CHALLENGE
How can multinational corporations make Net Zero an organisation-wide effort?
Committing to Net Zero means committing to collective action. We know that no company can achieve Net Zero without change among suppliers, customers’ product use and the wider economic system. Yet all these factors require internal change as leadership teams, business units, and corporate sustainability teams must align on what Net Zero will mean in practice.
Nokia, one of the world’s largest telecommunications network equipment manufacturers, was among the first vendors to have its near-term reduction targets validated by the Science Based Targets initiative (SBTi) in 2017. Since then, everything has become more connected, putting renewed emphasis on the decoupling of data demand and emissions. As a company seeking to help the world act together through its technology, Nokia sees sustainability as a core pillar of its business. The global corporation wanted to accelerate its pre-existing Net Zero commitment to set the tone for action. For this, Nokia needed to formalise what it would take to reduce its baseline footprint of 40 million tonnes of CO2e by 90% and reach Net Zero; both from management and individual business units.
Science-based targets (SBTs)
Targets are deemed science-based if they are in line with what the latest climate science says is needed to meet the goals of the Paris Agreement. Scope 1 and 2 targets must align to a 1.5C trajectory, while Scope 3 must align to a well-below 2C pathway.
Meanwhile, a Net Zero target builds on a science-based target to define the long-term actions required for a company to align to a 1.5C pathway.
Learn moreSOLUTION
Coordinating an internal strategy to Net Zero
It was time to investigate whether Nokia can fast-forward its Net Zero ambition, and, more importantly, how. In light of this, Nokia partnered with the Carbon Trust to set a Net Zero target, increase the ambition of its interim targets by 2030, and establish a carbon reduction strategy that will inform its ways of working in years to come. Working closely with Nokia’s Network Infrastructure and Mobile Networks units, we:
Modelled pathways to Net Zero. Since 95% of Nokia’s emissions come from the use phase of its products (Scope 3, Category 11), we analysed how products’ energy consumption – and thereby emissions – will evolve and impact Nokia’s ability to reach Net Zero by 2035, 2040 and 2050. From this, Nokia was able to set ambitious, but feasible targets.
Convened internal stakeholders across business units to drive the development of a Net Zero roadmap forward, from procurement to product development to logistics and governance. This helps create a strategy that the whole organisation can get behind.
Quantified decarbonisation opportunities to close the gap to Nokia’s Net Zero target. These ranged from investments in car fleet technology to optimising energy efficiency across Nokia’s product portfolio to integrating circular processes.
Developed a Net Zero roadmap with interim targets and key performance indicators (KPIs) across business units. To help Nokia set priorities, we also quantified initial financial and organisational implications.
Nokia has committed to reduce Scope 1 and 2 emissions by 83% (up from 50%) from a 2019 baseline year. By 2040, it aims to achieve Net Zero, reducing emissions across its value chain by 90% (Scope 1, 2 and 3).
IMPACT
Embracing Net Zero at all business levels
In February 2025, Nokia's Net Zero by 2040 target and new near-term targets were approved by the SBTi. With its dedicated Net Zero strategy, Nokia cements its commitment to make its solutions as energy- and material-efficient as possible. These validated targets and new strategy are enabling Nokia to:
Turn climate action into a competitive advantage. As a key supplier to telecommunication providers, Nokia's Net Zero plan strengthens its reputation as a responsible supplier, backing targets with dedicated plans.
Unlock internal action across the group. Developing the roadmap and its targets on an individual business unit level has embedded accountability and performance tracking mechanisms deep within the organisation. More so, it’s given sustainability teams internal backup in reaching Net Zero.
Embed climate action within its business activities. Nokia has since worked with the Carbon Trust to improve its emissions data, so it can integrate sustainability performance into product design decisions and explore further decarbonisation opportunities.
Act as a propellant for climate action across the sector. As a critical supplier to the ICT sector, Nokia’s emission reductions towards Net Zero will cascade through the value chain.
By focusing on Net Zero we can create value for us, our investors, our customers, communities and the planet. The Carbon Trust has been one key component of helping us to model our Net Zero pathway, and how we, as a manufacturer, can further spur its reductions. The team's suggested actions that help us chart our transition to Net Zero at all levels.
