes EUR 104 million (EUR 100 million in 2019) net sales to other Group entities.
(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.

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34. Investments in associated companies and joint ventures

EURm 2020 2019
Net carrying amount as of January 1 165 145
Translation differences (10) 3
Acquisitions and additions(1) 68 13
Disposals and deductions (7) –
Impairments(2) (4) (2)
Share of results(2) 26 12
Dividends (5) (6)
Net carrying amount as of December 31 233 165
(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 2020 2019 2018
Share of results 22 12 12
Dividend income 5 6 1
Share of shareholders’ equity 233 165 145
Sales 115 153 167
Purchases (177) (193) (159)
Trade receivables 31 22 58
Trade payables (26) (38) (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:
Cash Share-
Base incentive based payment Pension
EUR salary/fee payments expenses(1) expenses Total
2020
Pekka Lundmark, from August 1, 2020 541 667 573 068 1 063 164 211 050 2 388 949
Rajeev Suri, until July 31, 2020(2) 759 365 945 697 1 276 825 341 591 3 323 478
2019
Rajeev Suri 1 300 000 637 163 2 265 547 353 846 4 556 556
2018
Rajeev Suri 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.

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Notes to consolidated financial statements continued

Total remuneration awarded to the Group Leadership Team for their time as members of the Group Leadership Team:
EURm 2020 2019 2018
Short-term benefits 27 24 23
Post-employment benefits(1) 2 1 1
Share-based payments 9 8 6
Termination benefits(2) 10 – 5
Total 48 33 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
Annual Meeting Shares Annual Meeting Shares Annual Meeting Shares
fee(1) fees(2) received(3) fee(1) fees received(3) fee(1) fees received(3)
EUR EUR number EUR EUR number EUR EUR number
Sari Baldauf, Chair 440 000 5 000 48 523 185 000 12 000 16 261 160 000 – 12 636
Kari Stadigh, Vice Chair 185 000 11 000 20 401 160 000 12 000 14 063 160 000 10 000 12 636
Bruce Brown(4) 190 000 22 000 20 953 190 000 27 000 16 700 190 000 24 000 15 005
Thomas Dannenfeldt(5) 175 000 – 19 299 – – – – – –
Jeanette Horan(5) 175 000 20 000 19 299 175 000 22 000 15 382 175 000 20 000 13 820
Louis R. Hughes – – – – 22 000 – 175 000 24 000 13 820
Edward Kozel(5)(6) 195 000 17 000 21 504 195 000 20 000 17 140 195 000 22 000 15 400
Jean C. Monty – – – – – – – 14 000 –
Elizabeth Nelson(5) 175 000 17 000 19 299 175 000 25 000 15 382 175 000 17 000 13 820
Olivier Piou – 11 000 – 175 000 14 000 15 382 185 000 11 000 14 610
Risto Siilasmaa – – – 440 000 – 38 675 440 000 – 34 749
Søren Skou 160 000 11 000 17 644 160 000 – 14 063 – – –
Carla Smits-Nusteling(5) 190 000 17 000 20 953 190 000 20 000 16 700 190 000 16 000 15 005
Total 1 885 000 131 000 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.

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36. Financial risk management

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).

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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 USD GBP CNY JPY
2020
Foreign exchange exposure designated as hedged item for cash flow hedging, net(1) 313 238 – 369
Foreign exchange exposure designated as hedged item for fair value hedging for FX risk, net(2) 705 (52) – –
Foreign exchange exposure designated as hedged item for net investment hedging(3) 392 136 746 –
Foreign exchange exposure from interest-bearing liabilities(4) (1 207) – – –
Foreign exchange exposure from items on the statement of financial position, excluding
interest-bearing liabilities, net 88 (148) (894) 130
Other foreign exchange derivatives, carried at fair value through profit and loss, net(5) (324) 120 714 (95)
EURm USD GBP CNY INR
2019
Foreign exchange exposure designated as hedged item for cash flow hedging, net(1) 628 379 – –
Foreign exchange exposure designated as hedged item for fair value hedging for FX risk, net(2) 423 (70) – –
Foreign exchange exposure designated as hedged item for net investment hedging(3) 2 547 93 981 346
Foreign exchange exposure from interest-bearing liabilities(4) (1 314) – – –
Foreign exchange exposure from items on the statement of financial position, excluding
interest-bearing liabilities, net (2 855) (81) (868) (294)
Other foreign exchange derivatives, carried at fair value through profit and loss, net(5) 2 607 86 711 346
(1) 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.
(2) Includes foreign exchange exposure from contractual firm commitments. These underlying exposures have been substantially hedged.
(3) Includes net investment exposures in foreign operations. These underlying exposures have been hedged.
(4) Includes interest-bearing liabilities that have been hedged with cross-currency swaps and foreign exchange forwards. Refer to Note 23, Interest-bearing liabilities.
(5) 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
Simulated impact on financial statements Simulated impact on financial statements
EURm Total VaR Profit OCI CTA Total VaR Profit OCI CTA
As of December 31 9 15 21 – 8 10 18 –
Average for the year 9 18 30 – 11 10 22 1
Range for the year 6-18 8-32 15-41 0-0 7-25 4-17 13-31 0-4

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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:
2020 2019
EURm Fixed rate Floating rate(1) Fixed rate Floating rate(1)
Current financial investments 104 1 017 4 93
Cash and cash equivalents 324 6 616 80 5 830
Interest-bearing liabilities (4 687) (889) (3 872) (405)
Financial assets and liabilities before derivatives (4 259) 6 744 (3 788) 5 518
Interest rate derivatives 661 (661) 1 197 (1 197)
Financial assets and liabilities after derivatives (3 598) 6 083 (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.
2020 2019
Impact on Impact Impact Impact on Impact Impact
EURm fair value on profit on OCI fair value on profit on OCI
Interest rates – increase by 100 basis points 190 1 4 112 1 2
Interest rates – decrease by 50 basis points (100) (1) (2) (58) (1) (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:
Fair value and
cash flow
Cash flow Net investment hedges (IR
hedges (FX hedges (FX Fair value swaps and
forwards and forwards and hedges (FX cross-currency
EURm options)(1) options)(1) forwards)(1) swaps)(1)
2020
Carrying amount of hedging instruments 19 (2) 69 (154)
Notional amount of hedging instruments (787) (1 620) (636) 815
Notional amount of hedged items 787 1 620 635 (815)
Change in intrinsic value of hedging instruments since January 1 33 265 79 118
Change in value of hedged items used to determine hedge effectiveness (35) (265) (87) (116)
2019
Carrying amount of hedging instruments (10) 34 1 (51)
Notional amount of hedging instruments (1 029) (4 106) (348) 1 246
Notional amount of hedged items 1 043 4 106 351 (1 246)
Change in intrinsic value of hedging instruments since January 1 (31) (51) (4) 132
Change in value of hedged items used to determine hedge effectiveness 32 51 3 (133)
(1) No significant ineffectiveness has been recorded during the periods presented and economic relationships have been fully effective.

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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:
Maturity breakdown of net notional amounts (EURm)(1)
Between Between
Fair value Weighted average Within 3 and 12 1 and 3 Beyond
Currency Instrument (EURm) hedged rate Total 3 months months years 3 years
2020
Cash flow hedge accounting
GBP FX Forwards (0) 0.8951 (163) (42) (97) (24) –
GBP FX Options 1 0.9262 (75) (24) (47) (4) –
JPY FX Forwards 7 122.0685 (185) (47) (138) – –
JPY FX Options 0 128.3026 (19) 0 (19) – –
KRW FX Forwards (2) 1 347.3221 (132) (29) (103) – –
KRW FX Options 0 1 412.5000 (7) (7) – – –
PLN FX Forwards (2) 4.4876 153 46 107 – –
USD FX Forwards 17 1.1809 (268) (64) (204) – –
Net investment hedge accounting
CNY FX Forwards 4 7.9625 (746) (746) – – –
GBP FX Forwards (1) 0.9061 (136) (136) – – –
INR FX Forwards (1) 89.8000 (182) (182) – – –
USD FX Forwards (6) 1.2158 (392) (392) – – –
Fair value hedge accounting
for FX risk
USD FX Forwards 70 1.1490 (705) (114) (66) (487) (38)
2019
Cash flow hedge accounting
GBP FX Forwards (8) 0.8780 (207) (53) (126) (28) –
GBP FX Options 1 0.9058 (172) (40) (99) (33) –
JPY FX Forwards (2) 122.1697 (167) (44) (123) – –
KRW FX Forwards (1) 1 310.0412 (129) (15) (114) – –
KRW FX Options 0 1 336.2500 (46) (31) (15) – –
PLN FX Forwards 2 4.2926 139 45 94 – –
USD FX Forwards 0 1.1171 (280) 0 (280) – –
USD FX Options 0 1.1489 (125) (67) (58) – –
Net investment hedge accounting
CNY FX Forwards 0 7.8003 (981) (981) – – –
INR FX Forwards 6 78.4807 (346) (346) – – –
USD FX Forwards 28 1.1076 (2 547) (2 547) – – –
Fair value hedge accounting
for FX risk
USD FX Forwards 0 1.1082 (423) (171) (270) 18 –
(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.

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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.

NOKIA IN 2020 187

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Notes to consolidated financial statements continued

The aging of trade receivables, contract assets and customer finance loans is as of December 31:
Past due Past due Past due
EURm Current 1-30 days 31-180 days More than 180 days Total
As of December 31, 2020
Trade receivables 5 190 93 199 320 5 802
Contract assets 1 080 – – – 1 080
Customer financing related loan receivables 178 – – 64 242
Total 6 448 93 199 384 7 124
As of December 31, 2019
Trade receivables 4 364 156 306 345 5 171
Contract assets 1 489 – – – 1 489
Customer financing related loan receivables 224 – 17 35 276
Total 6 077 156 323 380 6 936

Movements in loss allowances, all of which relate to trade receivables, for the years ended December 31:
EURm 2020 2019 2018
As of January 1 147 195 192
Charged to income statement 183 41 86
Deductions(1) (30) (89) (83)
As of December 31 300 147 195
(1) Deductions include utilization and releases of allowances

The Group’s exposure to credit risk related to customer financing as of December 31:
EURm 2020 2019
Loan commitments given undrawn 180 303
Outstanding customer financing related loan receivables 242 276
Total 422 579

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.

