People and culture

Employee wellbeing matters

Wärtsilä wants to provide a healthy working environment that supports growth, wellbeing, and work-life balance. Our global wellbeing framework consists of five holistic pillars: Mental & Intellectual, Physical & Nutrition, Social, Emotional, and Balance & Rest. The objective is to improve our current state in all these areas through effective leadership, designated programmes, and activities, and to build a wellbeing focused culture, where our people feel safe and cared for. Through our global Wellbeing Hub on the intranet and local country-level initiatives, we have increased the emphasis on wellbeing throughout the company. Our diverse global Wellbeing Committee consists of around 50 committed individuals who continuously work on building awareness and setting up tangible activities for each of the pillars.

Leading performance and growth

We recognise people for their performance and see rewarding as one of the key elements in attracting, engaging, developing, and retaining the best talent. Wärtsilä’s Performance Excellence is about driving business success, developing ourselves and our teams to grow, to feel recognised, and to be rewarded for our contribution. The annual target-setting links The Wärtsilä Way and the strategic business priorities to team and individual performance, and builds an understanding of how our work and individual targets contribute to team and business success. Everyone deserves to have clarity on what is expected of their job role, what good performance looks like, and to get fair and honest feedback when things are not going in the right direction.

Talent management

It is Wärtsilä´s ambition to be the employer of choice for current and future employees and to implement impactful talent management practices across the organisation. In order to ensure that we have the best leadership and specialist talent to drive business success, both today and in the future, a new talent review concept among our executive leaders was piloted in spring 2022. The implementation continues in 2023 and it will cover approximately 1,500 senior leaders and individual contributors from all Businesses and Global Functions. Our talent review concept is built on the Wärtsilä Values and the Leadership Model, and besides talent identification and succession planning, it has a strong focus on the development of talent.

Diversity and inclusion

Creating an inclusive culture that drives engagement and performance is one of the priorities in our People Strategy. Inclusion is a state of being valued, respected, and supported for what you are. It is about focusing on people’s needs and ensuring that the right conditions are in place for each person to achieve their full potential. At Wärtsilä we value, respect, and embrace diversity and inclusion (D&I). We are proud of having a diverse representation of nationalities and cultures at all levels, departments, and functions of the organisation. Currently, our workforce comprises some 130 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, learning from the diverse cultures of our people, to building cross-functional teams that increase our cognitive diversity and strengthen our ability to innovate.

Top nationalities of Wärtsilä employees at the end of 2022


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 2022

Share of women in total workforce (as % of total workforce)


Share of women in all management positions, including junior, middle and top management (as % of total management positions)


Share of women in junior management positions, i.e. first level of management (as % of total junior management positions)


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)


Share of women in management positions in revenue-generating functions as % of all such managers (i.e. excluding support functions)


Share of women in STEM-related positions (as % of total STEM positions)