Professional Documents
Culture Documents
NOKIA’S
CORPORATE GOVERNANCE &
CORPORATE SOCIAL RESPONSIBILITY
1
STUDENT UNDERTAKING
2
ACKNOWLEDGEMENT
3
CERTIFICATE
4
5
INDEX
12. BIBILIOGRAPHY 68
6
INTRODUCTION
• Mobile Phones
• Multimedia
• Enterprise Solutions and
• Network.
Nokia also includes two horizontal groups that support the mobile device
business groups:
Nokia, the Finnish telecom giant is today one of the world’s most admired
companies. Fortune magazine1 has referred to Nokia as the “least hierarchical
big company in the world". Nokia generates revenues of $19.9 billion and
employs about 55,000 people. Its shares are listed on the New York, Helsinki,
Stockholm, London, Frankfurt and Paris stock exchanges. Networks deals with
data, video and voice network solutions. Mobile Phones are the clear global
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leader. Many of the standard features of today's mobile phones, such as large
graphic displays, signal and battery indicators, colored covers and ringing tones
were originally developed by Nokia. Communication products include
multimedia terminals for digital TV and interactive services via satellite, cable
and terrestrial networks.
HISTORY
Nokia was set up in 1865, when a Finnish mining engineer, Fredrik Idestam
established a wood pulp mill on the banks of the Nokia river in southern Finland
to manufacture paper. In 1967, three companies, the Nokia Forest Products
Company, Finnish Cable Works and Finnish Rubber Works merged. As Cable
Works had expertise in power transmission cables and phone lines, Nokia
decided to start an electronics division to diversify into telecom products in
1960.
The decision to move into electronics was well timed. Semi conductor
technology was just evolving and Nokia, despite being a newcomer, was not
seriously handicapped in any way. It was Bjorn Westerlund, president of Cable
Works who mooted the idea. Westerland tied up with colleges and universities
and hired technically competent people to implement the project.
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In the early 1970s, Nokia began developing a switch equipped with computer
software and Intel's microprocessors. Called the DX 200, the switch evolved
into a multifaceted platform, still the basis of Nokia's network infrastructure.
The leadership of Kari Kairamo, who became Nokia’s CEO in 1977, played a
crucial role in Nokia’s evolution as a leader in mobile phones. Kairamo, himself
had little knowledge of the business, having been associated with the forest
products division. He, however, showed extraordinary initiative, by recruiting
outside talent and empowering the young engineers in the electronics division.
The Nokia House, Nokia's head office located by the Gulf of Finland in Keilaniemi,
Espoo, was constructed between 1995 and 1997. It is the workplace of more than
1,000 Nokia employees.
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1. STATE ITS VISION, MISSION STATEMENT AND THE VALUE
SYSTEM PRACTICED BY THE ORGANISATION.
VISION
Ten years ago, nokia had a vision that seemed revolutionary for the times: Voice
Goes Mobile! As history shows, this vision became reality in an incredibly short
amount of time. With more than 1.6 billion mobile phone subscriptions globally
– and more mobile phones than fixed-line phones in use – nokia see that
mobility has transformed the way people live their lives.
Today, Nokia sees mobility expanding into new areas such as imaging, games,
entertainment, media and enterprises. There are new mobile services already
taking our industry forward and creating new opportunities. At the same time,
major opportunities still exist in bringing mobile voice to completely new users.
By connecting people, nokia help fulfill a fundamental human need for social
connections and contact. Nokia builds bridges between people – both when they
are far apart and face-to-face – and also bridges the gap between people and the
information they need.
10
Reduction in size of Nokia mobile phones
The Nokia Booklet 3G mini laptop.
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Customer Satisfaction:
Creating customer satisfaction is the basis of our strategies and actions. Our
customers and end-users are the most important people for Nokia, and we need
to all understand how our work will benefit them. Customer satisfaction is about
meeting the existing needs of our customers, but even more important is the
ability to anticipate their emerging needs, and create solutions to fill them. We
should all be committed to producing high quality solutions, products and
services.