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 Financial statements

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:
Due within Due between 3 Due between Due between Due beyond
EURm Rating(1) Cash 3 months and 12 months 1 and 3 years 3 and 5 years 5 years Total(2)(3)
2020
AAA – 1 411 – – – – 1 411
AA+ – AA- 895 352 – – – – 1 247
A+ – A- 1 685 2 593 50 70 155 50 4 603
BBB+ – BBB- 106 490 100 – – – 696
BB+ – BB- 36 – 1 – – – 37
B+ – B- 26 – – – – – 26
CCC+ – CCC- 3 – – – – – 3
Non-rated 30 8 – – – – 38
Total 2 781 4 854 151 70 155 50 8 061
2019
AAA – 800 – – – – 800
AA+ – AA- 663 143 – – – – 806
A+ – A- 2 007 1 377 20 20 25 – 3 449
BBB+ – BBB- 445 360 13 – – – 818
BB+ – BB- 8 – – – – – 8
B+ – B- 22 – – – – – 22
Non-rated 100 3 1 – – – 104
Total 3 245 2 683 34 20 25 – 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:
Gross amounts of Net amounts of Related amounts not set off in the
financial liabilities/ financial assets/ statement of financial position
Gross amounts of (assets) set off in (liabilities) presented in Financial
financial assets/ the statement of the statement of instruments Cash collateral
EURm (liabilities) financial position financial position assets/(liabilities) received/(pledged) Net amount
2020
Derivative assets 169 – 169 73 89 7
Derivative liabilities (304) – (304) (153) (134) (17)
Total (135) – (135) (80) (45) (10)
2019
Derivative assets 81 – 81 76 – 5
Derivative liabilities (157) – (157) (83) (37) (37)
Total (76) – (76) (7) (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.

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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.
Due within Due between Due between Due between Due beyond
EURm Total 3 months 3 and 12 months 1 and 3 years 3 and 5 years 5 years
2020
Non-current financial assets
Other non-current financial assets(1) 188 – – 66 79 43
Current financial assets
Other current financial assets excluding derivatives(1) 39 2 37 – – –
Current financial investments 1 121 1 020 101 – – –
Cash and cash equivalents(2) 6 944 6 618 50 70 156 50
Cash flows related to derivative financial assets
gross settled:
Derivative contracts – receipts 7 810 5 873 1 299 599 39 –
Derivative contracts – payments (7 682) (5 813) (1 258) (573) (38) –
Trade receivables 5 802 4 674 974 154 – –
Non-current financial and lease liabilities
Long-term interest-bearing liabilities (5 920) (39) (97) (794) (2 194) (2 796)
Long-term lease liabilities (750) – – (338) (220) (192)
Current financial and lease liabilities
Short-term interest-bearing liabilities (564) (552) (12) – – –
Short-term lease liabilities (232) (65) (167) – – –
Other financial liabilities excluding derivatives(3) (434) (420) (14) – – –
Cash flows related to derivative financial liabilities
gross settled:
Derivative contracts – receipts 6 926 4 870 883 525 45 603
Derivative contracts – payments (6 999) (4 906) (882) (563) (35) (613)
Trade payables (3 174) (3 049) (122) (2) – (1)
Commitments given and obtained
Loan commitments given undrawn(4) (180) (26) (26) (128) – –
Loan commitments obtained undrawn(5) 1 482 (1) (3) (8) 1 494 –
Leases committed but not yet commenced (182) (1) (3) (43) (29) (106)
(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.

190 NOKIA IN 2020

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 Financial statements

Due within Due between 3 Due between Due between Due beyond
EURm Total 3 months and 12 months 1 and 3 years 3 and 5 years 5 years
2019
Non-current financial assets
Other non-current financial assets(1) 252 – 3 115 54 80
Current financial assets
Other current financial assets excluding derivatives(2) 53 21 32 – – –
Current financial investments 97 95 2 – – –
Cash and cash equivalents(3) 5 913 5 835 33 20 25 –
Cash flows related to derivative financial assets
gross settled:
Derivative contracts – receipts 9 660 7 582 1 993 85 – –
Derivative contracts – payments (9 639) (7 548) (2 005) (86) – –
Trade receivables 5 019 3 873 1 088 58 – –
Non-current financial and lease liabilities
Long-term interest-bearing liabilities (4 990) (43) (75) (1 209) (1 113) (2 550)
Long-term lease liabilities (841) – – (375) (251) (215)
Current financial and lease liabilities
Short-term interest-bearing liabilities (294) (212) (82) – – –
Short-term lease liabilities (276) (81) (195) – – –
Other financial liabilities excluding derivatives(4) (646) (638) (8) – – –
Cash flows related to derivative financial liabilities
gross settled:
Derivative contracts – receipts 11 725 9 003 828 616 86 1 192
Derivative contracts – payments (11 517) (9 078) (808) (569) (43) (1 019)
Trade payables (3 786) (3 653) (111) (21) (1) –
Commitments given and obtained
Loan commitments given undrawn(5) (303) (32) (77) (194) – –
Loan commitments obtained undrawn(6) 1 971 499 (4) (11) (11) 1 498
Leases committed but not yet commenced (160) – – (11) (23) (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
consolidated statement of financial position.
(3) 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.

NOKIA IN 2020 191

215
Loan commitments given undrawn(5) (303) (32) (77) (194) – –
Loan commitments obtained undrawn(6) 1 971 499 (4) (11) (11) 1 498
Notes committed
Leases to consolidated
but notfinancial statements continued
yet commenced (160) – – (11) (23) (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
consolidated statement of financial position.
(3) 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
Liquidity risk events
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
where outstanding debtthe reporting
needs period
to be refinanced or where business conditions unexpectedly deteriorate and require financing.
Debt restructuring
Transactional liquidity request
risk is of an emerging
defined market
as the risk customer
of executing a financial transaction below fair market value or not being able to execute
In
theFebruary 2021,
transaction at one of thea Group’s
all within emerging
specific period market
of time. Thecustomers
objectivecommenced negotiations
of liquidity risk management to renegotiate
is to maintain its sufficient
debt with liquidity,
the aim of and
avoiding
to ensureinsolvency. Although
that it is readily this event
available occurred
without after the
endangering its reporting period,
value in order it confirms
to avoid that the
uncertainty customer
related was credit-impaired
to financial distress at all as of
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 Groupof
customer aims
EURto 58secure
millionsufficient liquidity
in financial at allThe
expenses. times through
Group also efficient
concluded cash
that management and by
the collectability of investing primarily
consideration due in highly
from theliquid
customer
money
is market
no longer investments.
probable resultingDepending on its overall
in adjustments liquidity
in net sales, position,
cost of salesthe andGroup
othermay pre-finance
operating expensesor refinance upcoming
totaling EUR debt maturities
34 million.
before contractual maturity dates. The transactional liquidity risk is minimized by entering into transactions where proper two-way
Non-adjusting events after
quotes can be obtained fromthethereporting
market. Theperiod
Group aims to ensure flexibility in funding by maintaining committed and uncommitted
Changes in organizational
credit lines. Refer to Note 23, structure
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
changing tableand
markets presents an undiscounted,
align with customer needs. contractual cash flow analysis
The new operating for leasefour
model includes liabilities, financial
reportable liabilities
segments and financial
aligned assets
with customer
that arebehavior:
buying presented on the consolidated
(i) Mobile statement
Networks, (ii) Network of financial position
Infrastructure, (iii) Cloudas and
well Network
as commitments
Services andgiven(iv)
and obtained,
Nokia such as In
Technologies. loan
addition,
commitments and
segment-level leases committed
information for Group but not yet
Common commenced.
and The line-by-line
Other is presented. The new analysis
operatingdoes not directly
model reconcile
is optimized with the
for better consolidated
accountability
statement
and of financial
transparency, position.
increased simplicity and improved cost-efficiency.
Due within Due between Due between Due between Due beyond
Bond
EURm redemption Total 3 months 3 and 12 months 1 and 3 years 3 and 5 years 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) 188 – – 66 79 43
Current financial assets
Other current financial assets excluding derivatives(1) 39 2 37 – – –
Current financial investments 1215
121 1 020 101 – – –
Cash and cash equivalents(2) 6 944 6 618 50 70 156 50
Cash flows related to derivative financial assets
gross settled:
Derivative contracts – receipts 7 810 5 873 1 299 599 39 –
Derivative contracts – payments (7 682) (5 813) (1 258) (573) (38) –
Trade receivables 5 802 4 674 974 154 – –
Non-current financial and lease liabilities
Long-term interest-bearing liabilities (5 920) (39) (97) (794) (2 194) (2 796)
Long-term lease liabilities (750) – – (338) (220) (192)
Current financial and lease liabilities
Short-term interest-bearing liabilities (564) (552) (12) – – –
Short-term lease liabilities (232) (65) (167) – – –
Other financial liabilities excluding derivatives(3) (434) (420) (14) – – –
Cash flows related to derivative financial liabilities
gross settled:
Derivative contracts – receipts 6 926 4 870 883 525 45 603
Derivative contracts – payments (6 999) (4 906) (882) (563) (35) (613)
Trade payables (3 174) (3 049) (122) (2) – (1)
Commitments given and obtained
Loan commitments given undrawn(4) (180) (26) (26) (128) – –
Loan commitments obtained undrawn(5) 1 482 (1) (3) (8) 1 494 –
Leases committed but not yet commenced (182) (1) (3) (43) (29) (106)
(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.

