NOKIA…NOKIA…CONNECTING PEOPLE…CONNECTING PEOPLE…

ORGANIZATIONALORGANIZATIONAL

BEHAVIOUR….BEHAVIOUR….

INTRODUCTION….INTRODUCTION….• The Nokia Research Center, founded in 1986, is

Nokia's industrial research unit consisting of about 500 researchers, engineers and scientists.

• Nokia is a public limited-liability company listed on the Helsinki, Frankfurt, and New York stock exchanges.

• Nokia produces mobile devices for every major market segment and protocol, including GSM, CDMA, and W-CDMA (UMTS). Nokia offers Internet services such as applications, games, music, maps, media and messaging through its Ovi platform.

ORGANIZATIONALORGANIZATIONALCULTURE….CULTURE….

ORGANIZATIONALSTRUCTURE

DIVISION MARKETS SUBSIDARIESCOOPERATE

GOVERNANCE

COOPERATE CULTURE….COOPERATE CULTURE….• Nokia's official corporate culture manifesto, The

Nokia Way, emphasizes the speed and flexibility of decision-making in a flat, networked organization, although the corporation's size necessarily imposes a certain amount of bureaucracy.

• The official business language of Nokia is English. All documentation is written in English, and is used in official intra-company spoken communication and e-mail.

ENVIRONMENTALENVIRONMENTALRECORDS….RECORDS….

• Electronic products such as cell phones impact the environment both during production and after their useful life when they are discarded and turned into electronic waste.

• Nokia’s voluntary take-back programme to recycle old mobile phones spans 84 countries with almost 5,000 collection points.

• Nokia’s environmental activities are based on life-cycle thinking. The goal is to reduce environmental effects during our product life cycles. This is done by managing our own operations and our supplier network, incorporating Design for Environment (DFE) into our product development, processes and service design and supporting sound End-of-life practices.

WORK ETHICS….WORK ETHICS….• Nokia aim to lead in sustainability by taking it into

account in everything they do.• They are committed to drive ethically sound

policies and practices that guide us in their work.• They are committed to drive ethically sound

policies and practices that guide them in their work. They have a long track record of taking sustainability into account in all their operations, products and services, but they also look beyond

their own operations to use their scale for good.

IMPACTS & COMMITMENT….IMPACTS & COMMITMENT….• Maximizing the benefits of mobile

communication and minimizing potentially negative effects requires commitment from governments, civil society, and the business sector. As a market leader with global operations we recognize that our potential impact, and therefore our responsibility, is great.

WORK ETHICS….WORK ETHICS….• The operations of the company are

managed under the direction of the Board of Directors, within the framework set by the Finnish Companies Act and our Articles of Association as well as any complementary rules of procedure as defined by the Board, such as the Corporate Governance Guidelines and related Board Committee charters.

CODE OF CONDUCT….CODE OF CONDUCT….• Nokia has always recognized that its own

long-term interests and those of its various stakeholders depend on compliance with the highest standards of ethical conduct and applicable law.

• The Code of Conduct has been approved by Nokia’s Group Executive Board and is introduced and reinforced to Nokia employees through induction, training and internal communications.

ETHICS & LAW….ETHICS & LAW….• Nokia follows various laws, those relating

to antitrust and promoting fair competition, corporate governance, preventing bribery, illicit payments and corruption, publicly traded securities, safety in the intended use of the products and services Nokia delivers to customers, labor laws and practices, the environment, human rights laws and internationally recognized standards, and protecting copyright, company assets and other forms of intellectual property.

ORGANIZATIONALORGANIZATIONALCULTURE….CULTURE….

AT NOKIA…..AT NOKIA…..

ORGANISATIONALCULTURE

VALUES ASPECTSFLUID

STRUCTUREBUILDINGTALENT

CULTURE

RESPECTFOR

INDIVID-UAL

ACHIEVE-MENT

CHANGE

MOTIVATION….MOTIVATION….• Benefits of motivating employees are

that they always look for better ways to do a job. They are more quality oriented and are more productive in all ways. Managers need to understand how company employees see them in order to manage the impression they make, not just their intentions.

THANK YOU….THANK YOU….