Respect:
Treating one another with trust and respect is a cornerstone of the Nokia values,
and essential for building an open and honest spirit at the workplace. Our culture
allows us to depend on each other, and communicate openly and honestly. Nokia
is a global and multi-cultural company. We seek diversity, because it is an
important asset that enables us to achieve extraordinary results. Respect also
describes our attitude to the surrounding world. In today's networked operational
mode, we are working with an increasing number of partners, and we should
care for and respect them. We also value the environment and communities
around us.
Achievement:
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Renewal:
Nokia has a distinctive management and leadership approach based on the Nokia
Way at all levels. This creates commitment, passion and inspiration through
collaboration and coaching, and ensures focus and efficiency by setting targets,
fulfilling goals and reviewing results. Personal growth through self-leadership
provides the foundation for successful management and leadership practices.
Employees are encouraged to be responsible for their own development and to
take advantage of the various development opportunities available.
Employee Participation
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2. DEFINE HOW BUSINESS STANDS ON
• VALUES
• VIABILITY
• PUBLIC VISIBILITY
Ans.
NOKIA VALUES
The Nokia values are a statement of how Nokia should operate as a cornerstone
of the company's corporate culture. They are the standards of behaviour
expected of all Nokia employees. The values form a common bond and language
as well as shared philosophy for working together. Nokia's values are customer
satisfaction, respect for the individual, achievement and continuous learning.
Customer satisfaction is the basis of all Nokia's operations. Respect for the
individual means that Nokia believes in the individual, whether she or he is an
employee, a business partner or a customer. It also means open and candid
communication, fairness, mutual trust and acceptance of diversity. Achieving
results requires that every Nokia employee is working according to a strategy
and well defined goals. Everyone in the company must know the goals of the
company as well as those set for him or her. To be a leader in the
telecommunications industry takes innovation, courage and a constant
willingness to learn. Continuous learning means that everyone is entitled to look
for ways to improve their performance.
Nokia wants to create an environment where employees, customers and
suppliers and other cooperation partners feel the empowerment to develop
and improve their relations through a common exchange and development of
ideas
NOKIA WAY
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Table below gives details of Nokia’s important markets.
Nokia: Important Markets
1999 1998
Sales in Sales in
Country Euro Million Euro Million
USA 3360
1996
China
2332 1753
UK 1855
1205
Germany
1679 1135
Italy 968 752
France 951 776
Brazil 600 250
Netherlands 544 269
Finland 479 465
Australia 437 293
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PUBLIC VISIBILITY
Nokia’s Ventures Organization takes care of new business areas while its
research centre interacts closely with different business units to strengthen the
company's technological competitiveness. In 1999, Nokia had a commanding
27% share of the global mobile phones business, with Motorola coming a poor
second with 17%. According to brand consultancy firm Interbrand, Nokia was
the eleventh most valuable brand in the world in 1999. In early 2000, Nokia also
had the largest market capitalisation among European companies.
Nokia struggled in the late 1980s as the mobile phones business continued to
make losses. To worsen matters, the collapse of the Soviet Union in 1991
resulted in the loss of a strategically important market. Nokia also faced intense
competition from Motorola, which had much stronger manufacturing
capabilities. In 1991, as the situation looked gloomy, a bank which held the
largest shareholding in Nokia, made an unsuccessful attempt to sell its stake to
Ericsson. The turning point for Nokia came in February 1990, when Jormia
Ollila was put in charge of the mobile phones business. Ollila recalled the
instructions he had received from seniors in the company1: “Look, you get six
months to make a proposal on whether we sell it or what we do with this
business.” Ollila replied after four months that the business was worth
retaining.