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 Financial statements
Parent Company income statement

2020 2019
For the year ended December 31 Notes EURm EURm

Net sales(1) 220 246

Cost of sales (18) (11)
Gross profit 202 235
Selling, general and administrative expenses (46) (46)
Other operating income 4 23 12
Other operating expenses 4 (3) (34)
Operating profit 176 167
Financial income and expenses
Interest and other financial income 5 328 391
Interest and other financial expenses 5 (163) (260)
Total financial income and expenses 165 131
Profit before appropriations and tax 341 298
Appropriations
Group contributions 6 (440) (390)
Loss before tax (99) (92)
Income tax 7 (37) 17
Loss for the year (136) (75)

(1) Net sales from Nokia Technologies segment.

The notes are an integral part of these financial statements.

193 IN 2020
NOKIA 193
Parent Company statement of financial position

2020 2019
As of December 31 Notes EURm EURm
ASSETS
Non-current assets
Intangible assets
Intangible rights 2 2
Total intangible assets 2 2
Tangible assets
Land and water areas 8 9 8
Buildings 8 83 71
Machinery and equipment 8 3 1
Other tangible assets 8 10 11
Assets under construction 8 – 14
Total tangible assets 105 105
Investments
Investments in subsidiaries 9 18 657 18 633
Investments in associated companies 9 – 1
Non-current financial investments 9, 14 1 1
Total investments 18 658 18 635
Other non-current assets
Non-current loan receivables from Group companies 14 2 644 2 915
Non-current loan receivables from other companies 14 1 7
Other non-current receivables 28 43
Deferred tax assets – 43
Total other non-current assets 2 673 3 008
Total non-current assets 21 438 21 750
Current assets
Accounts receivable from Group companies 369 336
Accounts receivable from other companies – 7
Current loan receivables from Group companies 14 4 728 8 427
Other financial assets from Group companies 14, 15 49 53
Other financial assets from other companies 14, 15 149 80
Prepaid expenses and accrued income from Group companies 10 101 83
Prepaid expenses and accrued income from other companies 10 453 665
Current financial investments 14 1 070 43
Total current assets 6 919 9 694
Cash and cash equivalents 14 5 043 2 908
Total assets 33 400 34 352
The notes are an integral part of these financial statements.

194
194 NOKIA IN 2020
 Financial statements

2020 2019
As of December 31 Notes EURm EURm
SHAREHOLDERS' EQUITY AND LIABILITIES
Capital and reserves
Share capital 11 246 246
Share issue premium 11 46 46
Treasury shares 11, 12 (344) (344)
Fair value and other reserves 11, 12, 13 (18) –
Reserve for invested unrestricted equity 11, 12 15 248 15 199
Retained earnings 11, 12 1 963 2 038
Loss for the year 11, 12 (136) (75)
Total equity 17 005 17 110
Provisions 16 43 55
Non-current liabilities
Long-term interest-bearing liabilities 14, 17 4 697 3 714
Advance payments from other companies 460 615
Total non-current liabilities 5 157 4 329
Current liabilities
Short-term interest-bearing liabilities to Group companies 14, 17 8 942 10 997
Short-term interest-bearing liabilities to other companies 14, 17 448 5
Group contribution liabilities to Group companies 440 390
Other financial liabilities to Group companies 14 144 70
Other financial liabilities to other companies 14 623 782
Advances received from other companies 155 155
Accounts payable to Group companies 268 301
Accounts payable to other companies 22 35
Accrued expenses and other liabilities to Group companies 18 44 42
Accrued expenses and other liabilities to other companies 18 109 81
Total current liabilities 11 195 12 858
Total liabilities 16 352 17 187
Total shareholders' equity and liabilities 33 400 34 352
The notes are an integral part of these financial statements.

195 IN 2020
NOKIA 195
Parent Company statement of cash flows

2020 2019
For the year ended December 31 Notes EURm EURm
Cash flow from operating activities
Loss for the year (136) (75)
Adjustments, total 21 356 187
Change in net working capital
Increase in accounts receivable (58) (21)
Decrease in non-interest-bearing short-term liabilities (28) (92)
Decrease in non-interest-bearing long-term liabilities (155) (155)
Cash from operations (21) (156)
Interest received 267 237
Interest paid (8) (6)
Other financial income and expenses paid, net (163) 91
Income taxes paid, net 3 (3)
Net cash from operating activities 78 163
Cash flow from investing activities
Purchase of shares in subsidiary companies and current financial investments (24) (43)
Purchase of property, plant and equipment and intangible assets (6) (14)
Proceeds from sale of property, plant and equipment and other intangible assets 1 –
Payments of other non-current receivables 151 394
Payments of/(proceeds from) current receivables 3 682 (2 328)
Purchase of current investments (1 044) –
Proceeds from current investments 16 447
Net cash from/(used in) investing activities 2 776 (1 544)
Cash flow from financing activities
Proceeds from long-term borrowings 1 288 970
(Payments of)/proceeds from short-term borrowings (1 617) 1 007
Dividends paid – (560)
Group contributions, net (390) (332)
Net cash (used in)/from financing activities (719) 1 085
Net decrease in cash and cash equivalents 2 135 (296)
Cash and cash equivalents as of January 1 2 908 3 204
Cash and cash equivalents as of December 31 5 043 2 908
The notes are an integral part of these financial statements.

196
196 NOKIA IN 2020
 Financial statements
Notes to the Parent Company financial statements

1. Accounting principles Pensions

Contributions to pension plans are expensed in the income
Basis of presentation statement in the period to which the contributions relate.
The Parent Company (Nokia Corporation) financial statements are Pension expenses are reported according to the local legislation.
prepared in accordance with the Finnish Accounting Standards (FAS).
Intangible assets and property, plant and equipment
The Parent Company is responsible for arranging group internal Intangible assets are stated at cost less accumulated amortization
financing. Changes in the internal and external financing needs according to plan. Property, plant and equipment is stated at cost
arising from changes in operative and organizational models less accumulated depreciation according to plan. Depreciation
affect the Parent Company’s financial position. and amortization according to plan are recorded on a straight-line
The Parent Company’s financial statements include the basis over the expected useful lives of the assets as follows:
Switzerland branch.
Intangible assets 3–7 years
Revenue recognition Buildings 20–33 years
The Parent Company provides its customers with licenses to Machinery and equipment 1–10 years
intellectual property (IP) by granting customers with rights to
use the Parent Company’s IP in their products. When the Parent Land and water areas are not depreciated. The accumulated
Company grants customers with rights to use IP in their products, depreciation and amortization according to plan comply with the
the associated license fee revenue is recognized in accordance with Finnish Business Tax Act.
the substance of the relevant agreements. In majority of cases,
the Group retains obligations to continue to develop the licensed Classification and measurement of financial instruments
assets during the contract term, and therefore revenue is For the presentation of the financial instruments, where applicable,
recognized pro rata over the period during which the Parent the Parent Company applies fair value measurement in accordance
Company is expected to perform. Recognition of the revenue with the Finnish Accounting Standards (Accounting Act 5:2a §),
as pro rata over the term of the license is considered the most and thus applies the same accounting principles as the Group.
faithful depiction of the Parent Company’s satisfaction of the
performance obligation as the IP being licensed towards the Classification and measurement of financial assets
customer includes new inventions patented by the Parent The Parent Company classifies its financial assets into the following
Company that are highly interdependent and interrelated and categories: financial assets measured at amortized cost, financial
created through the course of continuous R&D efforts that are assets measured at fair value through fair value reserve and
relatively stable throughout the year. In some contracts, the Parent financial assets measured at fair value through profit and loss.
Company has no remaining obligations to perform after granting The selection of the appropriate category is made based on both
a license to the initial IP, and licensing fees are non-refundable. the Parent Company's business model for managing the financial
In these cases, revenue is recognized at the beginning of the asset and on the contractual cash flow characteristics of the asset.
license term. The business model for managing financial assets is defined
Foreign currency translation on portfolio level. The business model must be observable on a
practical level by the way the business is managed. The cash flows
Monetary assets and liabilities denominated in foreign currency
of financial assets measured at amortized cost are solely payments
are valued at the exchange rates prevailing at the end of the
of principal and interest. These assets are held within a business
reporting period.
model which has an objective to hold assets to collect contractual
Share-based payments cash flows. Financial assets measured at fair value through fair
The Parent Company offers three types of equity-settled share- value reserve have cash flows that are solely payments of principal
based compensation plans for employees: performance shares, and interest and these assets are held within a business model that
restricted shares and the employee share purchase plan. Share- has an objective achieved both by holding financial assets to collect
based compensation is recognized as an expense in the income contractual cash flows and selling financial assets. Financial assets
statement when the shares are delivered. The settlement covers measured at fair value through profit and loss are assets that
taxes and similar charges occurred. 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.

