People and culture


Wärtsilä’s People Strategy helps the company and its businesses to achieve their business goals and ambitions by translating our strategy, The Wärtsilä Way, into people priorities. These priorities are aimed at ensuring that HR, together with the Businesses, have the workforce effectiveness capable of developing our organisation and its competences to reach our targets and bring our purpose to life. We intend to provide value to our customers and stakeholders by putting people at the heart of everything we do. 


Wärtsilä believes in providing a healthy working environment that supports growth, wellbeing, and work-life balance. Our global wellbeing strategy is based on five holistic pillars: Mental & Intellectual, Physical & Nutrition, Social, Emotional, and Balance & Rest. The goal is to improve our status in all these areas through effective leadership, organisational means, designated programmes and activities, and a wellbeing focused culture, so that people feel safe and cared for. In addition to maintaining the content of our global Wellbeing Hub, as well as linking to local country-level initiatives, we have increased the emphasis on wellbeing throughout the company, for instance by establishing Wellbeing Wednesdays. We have also formed a diverse global Wellbeing Committee consisting of skilled and committed individuals from across businesses and geographies working on tangible activities for each of the pillars.

Diversity and inclusion

At Wärtsilä we value, respect and embrace diversity, and are committed to equal employment opportunities; everyone can be their true self and succeed according to their job-relevant merits and abilities. We pride ourselves on having a diverse representation of nationalities and cultures at all levels, departments, and functions of the organisation. Currently, our staff is comprised of about 130 different cultures and nationalities.

Diversity and inclusion are not derived from words of encouragement – they need to be supported by actions. Wärtsilä has created a variety of actions and tools, ranging from recognising unconscious bias and prejudice, to learning from the diverse cultures of our people. Equally important to honouring the nationalities and cultural backgrounds of our colleagues is having gender diversity. At Wärtsilä, we are particularly committed to increasing the share of female employees. Wärtsilä's efforts to increase the gender balance have been acknowledged beyond the company borders.

Talent management

At Wärtsilä, equal opportunities and opportunities for professional and personal growth are core principles. We empower employees by providing self-paced learning, and by encouraging them to drive their own career paths to stay relevant in a rapidly changing business environment. Recruiting and retaining the best talent enables Wärtsilä to be a valued business partner to its customers, and the employer of choice for current and future employees. In 2021, 48% of open positions were filled by internal hires.

Learning on the job, self-learning, mentoring, coaching, and job rotation are integral to the development of knowledge and competence within the company. Whilst employees are given formal classroom learning opportunities at all organisational levels, from induction for new employees to learning programmes for the company’s top executives, virtual and informal learning opportunities are of growing importance, and are in line with the 70/20/10 learning principles. On average we spent 357 euros per employee for traditional training purposes in 2021.

Top nationalities of Wärtsilä employees at the end of 2021


Total workforce(as % of total workforce)

All management positions, including junior, middle and senior management (as % of total management workforce)






































Workforce breakdown by gender in 2021

Share of women in total workforce (as % of total workforce)16,9%

Target: 20%

Share of women in all management positions, including junior, middle and top management (as % of total management positions)15,3%Target: 20%
Share of women in junior management positions, i.e. first level of management (as % of total junior management positions)15,6%Target: 20%
Share of women in top management positions, i.e. maximum two levels away from the CEO or comparable positions (as % of total top management positions)19,4%Target: N/A
Share of women in management positions in revenue-generating functions as % of all such managers (i.e. excluding support functions)15,4%Target: 20%
Share of women in STEM-related positions (as % of total STEM positions)12,6%Target: 20%