Ollila streamlined Nokia’s R&D activities, divested non core operations and
invested heavily in brand building. The R&D centre in UK designed a phone
that was small and light and could compete with small analog phones already
available in Japan. Nokia also came up with a big screen and built several PC
like capabilities into its phones. Nokia’s 2100 series, shipped in 1993, became a
runaway success. Its digital technology was a big hit in the US2. The way Nokia
managed the project gave it tremendous confidence in its global capabilities.
Coordinated from UK, but with inputs from different parts of the world,
especially strategically important markets like Japan, the product development
efforts had a truly transnational approach. In 1994, Nokia became the first
manufacturer to launch mobile phones for all major digital systems: GSM, GSM
1800 (PCN), TDMA3 and Japan Digital. In 1997, Nokia also began to offer
phones conforming to CDMA4 and GSM 1900 standard.
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3. ELICIT THE SOCIAL AND ECONOMIC OBJECTIVES OF ITS
BUSINESS AND HOW THESE ARE RECONCILED AND BALANCED
TO ESTABLISH THE EQUILIBRIUM.
ANS.
• SOCIAL OBJECTIVES
Nokia with its mission to 'connect people' is the world leader in mobile
communications. The company is deeply concerned about ethical business
practices and believes that personal and organisational integrity is essential to
long term relationships- whether with customers, employees or stakeholders.
The organisation is committed to development initiatives and is supporting
numerous projects in partnership with several community and charitable
organizations worldwide.
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4. The packagings of all their phones are made from recycled paper.
Clear instructions are also provided for correct disposal of used batteries with
every handset.
• ECONOMIC OBJECTIVES
Mission at Nokia is, foremostly, to drive a profitable and growing business, but
that does not mean business at any cost. Conducting our business in an
environmentally responsible way is one very important way to ensuring and
enhances long-term profitability.
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society or the private sector - is imperative in steering the best course of
action as we go forward.
Nokia’s goal – responsibility – is to ensure that information and
communication technologies continue to create sustainable economic
growth, foster social cohesion and sustain free markets.
Just as the mobile communications industry has contributed to the wealth
creation in the industrialized countries over the last ten years, it is imperative
that we do not lose sight of the opportunity this offers for the rest of the world.
Through providing low-cost access to communication networks - offering
service at a substantially lower cost than fixed connectivity - the overall good
this will bring to the global community is immeasurable.
It is important for society that companies see the benefit themselves in being
responsible, so that they act proactively, integrate programs into core business
and make a sustainable effort. Doing business in a responsible way makes
business sense to Nokia. It helps to create a sustainable product life cycle,
sustainable employment, sustainable corporate reputation, ultimately sustainable
economic growth
ANS.
The people of Nokia think and work in harmony, thanks in part to The Nokia
Way, a series of internal meetings that somehow consistently yields just enough
centralized direction to enable its people to press forward in a sort of organized
creativity. Some of the moves that company leaders have taken to make Nokia a
very special master brand company:
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• They adopted a corporate culture that is both disciplined, yet creative, and
has been called “perhaps the least hierarchical company in the
world;”
• They studied the great global brands of the world (Nike, Daimler-Benz)
and adopted what they call a similar “holistic” approach to manufacturing
and marketing (we call it a master brand approach), which includes using
the Nokia brand meaning as a lens when designing, distributing,
marketing, and selling a product.
Nokia is now the world’s leading supplier of cellular phones and in a strong
position to compete effectively in a huge spectrum of technology sectors. As
ultimate proof of the wisdom of its master brand strategy, stockholder value has
multiplied +2,300% in the last five years.
CORPORATE CULTURE:-
According to Nokia's 1999 Annual Report, "Despite our growing size, our
culture remains that of an independent, innovative and creative start-up. We aim
to maintain this culture no matter how large we may become. We believe that
the best way to achieve this is less through traditional management and more
through leadership." According to Industry Week, “At Nokia, there is a
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palpable culture of tolerating mistakes and encouraging people to learn and
develop.”