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Notes to the Parent Company financial statements continued

Accounts receivable Other financial assets

Accounts receivable include amounts invoiced to customers as Loan receivables include loans to Group companies and third
well as amounts where the revenue recognition criteria have been parties and are measured at nominal value and not in excess of
fulfilled but the customers have not yet been invoiced. Accounts their probable value. Loans are subject to quarterly review as to
receivable are carried at the original amount invoiced to customers their collectability and available collateral. An allowance is made if
less loss allowances on accounts receivable accounts. Loss a loan is deemed not to be fully recoverable. The related cost is
allowances on accounts receivable are based on a regular review recognized in other expenses or financial expenses, depending on
of all outstanding amounts, including an analysis of historical bad the nature of the receivable to reflect the shortfall between the
debt, customer concentrations, customer creditworthiness, past carrying amount and the present value of the expected future cash
due amounts, current economic trends and changes in customer flows. Interest income on loan receivables is recognized in financial
payment terms. Impairment charges on receivables identified income and expenses.
as uncollectible are included in other operating expenses.
Cash and cash equivalents
Investments Cash and cash equivalents include cash at bank and in hand as
Investments in subsidiaries are stated at cost less accumulated well as highly liquid, fixed-income and money-market investments
impairment. Non-current financial investments primarily include that are readily convertible to known amounts of cash with
technology-related investments in unlisted private equity shares maturities at acquisition of three months or less, as well as bank
and unlisted venture funds, which are classified as fair value deposits with maturities or contractual call periods at acquisition
through profit and loss. These equity investments are initially of three months or less. Due to the high credit quality and short-
recognized and subsequently remeasured at fair value. term nature of these investments, there is an insignificant risk of
change in value. Investments in money-market funds that have a
Fair value is estimated using a number of methods, including, but risk profile consistent with the aforementioned criteria are also
not limited to: quoted market rates, the current market value of classified as cash equivalents.
similar instruments; prices established from a recent arm’s-length
financing transaction of target companies; and analysis of market Impairment of financial assets
prospects and operating performance of target companies, taking Impairment requirements apply to the recognition of a loss
into consideration public market comparable companies in similar allowance for expected credit losses. on financial assets measured
industry sectors. The Parent Company uses judgment in selecting at amortized cost, financial assets measured at fair value
the appropriate valuation methodology as well as underlying through fair value reserve, financial guarantee contracts and loan
assumptions based on existing market practice and conditions. commitments. The Parent company continuously assesses its
financial instruments on a forward-looking basis and accounts
Fair value adjustments, foreign exchange gains and losses as
for the changes in expected credit losses on a quarterly basis.
well as realized gains and losses from the disposal of these
Refer to Note 2, Significant accounting policies in the consolidated
investments are recognized within other income and expenses
financial statements.
in the income statement.
Current financial investments primarily consist of highly liquid, Classification and measurement of financial liabilities
interest-bearing investments, such as fixed-income and money- The Parent Company has classified its financial liabilities in the
market investments that are readily convertible to known amounts following categories: financial liabilities measured at amortized
of cash with maturities at acquisition of longer than three months. cost and financial liabilities measured at fair value through profit
These investments have characteristics of solely payments of and loss. In accordance with the Finnish Accounting Standards
principal and interest and are not part of structured investments. (Accounting Act 5:2a §), the Parent Company classifies derivative
They are managed in a portfolio with a business model of holding liabilities at fair value through profit and loss and all other financial
investments to collect principal and interest as well as selling liabilities at nominal value.
investments and are classified as fair value through fair value Interest-bearing liabilities
reserve. The fair value of these investments is determined Interest-bearing liabilities, including current part of long-term
using quoted market rates, discounted cash flow models or interest-bearing liabilities and collaterals for derivative
other appropriate valuation methods as of the reporting date. transactions, are measured at nominal value. Transaction costs
Investments in money-market funds that do not qualify as cash are initially recognized as accruals and amortized to the income
equivalents as well as fixed income and money-market securities statement over the life of the instrument. Foreign exchange gains
having initial maturities over three months that are held for trading and losses as well interest are recognized in financial income and
or are included in investment structures consisting of securities expenses in the income statement over the life of the instrument.
traded in combination with derivatives are classified as fair value Accounts payable
through profit and loss. Investments in this portfolio are executed
Accounts payable are carried at invoiced amount.
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.

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 Financial statements

Derivative financial instruments The Parent Company also applies cash flow hedging to future
All derivatives are recognized initially at fair value on the date a interest cash flows in foreign currency related to issued bonds.
derivative contract is entered into and subsequently remeasured These future interest cash flows are hedged with cross-currency
at fair value. The method of recognizing the resulting gain or loss swaps that have been designated partly as fair value hedges and
varies according to whether the derivatives are designated and partly as cash flow hedges. The accumulated profit or loss for the
qualify under hedge accounting. part of these cross-currency swaps designated as cash flow hedges
is initially recorded in hedging reserve and recycled to profit or loss
Derivatives not designated in hedge accounting relationships at the time when the related interest cash flows are settled. The
carried at fair value through profit and loss Parent Company separates the foreign currency basis spread from
Forward foreign exchange contracts are valued using the forward cross-currency swaps and excludes it from the hedge relationship
exchange rate of the statement of financial position date. Changes as cost of hedging that is initially recognized and subsequently
in fair value are measured by comparing these rates with the measured at fair value and recorded in cost of hedging reserve
original contract-forward rate. Currency options are valued using in equity.
the Garman & Kohlhagen option valuation model on the statement
of financial position date. Changes in fair value are recognized in Deferred tax
the income statement. The company continually evaluates the probability of utilizing its
deferred tax assets and considers both favorable and unfavorable
Fair values of forward rate agreements, interest rate options, factors in its assessment. Deferred tax assets are recognized to
futures contracts and exchange-traded options are calculated the extent it is probable that future taxable profit will be available
based on quoted market rates at each statement of financial against which the unused tax losses, unused tax credits and
position date. Discounted cash flow method is used to value deductible temporary differences can be utilized. Evaluation takes
interest rate and cross-currency swaps. Changes in fair value into account that Finnish Nokia entities can balance their taxable
are recognized in the income statement. profits via the group contribution system. At December 31, 2020,
the company has concluded, based on its assessment, that it is
Interest income or expense on interest rate derivatives is accrued
not probable that it will be able to utilize the unused tax credits
in the income statement during the financial year.
and deductible temporary differences in the foreseeable future.
Hedge accounting Consequently, in the fourth quarter of 2020, the company
The Parent Company may apply hedge accounting on certain derecognized deferred tax assets.
forward foreign exchange contracts, certain options or option
The recent years’ cumulative profitability in Finland, excluding
strategies, and interest rate derivatives. Qualifying options and
certain integration costs related to the acquisition of Alcatel-
option strategies have zero net premium or a net premium paid.
Lucent, is changing from a cumulative profit position to a
For option structures, the critical terms of the bought and sold
cumulative loss position. When an entity has a history of recent
options are the same and the nominal amount of the sold option
losses, the entity recognizes a deferred tax asset arising from
component is no greater than that of the bought option.
unused losses or tax credits only to the extent the entity has
The Parent Company applies fair value hedge accounting to reduce sufficient taxable temporary differences or there is convincing
exposure to fair value fluctuations of interest-bearing liabilities other evidence that sufficient tax profit will be available against
due to changes in interest rates and foreign exchange rates. which the unused tax losses or unused tax credits can be utilized
Interest rate swaps and cross-currency swaps are used aligned in the future. Positive evidence of future taxable profits may
with the hedged items to hedge interest rate risk and associated be assigned lesser weight in assessing the appropriateness of
foreign exchange risk. recording a deferred tax asset when there is other unfavorable
evidence such as cumulative losses, which are considered strong
The Parent Company's borrowings are carried at amortized cost. evidence that future taxable profits may not be available. The
Changes in the fair value of derivatives designated and qualifying company continues to assess the realizability of deferred tax
as fair value hedges, together with any changes in the fair value assets including in particular the actual profit record in upcoming
of hedged liabilities attributable to the hedged risk, are recorded periods and may re-recognize deferred tax assets if pattern of
in financial income and expenses in the income statement. The tax profitability is re-established.
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.

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Notes to the Parent Company financial statements continued

2. Personnel expenses
EURm 2020 2019
Salaries and wages 41 38
Share-based payments 2 9
Pension expenses 1 3
Social security expenses 1 1
Total 45 51

Average number of employees 2020 2019

Marketing 72 69
Administration 151 151
Total average 223 220
Number of employees as of December 31 222 219

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.
Parent Company Nokia Group
EURm 2020 2019 2020 2019
Audit fees 10 4 22 23
Audit-related fees – – – –
Tax fees – – 1 2
Other fees 2 – 2 1
Total 12 4 25 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 2020 2019
Other operating income
Tax indemnification and interest income 11 6
Rental income 2 1
Gain on non-current investments – 1
Other income 10 4
Total 23 12
Other operating expenses
Loss from non-current investments – (22)
Loss on retirement of fixed assets – (9)
Write-off accounts receivables (1) (2)
Other expenses (2) (1)
Total (3) (34)

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5. Financial income and expenses

EURm 2020 2019
Interest and other financial income
Interest income from Group companies 261 238
Interest income from other companies 11 64
Foreign exchange gains/losses, net 56 87
Other financial income from other companies – 2
Total 328 391
Interest and other financial expenses
Interest expenses to Group companies (31) (92)
Interest expenses to other companies (125) (163)
Other financial expenses to other companies (7) (5)
Total (163) (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 2020 2019
Granted (440) (390)
Total (440) (390)

7. Income taxes
EURm 2020 2019
Current tax 6 (3)
Deferred tax(1) (43) 20
Total (37) 17
Income tax from operations (132) (60)
Income tax from appropriations 88 78
Income tax relating to previous financial years 7 (1)
Total (37) 17

Deferred taxes
2020 2019
Deferred tax Deferred tax Deferred tax Deferred tax
EURm assets liabilities assets liabilities

Total before netting – – 46 (3)

Netting of deferred tax assets and liabilities – – (3) 3
Total after netting – – 43 –
(1) Deferred tax includes derecognition of deferred tax assets. Refer to Note 1, Accounting principles.

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Notes to the Parent Company financial statements continued

8. Tangible assets
Land and Machinery and Other tangible Assets under
EURm water areas Buildings equipment assets construction Total
Acquisition cost as of January 1, 2019 8 163 19 15 1 206
Additions 1 – – – 14 15
Disposals and retirements – (17) (6) – – (23)
Reclassifications – 1 – – (1) –
Acquisition cost as of December 31, 2019 9 147 13 15 14 198
Accumulated depreciation as of January 1, 2019 (1) (78) (17) (3) – (99)
Disposals and retirements – 8 6 – – 14
Depreciation(1) – (6) (1) (1) – (8)
Accumulated depreciation as
of December 31, 2019 (1) (76) (12) (4) – (93)
Net book value as of January 1, 2019 7 85 2 12 1 107
Net book value as of December 31, 2019 8 71 1 11 14 105
Acquisition cost as of January 1, 2020 9 147 13 15 14 198
Additions 1 4 2 – – 7
Disposals and retirements (1) – – – – (1)
Reclassifications – 13 1 – (14) –
Acquisition cost as of December 31, 2020 9 164 16 15 – 204
Accumulated depreciation as of January 1, 2020 – (76) (12) (4) – (92)
Depreciation(1) – (5) (1) (1) – (7)
Accumulated depreciation as
of December 31, 2020 – (81) (13) (5) – (99)
Net book value as of January 1, 2020 8 71 1 11 14 105
Net book value as of December 31, 2020 9 83 3 10 – 105
(1) Recognized in selling, general and administrative expenses.

