A more flexible working environment

A more flexible working environment

As a global company, we are improving our ways of working. We are harmonizing our global HR processes, implementing our renewed rewarding system and making our working culture more flexible.

We want to empower our people to actively participate and collaborate, to take both ownership of their work and responsibility for everyone’s safety. This was strengthened during the pandemic: we quickly adapted to a constantly changing situation, safeguarding not just ourselves but our co-workers as well.

Remote work requires new skills both from managers and employees. We have implemented several actions to support managers and employees to cope with the new working environment. The purpose has been to keep teams tight, efficient, and collaborative, and to ensure that employees have a feeling of belonging and being cared for. We comply with all country level legislation and regulation including working hours and overtime.

Pay for performance

Along with the Total Rewards Guideline, we renewed our short and long-term incentive plans for 2019 and onwards. As long-term incentives, we have two share plans that are intended to align the longterm goals of our shareholders and key personnel. We also have a profit-sharing plan for the employees not eligible to participate in the share plans. With these plans, all Nokian Tyres employees are covered and rewarded for the company’s overall performance.

As short-term incentives, there are several different plans in use and all employees are eligible for some of them. These plans are designed to drive the company’s strategy and reward for the achievement of stretching performance goals. For year 2020, we launched a new Global Sales Incentive plan structure, intended for direct sales roles across several locations. The plan was continued in 2021. All short-term plans are based on criteria measured on either group, business area/unit, team and/or individual performance.

An important aspect of overall rewarding includes non-monetary compensation. We are further developing this vital element with various activities, described in this section. Non-monetary rewarding has a clear positive effect on employee engagement and improved performance.


Our people development philosophy supports our employees’ development with an internal job rotation, on-the-job learning, and various development solutions following the 70–20–10 principle: 70% of the development through learning on the job, 20% through learning from others, and 10% through training.

As digital has become the primary way of working, the need for information security skills has grown. During 2021, the company continued to develop information security capabilities and published an Information security eLearning course targeted to everyone at Nokian Tyres. With the eLearning course the company drives to build information security skills and therefore to enhance both Nokian Tyres’ and our employees’ personal information security.

People reviews

Personal People Reviews have a key role in personnel development. In 2022, a total of 92.3% of our personnel took part in a People Review. Personal People Reviews have a key role in personnel development. Internal job rotation, on-the-job learning, and different training solutions continued being essential part of personnel development. 

People Review (realization, %)
  2017 2018 2019 2020 2021 2022*
Nokian Tyres Group 83.4% 82.2% 92.2% 93.0% 96.3% 92.3%

* Not including BA Russia & Asia

Average training hours per employee 2022* excluding onboarding type of training

Gender Average training hours per employee Employee category Average training hours per employee Age group Average training hours per employee
Female 5.7 Blue collar 1.6 Under 30 2.5
Male 3.9 White collar 7.2 30–50 5.5
        Over 50 2.5
Total training hours per employee 4.3    4.3    4.3

* Not including BA Russia & Asia

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