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 Financial statements

9. Investments
EURm 2020 2019
Investments in subsidiaries
Net carrying amount as of January 1 18 633 18 590
Additions 24 43
Disposals – –
Net carrying amount as of December 31 18 657 18 633
Investments in associated companies
Net carrying amount as of January 1 1 1
Impairment (1) –
Net carrying amount as of December 31 – 1
Non-current financial investments
Net carrying amount as of January 1 1 22
Impairment charges – (21)
Net carrying amount as of December 31 1 1

Investments in associated companies

Carrying
Ownership amount
Associated company % EURm
Noksel A.S 20 –

10. Prepaid expenses and accrued income

EURm 2020 2019
Expected future cash settlement to acquire non-controlling interest in Nokia Shanghai Bell(1) 420 631
Accrued interest 56 70
Prepaid and accrued royalty income 7 11
Other accrued income from Group companies 44 13
Other prepaid expenses and accrued income from other companies 27 23
Total 554 748
(1) Refer to Note 33, Significant partly-owned subsidiaries in the consolidated financial statements.

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Notes to the Parent Company financial statements continued

11. Shareholders’ equity

Reserve for
Fair value invested
Share issue Treasury and other unrestricted Retained
EURm Share capital premium shares(1) reserves equity earnings Total
As of January 1, 2019 246 46 (401) (2) 15 197 2 599 17 685
Settlement of share-based payments – – 57 – 2 (1) 58
Net fair value gains/(losses) – – – 2 – – 2
Dividends – – – – – (560) (560)
Loss for the year – – – – – (75) (75)
As of December 31, 2019 246 46 (344) (0) 15 199 1 963 17 110
As of January 1, 2020 246 46 (344) (0) 15 199 1 963 17 110
Settlement of share-based payments – – – – 49 – 49
Net fair value gains/(losses) – – – (18) – – (18)
Loss for the year – – – – – (136) (136)
As of December 31, 2020 246 46 (344) (18) 15 248 1 827 17 005
(1) Treasury shares decrease retained earnings.

12. Distributable earnings

EURm 2020 2019
Reserve for invested unrestricted equity 15 248 15 199
Retained earnings 1 963 2 038
Treasury shares (344) (344)
Loss for the year (136) (75)
Total unrestricted equity 16 730 16 818
Fair value and other reserves (18) –
Total distributable earnings 16 712 16 818

13. Fair value and other reserves

Hedging reserve Cost of hedging Fair value reserve Total
EURm Gross Tax Net Gross Tax Net Gross Tax Net Gross Tax Net
As of January 1, 2019 (4) 1 (3) – – – 1 – 1 (3) 1 (2)
Fair value and cash flow hedges
Net fair value gains/(losses) 8 (1) 7 8 (2) 6 – – – 16 (3) 13
Transfer to income statement (2) – (2) (10) 2 (8) – – – (12) 2 (10)
Current financial investments
Net fair value gains/(losses) – – – – – – (1) – (1) (1) – (1)
As of December 31, 2019 2 – 2 (2) – (2) – – – – – –
As of January 1, 2020 2 – 2 (2) – (2) – – – – – –
Fair value and cash flow hedges
Net fair value gains/(losses) (18) – (18) (7) 1 (6) – – – (25) 1 (24)
Transfer to income statement – – – 7 (1) 6 – – – 7 (1) 6
As of December 31, 2020 (16) – (16) (2) – (2) – – – (18) – (18)

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 Financial statements

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.
Carrying amounts Fair value(1)
Fair value through profit Fair value through
Amortized and loss fair value reserve
EURm cost Level 1 Level 2 Level 3 Level 1 Level 2 Level 3 Total Total
As of December 31, 2020
Non-current financial investments – – – 1 – – – 1 1
Non-current loan receivables from Group companies 2 644 – – – – – – 2 644 2 644
Non-current loan receivables from other companies 1 – – – – – – 1 1
Current loan receivables from Group companies 4 728 – – – – – – 4 728 4 728
Other current financial assets from Group
companies including derivatives – – 49 – – – – 49 49
Other current financial assets from other
companies including derivatives – – 149 – – – – 149 149
Current financial investments 134 – 836 – – 100 – 1 070 1 070
Cash and cash equivalents 2 502 – 2 541 – – – – 5 043 5 043
Total financial assets 10 009 – 3 575 1 – 100 – 13 685 13 685
Long-term interest-bearing liabilities
to other companies 4 697 – – – – – – 4 697 4 779
Short-term interest-bearing liabilities
to Group companies 8 942 – – – – – – 8 942 8 942
Short-term interest-bearing liabilities
to other companies 448 – – – – – – 448 448
Other financial liabilities to Group companies
including derivatives – – 144 – – – – 144 144
Other financial liabilities to other companies
including derivatives – – 203 420 – – – 623 623
Total financial liabilities 14 087 – 347 420 – – – 14 854 14 936

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Notes to the Parent Company financial statements continued

Carrying amounts Fair value(1)

Fair value through profit Fair value through
Amortized and loss fair value reserve
EURm cost Level 1 Level 2 Level 3 Level 1 Level 2 Level 3 Total Total
As of December 31, 2019
Non-current financial investments – – – 1 – – – 1 1
Non-current loan receivables from Group companies 2 915 – – – – – – 2 915 2 915
Non-current loan receivables from other companies 7 – – – – – – 7 7
Current loan receivables from Group companies 8 427 – – – – – – 8 427 8 427
Other current financial assets from Group
companies including derivatives – – 53 – – – – 53 53
Other current financial assets from other
companies including derivatives – – 80 – – – – 80 80
Current financial investments 43 – – – – – – 43 43
Cash and cash equivalents 1 306 – 1 602 – – – – 2 908 2 908
Total financial assets 12 698 – 1 735 1 – – – 14 434 14 434
Long-term interest-bearing liabilities
to other companies 3 714 – – – – – – 3 714 3 751
Short-term interest-bearing liabilities
to Group companies 10 997 – – – – – – 10 997 10 997
Short-term interest-bearing liabilities
to other companies 5 – – – – – – 5 5
Other financial liabilities to Group companies
including derivatives – – 70 – – – – 70 70
Other financial liabilities to other companies
including derivatives – – 151 631 – – – 782 782
Total financial liabilities 14 716 – 220 631 – – – 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.

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 Financial statements

Reconciliation of the opening and closing balances of level 3 financial assets and liabilities:
Level 3 Financial Level 3 Financial
EURm Assets Liabilities
As of January 1, 2019 22 (618)
Net losses in income statement (21) –
Other movements – (13)
As of December 31, 2019 1 (631)
As of January 1, 2020 1 (631)
Other movements – 211
As of December 31, 2020 1 (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

Assets Liabilities
EURm Fair value(1) Notional(2) Fair value(1) Notional(2)
As of December 31, 2020
Cash flow and fair value hedges(3)
Cross-currency interest rate swaps – – (154) 815
Derivatives not designated in hedge accounting relationships carried
at fair value through profit and loss
Forward foreign exchange contracts, other companies 147 7 359 (49) 5 721
Forward foreign exchange contracts, Group companies 49 3 032 (141) 5 551
Currency options bought, other companies 3 279 – –
Currency options bought, Group companies – 6 – –
Currency options sold, other companies – – – 6
Currency options sold, Group companies – – (3) 279
Total 199 10 676 (347) 12 372
As of December 31, 2019
Cash flow and fair value hedges(3)
Cross-currency interest rate swaps – – (49) 1 246
Derivatives not designated in hedge accounting relationships carried
at fair value through profit and loss
Forward foreign exchange contracts, other companies 71 8 654 (101) 9 840
Forward foreign exchange contracts, Group companies 53 3 082 (65) 6 885
Currency options bought, other companies 9 996 – –
Currency options sold, Group companies – – (5) 774
Total 133 12 732 (220) 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.

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Notes to the Parent Company financial statements continued

16. Provisions
EURm 2020 2019
Divestment-related 32 45
Other 11 10
Total 43 55

17. Interest-bearing liabilities

Carrying amount EURm
Issuer/borrower Instrument Currency Nominal (million) Final maturity 2020 2019
Nokia Corporation 1.00% Senior Notes(1)(2) EUR 350 March 2021 350 500
Nokia Corporation 3.375% Senior Notes USD 500 June 2022 418 447
Nokia Corporation 2.00% Senior Notes EUR 750 March 2024 766 770
Nokia Corporation EIB R&D Loan(3) EUR 500 February 2025 500 –
Nokia Corporation NIB R&D Loan(4) EUR 250 May 2025 250 250
Nokia Corporation 2.375% Senior Notes(1) EUR 500 May 2025 500 –
Nokia Corporation 2.00% Senior Notes EUR 750 March 2026 767 771
Nokia Corporation 4.375% Senior Notes USD 500 June 2027 451 456
Nokia Corporation 3.125% Senior Notes(1) EUR 500 May 2028 500 –
Nokia Corporation 6.625% Senior Notes USD 500 May 2039 545 520
Nokia Corporation Other liabilities to Group companies 8 942 10 997
Nokia Corporation Other liabilities to other companies 98 5
Total 14 087 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:

Utilized (million)
Committed/Uncommitted Financing arrangement Currency Nominal (million) 2020 2019

Committed Revolving Credit Facility(1) EUR 1 500 – –

Uncommitted Finnish Commercial Paper Programme EUR 750 – –
Uncommitted Euro-Commercial Paper Programme EUR 1 500 – –
Uncommitted Euro Medium Term Note Programme(2) EUR 5 000 2 850 2 000
Total 2 850 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.

208
208 NOKIA IN 2020
 Financial statements

18. Accrued expenses and other liabilities

EURm 2020 2019
Accrued interest expenses 47 29
Salaries and social expenses 21 14
VAT and other indirect taxes 19 23
Other accrued expenses to Group companies 44 42
Other accrued expenses to other companies 22 15
Total 153 123

19. Commitments and contingencies

EURm 2020 2019
Contingent liabilities on behalf of Group companies
Leasing guarantees 274 245
Other guarantees 1 225 1 412
Contingent liabilities on behalf of other companies
Other guarantees 5 5

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 2020 2019
Adjustments for
Depreciation and amortization 7 8
Income tax 41 (17)
Financial income and expenses, net (182) (233)
Impairment charges 1 21
Asset retirements 1 9
Share-based payment 49 9
Group contributions 440 390
Total 356 187

209 IN 2020
NOKIA 209
Notes to the Parent Company financial statements continued

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.

210
210 NOKIA IN 2020
 Signatures
Signing of the Annual Accounts and the
Review of the Board of Directors 2020

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
Kari Stadigh
Chair

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

NOKIA IN 2020 211

Auditor’s report

To the Annual General Meeting of Nokia Corporation Our application of materiality

We define materiality as the magnitude of misstatement in the
Report on the Audit of the Financial Statements financial statements that makes it probable that the economic
decisions of a reasonably knowledgeable person would be changed
Opinion or influenced. We use materiality both in planning the scope of our
We have audited the financial statements of Nokia Corporation audit work and in evaluating the results of our work.
(business identity code 0112038-9) for the year ended 31 December
2020. The financial statements comprise the consolidated balance Based on our professional judgement, we determined materiality
sheet, income statement, statement of comprehensive income, for the financial statements as a whole as follows:
statement of cash flows, statement of changes in shareholders’ equity
and notes, including a summary of significant accounting policies, Materiality in the Group financial statements
as well as the parent company’s balance sheet, income statement, Materiality €170 million
statement of cash flows and notes. Basis for 0.8% of consolidated net sales and 2.1%
In our opinion determining of gross profit
materiality
■ the consolidated financial statements give a true and fair view of the Rationale for Given the importance of net sales and gross profit
group’s financial position, financial performance and cash flows in the benchmark to investors and other users of the financial
accordance with International Financial Reporting Standards (IFRS) applied statements, we have used these as primary
as adopted by the EU. benchmarks.
■ the financial statements give a true and fair view of the parent Owing to continued volatility in the Group’s results
company’s financial performance and financial position in accordance over the previous years, using loss before tax as a
with the laws and regulations governing the preparation of financial measure was not considered appropriate.
statements in Finland and comply with statutory requirements.
Our opinion is consistent with the additional report submitted to the Key audit matters
Audit Committee. Key audit matters are those matters that, in our professional
Basis for opinion judgment, were of most significance in our audit of the financial
We conducted our audit in accordance with good auditing practice in statements of the current period. These matters were addressed
Finland. Our responsibilities under good auditing practice are further in the context of our audit of the financial statements as a whole,
described in the Auditor’s Responsibilities for the Audit of the Financial and in forming our opinion thereon, and we do not provide a separate
Statements section of our report. opinion on these matters.

We are independent of the parent company and of the group We have also addressed the risk of management override of internal
companies in accordance with the ethical requirements that are controls. This includes consideration of whether there was evidence
applicable in Finland and are relevant to our audit, and we have fulfilled of management bias that represented a risk of material misstatement
our other ethical responsibilities in accordance with these requirements. due to fraud.

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.

212 NOKIA IN 2020

 Financial statements

Key audit matter How our audit addressed the key audit matter
Fixed Networks goodwill – Long-range plan and terminal year Our audit procedures related to management’s estimate of operating
operating profit within the goodwill valuation model profit within the long-range plan and terminal year for Fixed Networks
Refer to Notes 2, 4, 14 and 17 to the financial statements included the following, among others:
The Company’s Goodwill arises mainly from the acquisition of Alcatel ■ We tested the operating effectiveness of controls over goodwill,
Lucent (“ALU”) and also includes amounts related to various other specifically focusing on controls related to the determination of the
acquisitions. The goodwill balance in the Fixed Networks business carrying value and fair value as well as controls over forecasting.
group is €609 million as of 31 December 2020 and is included in the
total goodwill balance of €5,074 million. ■ We held discussions with key members of management to
understand how the forecast, including key assumptions around
The Company’s evaluation of goodwill for impairment involves the operating profit, was derived.
comparison of the recoverable amount of each cash-generating unit
(“CGU”, which generally align to the business groups) to its carrying ■ We utilised our fair value specialists to test the mathematical
value on at least an annual basis, in line with International Accounting accuracy of the impairment model, review valuation assumptions,
Standard (“IAS”) 36 Impairment of Assets. and challenge certain estimates and judgments used in valuing
Fixed Networks (including discount rate, terminal growth rates,
Management’s discounted future cash flow model consists of an peer company selection, among others).
explicit three-year long-range plan and seven additional years of
cash flow projections reflecting a gradual progression towards the ■ We challenged forecasted operating profit within the terminal year
steady state cash flow projections modeled in the terminal year. used in estimating the fair value by comparing to (1) historical and
forecasted peer company data, (2) historical actual results, and
The Company’s model contains various assumptions, including (3) prior period internal forecasts. As operating profit within the
discount rates and growth rates, and is particularly sensitive to long-range plan years is a key input into the determination of
changes in operating profit, a management estimate requiring operating profit within the terminal year, we also performed these
significant judgment. procedures on operating profit within the long-range plan years.
This sensitivity is especially pronounced in Fixed Networks, and the ■ We read analyst reports to identify supporting or contradictory
difference between the carrying amount and the fair value less cost information in relation to management’s operating profit
to sell thereof has remained low throughout 2020. Therefore, there assumptions. All contradictory information was evaluated and
is a risk that management’s goodwill impairment analysis utilises incremental inquiries were performed.
inappropriate operating profit, specifically in the long-range plan
years and the terminal year, for Fixed Networks, resulting in an ■ We challenged certain of management’s forecasting assumptions
incorrect impairment conclusion or the recognition of an impairment based on information provided by an internal industry expert about
charge that is too low. the outlook for the industry in which Fixed Networks operates.

The evaluation of whether the operating profit, both in the ■ We performed a year-over-year trend analysis of forecasted
long-range plan and terminal year, used by the Company to evaluate operating profit at the business unit level for Fixed Networks, which
goodwill for impairment required a high degree of auditor judgement is one level below the business group, investigating changes that
and increased audit effort, including the need to involve our fair were potentially inconsistent with our understanding of the business.
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).

NOKIA IN 2020 213

Auditor’s report continued

Key audit matter How our audit addressed the key audit matter
Revenue recognition - Determination of standalone selling prices Our audit procedures related to the determination of standalone selling
in Nokia Networks and Nokia Software prices and the allocation of transaction price included the following,
Refer to Notes 2, 4 and 7 to the financial statements among others:
The Company recognises revenue in accordance with International ■ We assessed management’s accounting policy in relation to allocation
Financial Reporting Standard 15 Revenue from Contracts with of transaction price to determine compliance with IFRS 15, Revenue
Customers, from complex contracts that often contain multiple from Contracts with Customers;
performance obligations, including hardware, software, and
services. ■ We tested the operating effectiveness of controls over revenue
recognition, specifically focusing on controls related to the
The transaction price in the contract is allocated across these determination of standalone selling prices in the largest and most
performance obligations based on the standalone selling prices complex contracts;
identified by management. This identification of standalone selling
prices involves significant judgement, involves multiple inputs and ■ We utilised data analytics to identify those contracts with higher
calculations and has a direct impact on the timing and amount of levels of risk based on size, complexity and inclusion of new products
revenue recognised. Where there is limited history or experience of such as 5G, where there is less objective evidence of standalone
selling similar goods or services, such as with 5G equipment in some selling price. For these contracts we reviewed their terms and
markets, there is necessarily an increased level of judgement obtained management’s accounting conclusions to consider whether
required in making the determination. these were in line with IFRS 15 ;

Given the level of management judgement involved, performing ■ We evaluated the appropriateness of the estimation methods
audit procedures to evaluate the reasonableness of these used by management for standalone selling prices in the contracts
judgements required a high degree of auditor judgement, and selected by assessing compliance with IFRS 15 and considering the
given the differing inputs and calculations across contracts, there nature of the performance obligations;
was a significant audit effort in obtaining sufficient audit evidence. ■ We benchmarked contracts against those with similar customers or
This matter is a significant risk of material misstatement referred for similar transactions to challenge whether the determination
to in EU Regulation No 537/2014, point (c) of Article 10(2). 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 In preparing the financial statements, the Board of Directors and the
for the Financial Statements Managing Director are responsible for assessing the parent company’s
The Board of Directors and the Managing Director are responsible for and the group’s ability to continue as going concern, disclosing, as
the preparation of consolidated financial statements that give a true applicable, matters relating to going concern and using the going
and fair view in accordance with International Financial Reporting concern basis of accounting. The financial statements are prepared
Standards (IFRS) as adopted by the EU, and of financial statements using the going concern basis of accounting unless there is an
that give a true and fair view in accordance with the laws and intention to liquidate the parent company or the group or cease
regulations governing the preparation of financial statements in operations, or there is no realistic alternative but to do so.
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.

214 NOKIA IN 2020

 Financial statements

Auditor’s Responsibilities for the Audit of the Financial Statements We also provide those charged with governance with a statement
Our objectives are to obtain reasonable assurance on whether the that we have complied with relevant ethical requirements regarding
financial statements as a whole are free from material misstatement, independence, and communicate with them all relationships and other
whether due to fraud or error, and to issue an auditor’s report that matters that may reasonably be thought to bear on our independence,
includes our opinion. Reasonable assurance is a high level of assurance, and where applicable, related safeguards.
but is not a guarantee that an audit conducted in accordance with good
auditing practice will always detect a material misstatement when it From the matters communicated with those charged with governance,
exists. Misstatements can arise from fraud or error and are considered we determine those matters that were of most significance in the audit
material if, individually or in aggregate, they could reasonably be of the financial statements of the current period and are therefore the
expected to influence the economic decisions of users taken on the key audit matters. We describe these matters in our auditor’s report
basis of the financial statements. unless law or regulation precludes public disclosure about the matter
or when, in extremely rare circumstances, we determine that a matter
As part of an audit in accordance with good auditing practice, we should not be communicated in our report because the adverse
exercise professional judgment and maintain professional skepticism consequences of doing so would reasonably be expected to outweigh
throughout the audit. We also: the public interest benefits of such communication.
■ Identify and assess the risks of material misstatement of the
financial statements, whether due to fraud or error, design and Other reporting requirements
perform audit procedures responsive to those risks, and obtain Other information
audit evidence that is sufficient and appropriate to provide a basis The Board of Directors and the Managing Director are responsible for
for our opinion. The risk of not detecting a material misstatement the other information. The other information comprises the report
resulting from fraud is higher than for one resulting from error, of the Board of Directors and the information included in the Annual
as fraud may involve collusion, forgery, intentional omissions, Report but does not include the financial statements and our auditor’s
misrepresentations, or the override of internal control. report thereon.
■ Obtain an understanding of internal control relevant to the audit Our opinion on the financial statements does not cover the other
in order to design audit procedures that are appropriate in the information.
circumstances, but not for the purpose of expressing an opinion In connection with our audit of the financial statements, our
on the effectiveness of the parent company’s or the group’s responsibility is to read the other information and, in doing so,
internal control. consider whether the other information is materially inconsistent
with the financial statements or our knowledge obtained in the audit,
■ Evaluate the appropriateness of accounting policies used and the or otherwise appears to be materially misstated. With respect to the
reasonableness of accounting estimates and related disclosures report of the Board of Directors, our responsibility also includes
made by management. considering whether the report of the Board of Directors has been
■ Conclude on the appropriateness of the Board of Directors’ and the prepared in accordance with the applicable laws and regulations.
Managing Director’s use of the going concern basis of accounting In our opinion, the information in the report of the Board of Directors
and based on the audit evidence obtained, whether a material is consistent with the information in the financial statements and the
uncertainty exists related to events or conditions that may cast report of the Board of Directors has been prepared in accordance with
significant doubt on the parent company’s or the group’s ability the applicable laws and regulations.
to continue as a going concern. If we conclude that a material
uncertainty exists, we are required to draw attention in our auditor’s If, based on the work we have performed, we conclude that there
report to the related disclosures in the financial statements or, is a material misstatement of the other information, we are required
if such disclosures are inadequate, to modify our opinion. Our to report that fact. We have nothing to report in this regard.
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 Helsinki, 4 March 2021
as a going concern.
Deloitte Oy
■ Evaluate the overall presentation, structure and content of the Audit Firm
financial statements, including the disclosures, and whether the
financial statements represent the underlying transactions and Marika Nevalainen
events so that the financial statements give a true and fair view. Authorised Public Accountant (KHT)

■ 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.

NOKIA IN 2020 215

216 NOKIA IN 2020
 Other
information

Forward-looking statements 218

Introduction and use of certain terms 219
Glossary 220
Investor information 223
Contact information 224

Nokia global headquarters, located in Espoo, Finland.

NOKIA IN 2020 217
Forward-looking statements

Forward-looking statements These statements are based on management’s best assumptions

and beliefs in light of the information currently available to it and
Certain statements contained in this Annual Report constitute are subject to a number of risks and uncertainties, many of which
“forward-looking statements”. Forward-looking statements provide are beyond our control, which could cause actual results to differ
Nokia’s current expectations of future events based on certain materially from such statements. These statements are only
assumptions and include any statement that does not directly relate predictions based upon our current expectations and views of future
to any current or historical fact. The words “believe”, “expect”, events and developments and are subject to risks and uncertainties
“expectations”, “anticipate”, “foresee”, “see”, “target”, “estimate”, that are difficult to predict because they relate to events and depend
“designed”, “aim”, “plan”, “intend”, “influence”, “assumption”, on circumstances that will occur in the future. Risks and uncertainties
“focus”, “continue”, “project”, “should”, “is to”, “will”, “strive”, “may” that could affect these statements include but are not limited to the
or similar expressions as they relate to us or our management are risk factors specified under “Operating and financial review and
intended to identify these forward-looking statements, as well as prospects—Risk factors” of this Annual Report. Other unknown
statements regarding: or unpredictable factors or underlying assumptions subsequently
A) business strategies, market expansion, growth management, and proven to be incorrect could cause actual results to differ materially
future industry trends and megatrends and our plans to address from those in the forward-looking statements. We do not undertake
them; any obligation to publicly update or revise forward-looking statements,
whether as a result of new information, future events or otherwise,
B) future performance of our businesses and any future distributions except to the extent legally required.
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.

218 NOKIA IN 2020

 Other information

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.

NOKIA IN 2020 219

Glossary

Glossary Broadband: The delivery of higher bandwidth by using

transmission channels capable of supporting data rates greater
2G (Second Generation Mobile Communications): Also known as than the primary rate of 9.6 Kbps.
GSM (Global System for Mobile Communications): A digital system
for mobile communications that is based on a widely-accepted Churn: A measure of the number of customers or subscribers who
standard and typically operates in the 900 MHz, 1800 MHz and leave their service provider, e.g. a mobile operator, during a given
1900 MHz frequency bands. time period.

3G (Third Generation Mobile Communications): The third Cloud: Cloud computing is a model for enabling ubiquitous,
generation of mobile communications standards designed for convenient, on-demand network access to a shared pool of
carrying both voice and data generally using WCDMA or close configurable computing resources (e.g., networks, servers,
variants. See also WCDMA. storage, applications and services) that can be rapidly provisioned
and released with minimal management effort.
3GPP (The Third Generation Partnership Project): A consortium
comprising several standards organizations which develop CloudBand: Our loud management and orchestration solutions
protocols for mobile telecommunications. The initial goal was enabling a unified cloud engine and platform for Network Functions
to develop a global technical specification for a 3G mobile phone Virtualization (NFV). See also NFV.
system. Since then, the operations have been extended and today Common Software Foundation (CSF): As a coherent software
the main focus is on 5G networks. suite, Nokia’s cloud-native Common Software Foundation is
4G (Fourth Generation Mobile Communications): The fourth designed to deliver applications that are hardware- and vendor-
generation of mobile communications standards based on LTE, agnostic, and easy to deploy, integrate, use and upgrade.
offering IP data connections only and providing true broadband Converged core: Wireless and fixed access convergence within
internet access for mobile devices. See also LTE. the core. As we move towards a 5G standalone core, service
5G (Fifth Generation Mobile Communications): The next major providers will be able to use a common set of control plane
phase of mobile telecommunications standards. 5G is a complete functions within the core to manage both wireless and fixed user
redesign of network architecture with the flexibility and agility to plane functions. The ability of a unified control plane will simplify
support upcoming service opportunities. It delivers higher speeds, operations and provide independent location, scaling and lifecycle
higher capacity, extremely low latency and greater reliability. management capabilities.

Access network: A telecommunications network between a local Convergence: The coming together of two or more disparate
exchange and the subscriber station. disciplines or technologies. Convergence types are e.g. IP convergence,
fixed-mobile convergence and device convergence.
Airframe: Our 5G-ready, end-to-end data center solution that
combines the benefits of cloud computing technologies with the Core network: A combination of exchanges and the basic
requirements of the core and radio telecommunications world. transmission equipment that together form the basis for
It is available in Rackmount and Open Compute Project (OCP) form network services.
factors. This enables the solution to be very scalable: from small CSP: Communication service providers.
distributed latency-optimized data centers to massive centralized
hyperscale data center deployment. Customer Experience Management: Software suite used to
manage and improve the customer experience, based on
AirScale Radio Access: A 5G-ready complete radio access customer, device and network insights.
generation that helps operators address the increasing demands
of today and tomorrow. The solution comprises: Nokia AirScale Devices & Services: Our former mobile device business,
Base Station with multiband radio frequency elements and system substantially all of which was sold to Microsoft.
modules; Nokia AirScale Active Antennas; Cloud RAN with Nokia
Digital: A signaling technique in which a signal is encoded into
AirScale Cloud Base Station Server and the cloud-based AirScale
digits for transmission.
RNC (Radio Network Controller) for 3G; Nokia AirScale Wi-Fi;
common software; and services which use intelligent analytics Discontinued operations: The continuing financial effects of the
and extreme automation to maximize the performance of HERE business and the Devices & Services business. HERE was
hybrid networks. divested to an automotive consortium and substantially all of
the Devices & Services business was sold to Microsoft.
Alcatel-Lucent: Alcatel-Lucent Group, that has been part of the
Nokia Group since 2016. Ecosystem: An industry term to describe the increasingly large
communities of mutually beneficial partnerships that participants
Anyhaul: Mobile transport solution for 5G networks covering
such as hardware manufacturers, software providers, developers,
microwave, IP, optical and broadband.
publishers, entertainment providers, advertisers and ecommerce
Artificial Intelligence (AI): Autonomous and adaptive intelligence specialists form in order to bring their offerings to market. At the
of machines, where machines have the ability to perform tasks in heart of the major ecosystems in the mobile devices and related
complex environments without constant guidance by a user and services industry is the operating system and the development
have the ability to improve performance by learning from platform upon which services are built.
experience.
ETSI (European Telecommunications Standards Institute):
Bandwidth: The width of a communication channel, which affects Standards produced by the ETSI contain technical specifications
transmission speeds over that channel. laying down the characteristics required for a telecommunications
product.
Base station: A network element in a mobile network responsible
for radio transmission and reception to or from the mobile station.

220
220 NOKIA IN 2020
 Other information

Fixed Networks: Our Fixed Networks business group provides IPR licensing: Generally an agreement or an arrangement where a
copper and fiber access products, solutions, and services. company allows another company to use its intellectual property
(such as patents, trademarks or copyrights) under certain terms.
Fixed Wireless Access (FWA): Uses wireless networks to connect
fixed locations such as homes and businesses with broadband IP/Optical Networks: Our IP/Optical Networks business group
services. provides the key IP routing and optical transport systems, software
and services to build high capacity network infrastructure for the
Future X: A network architecture – a massively distributed, cognitive, internet and global connectivity.
continuously adaptive, learning and optimizing network connecting
humans, senses, things, systems, infrastructure, processes. LTE (Long-Term Evolution): 3GPP radio technology evolution
architecture and a standard for wireless communication of
G.fast: A fixed broadband technology able to deliver up to 1Gbps high-speed data. Also referred to as 4G.
over very short distances (for example, for in-building use, also
called “Fiber-to-the-Building”). Launched in 2014, G.fast uses Mission-critical networks/communications: One of the key
more frequencies and G.fast Vectoring techniques to achieve elements of 5G. Mission-critical communications meets the needs
higher speeds. of emergency responders such as emergency operations centers,
fire departments, emergency vehicles, police, and search and
Global Services: Our Global Services business group provides rescue services, replacing traditional radio with new communications
a broad variety of services to communication service providers capabilities available to smartphone users.
and enterprises ranging from network infrastructure services,
professional services and managed operations to network Mobile broadband: Refers to high-speed wireless internet
cognitive services and analytics. connections and services designed to be used from multiple
locations.
GPON (Gigabit Passive Optical Network): A fiber access
technology that delivers 2.5Gbps over a single optical fiber to Mobile Networks: Our Mobile Networks business group offers
multiple end points including residential and enterprise sites. an industry-leading portfolio of radio access networks solutions,
including 2G, 3G, 4G, 5G and Single-RAN, microwave radio links
GSM (Global System for Mobile Communications): A digital system and cloud computing hardware platforms.
for mobile communications that is based on a widely accepted
standard and typically operates in the 900 MHz, 1800 MHz and MPLS: Multiprotocol Label Switching, a routing technique for
1900 MHz frequency bands. See also 2G. networks.
GSM-R (GSM-Railway): An international wireless communications MSO: Multiple System Operators (MSO) are operators of multiple
standard for railway communication and applications. A sub- cable television systems. The majority of system operators run
system of European Rail Traffic Management System (ERTMS), cable systems in more than one community and hence most of
it is used for communication between train and railway regulation them are multiple system operators.
control centers.
Networks segment: One of our three reportable segments until
HERE: A former Nokia company focused on mapping and location the end of 2020. As Nokia’s new operating model became effective
intelligence services, which was divested to an automotive on January 1, 2021, the reportable segments changed accordingly.
consortium in 2015.
NFV (Network Functions Virtualization): Principle of separating
Internet of Things (IoT): All things such as cars, the clothes network functions from the hardware they run on by using virtual
we wear, household appliances and machines in factories hardware abstraction.
connected to the internet and able to automatically learn
and organize themselves. Nokia Bell Labs: Our research arm engaged in discovering and
developing the technological shifts needed for the next phase
IP (Internet Protocol): A network layer protocol that offers of human existence as well as exploring and solving complex
a connectionless internet work service and forms part of the problems to radically redefine networks.
(Transmission Control Protocol) TCP/IP protocol.
Nokia Enterprise: Recognizing the growth potential of our
IP (Intellectual Property): Intellectual property results from business within the enterprise customer segment, we created
original creative thought, covering items such as patents, copyright Nokia Enterprise business group, effective 1 January, 2019.
material and trademarks, as well as business models and plans. It addresses the mission- and business-critical networking
requirements of asset-intensive industries such as transportation,
IPR (Intellectual Property Rights): Legal rights protecting the energy, manufacturing and logistics – as well as governments
economic exploitation of intellectual property, a generic term and cities.
used to describe products of human intellect, for example patents,
that have an economic value. Nokia Networks: Our former business focused on mobile network
infrastructure software, hardware and services.
IP/MPLS (IP Multiprotocol Label Switching): IP/MPLS is a routing
technique in telecommunications networks that directs data from Nokia Software: Our business group and a reportable segment
one node to the next based on short path labels rather than long offering carrier-grade software applications and platforms to
network addresses, thus avoiding complex lookups in a routing provide operations and business support systems, build, deliver,
table and speeding traffic flows. and optimize services, enable their monetization, and to improve
customer experience.

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Glossary continued

Nokia Technologies: Our business group and a reportable segment Standalone (SA): Network architecture that allows independent
focused on advanced technology development and licensing. operation of a 5G service without interaction with an existing 4G
core and 4G radio network.
Non-Standalone (NSA): Network architecture that is built over
an existing 4G network. Technology licensing: Generally refers an agreement or
arrangement where under certain terms a company provides
Nuage Networks: A Nokia brand, focused on creating Software another company with its technology and possibly know-how,
Defined Networking (SDN) solutions that simplify and automate whether protected by intellectual property or not, for use in
communication service providers’ cloud networks and enterprise products or services offered by the other company.
Wide Area Networks (SD-WAN).
Telco cloud: Applying cloud computing, SDN and NFV principles
Operating System (OS): Software that controls the basic operation in telecommunications environment, e.g. separating application
of a computer or a mobile device, such as managing the processor software from underlying hardware with automated,
and memory. The term is also often used to refer more generally programmable interfaces while still retaining telecommunications
to the software within a device e.g. the user interface. requirements such as high availability and low latency.
Packet: Part of a message transmitted over a packet-switched Transmission: The action of conveying signals from one point
network. to one or more other points.
Platform: Software platform is a term used to refer to an TXLE (Technical Extra-Large Enterprise): Technically sophisticated
operating system or programming environment, or a combination companies, such as banks, that invest heavily in their own network
of the two. infrastructures to gain a key competitive advantage.
PON (Passive Optical Network): A fiber access architecture in VDSL2 (Very High Bit Rate Digital Subscriber Line 2): A fixed
which unpowered fiber optic splitters are used to enable a single broadband technology, the successor of ADSL. Launched in 2007,
optical fiber to serve multiple end-points without having to it typically delivers a 30Mbps broadband service from a street
provide individual fibers between the hub and customer. cabinet (also called a “Fiber-to-the-Node” deployment) over
Programmable world: A world where connectivity will expand existing telephone lines.
massively, linking people as well as billions of physical objects – VDSL2 vectoring: A fixed broadband technology launched in 2011,
from cars, home appliances and smartphones, to wearables, able to deliver up to 100Mbps over a VDSL2 line by applying noise
industrial equipment and health monitors. What distinguishes cancellation techniques to remove cross-talk between neighboring
the Programmable World from the Internet of Things (IoT) is the VDSL2 lines.
intelligence that is added to data to allow people to interpret
and use it, rather than just capture it. Virtual Reality (VR): The simulation of a three-dimensional image
or environment that can be interacted with in a seemingly real or
PSE-3: The PSE-3 chipset is the first coherent digital signal physical way by a person using special electronic equipment,
processor to implement Probabilistic Constellation Shaping (PCS), such as a helmet with a screen inside or gloves fitted with sensors.
a modulation technique pioneered by Nokia Bell Labs.
VoLTE (Voice over LTE): Required to offer voice services on
RAN (Radio Access Network): A mobile telecommunications an all-IP LTE network and generally provided using IP Multimedia
system consisting of radio base stations and transmission Subsystem, which is an architectural framework designed to deliver
equipment. IP-based multimedia services on telecommunications networks;
SDAN: Software Defined Access Network. standardized by 3GPP.

SDN (Software-Defined Network): Decoupling of network control WAN (Wide Area Network): A geographically distributed private
and data forwarding to simplify and automate connections in data telecommunications network that interconnects multiple local
centers, clouds and across the wide area. area networks.

SD-WAN: Software-Defined Networking in a Wide Area Network WCDMA (Wideband Code Division Multiple Access): A third-
(WAN) that simplifies and automates enterprise networks, generation mobile wireless technology that offers high data speeds
seamlessly connecting users and applications, from branch to mobile and portable wireless devices. Also referred to as 3G.
office to cloud. Webscale companies: Companies – such as Google, Microsoft,
SEP (Standard-Essential Patent): Generally, patents needed and Alibaba – which are investing in cloud technology and network
to produce products which work on a standard, which companies infrastructure on an increasing scale to fulfill their needs for
declare as essential and agree to license on Fair, Reasonable and massive, mission-critical networks.
Non-Discriminatory (FRAND) terms. Can be referred to as essential WING: Worldwide IoT Network Grid is a managed service that offers
patent also. CSPs the ability to support their enterprise customers with global
Single RAN: Single RAN (S-RAN) allows different radio technologies IoT connectivity across borders and technologies.
to be provided at the same time from a single base station, using WLAN (Wireless Local Area Network): A local area network using
a multi-purpose platform. wireless connections, such as radio, microwave or infrared links,
Small cells: Low-powered radio access nodes (micro cells or in place of physical cables.
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.

222 NOKIA IN 2020

 Other information
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
[email protected]
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:
Symbol Trading currency

Nasdaq Helsinki (since 1915) NOKIA EUR

New York Stock Exchange (since 1994) NOK USD
Euronext Paris (since 2015) NOKIA EUR

NOKIA IN 2020 223

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

224 NOKIA IN 2020

Copyright © 2021 Nokia Corporation.
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trademark of Nokia Corporation.
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