In mid 1998, Ollila shuffled his top team. In an interview with Business Week
he said: "I want to remove people from their comfort areas, to remove
stubbornness that gets built into the minds of the people. We want to build a
certain amount of chaos and a sense of urgency. Switching also helps people
learn from one another. Infrastructure can learn from handsets about the speed
and product life cycle of consumer electronics. And the phone people can learn
customer relations from infrastructure. It's cross fertilization."
Great leaders set Big Hairy Audacious Goals for their employees. To achieve
these goals, they are prepared to take big risks. In the early 1990s, Ollila bet
heavily on branding and consumer friendly designs to popularise the use of
mobile phones. Nokia also made major commitments ahead of time, in the wake
of the European Community’s attempts to deregulate the telecom industry. It
tied up with smaller players such as Orange in Britain and E-plus in Germany to
grab market share from traditional telecom suppliers.
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back at its past achievements. As a report on its website mentions: “Nokia’s
history has shown that the right decisions made at the right time breed success.
We are confident that this vision and the courage to create new opportunities
will help us achieve our targets as we move into a new era in communications.”
Nokia is strongly committed to the highest standards of ethical conduct, and full
compliance with all applicable national and international laws. This includes, for
example, 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. Nokia's goal is not mere minimum legal
compliance, but as an industry leader to be among the world’s best in corporate
responsibility, practicing good corporate citizenship wherever it does business.
Nokia respects the privacy and integrity of its stakeholders and endeavors to
adhere to strict standards when processing personal data and product
information. All personal data collected and held by Nokia will be processed
fairly, lawfully and carefully and in a way that protects the privacy of
individuals.
Human Rights
Nokia respects and promotes human rights. Nokia recognizes that certain human
rights should be considered as fundamental and universal. Among those rights
are freedoms from discrimination based on race, colour, sex, language, religion,
political or other opinion, national or social origin, property or birth. Nokia will
not use child or forced labor. Nokia will not tolerate working conditions or
treatments that are in conflict with international laws and practices.
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Conflicts of Interest. Gifts & Bribes
Nokia employees are strictly expected to avoid conflicts of interest. Nokia and
Nokia people do not pay or offer to pay bribes or illicit payments to obtain or
retain business.
This includes, but is not limited to acceptance and giving of personal gifts or
hospitality, to or from Nokia stakeholders, other than gifts of nominal value or
reasonable hospitality given in the ordinary course of business. Any agreement
or understanding regarding favors or benefits in exchange for the gifts must be
avoided. Gifts of other than nominal value may not be accepted without full
disclosure to and prior relevant clearance from the employee’s supervisor. Nokia
and its employees will not pay or offer to pay bribes or illicit payments to
government officials or candidates, or other parties, in order to obtain or retain
business. Nokia does not provide financial support to political parties or other
political groups.
Workplace Practices
Nokia employees must respect and encourage Nokia Values at work, promoting
teamwork, individual responsibility, and the strength that comes from diversity.
Nokia will strive to pay fair compensation, and provide a safe and healthy
workplace for employees. Nokia is committed to equality of opportunity in all
its employment practices, policies and procedures. Job requirements fulfilled, no
employee or potential employee will, therefore, receive less favorable treatment
due to their race, creed, colour, nationality, ethnic origin, age, religion, gender,
gender reassignment, sexual orientation, marital status, connections with a
national minority, opinion, disability, membership or non-membership of a trade
union. Nokia will continue to invest in the personal and professional learning
and growth of Nokia's employees. Nokia will encourage its employees to lead
balanced personal and professional lives.
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Environment
Suppliers
Nokia will do its utmost to contract only with subcontractors or suppliers who
themselves adhere to international human rights and environmental laws and
practices. Nokia commits to monitoring the ethical performance of its suppliers
and to taking immediate and thorough steps in cases where the ethical
performance of its suppliers comes into question.
Implementation
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To remain successful, Nokia respects and encourages teamwork and the strength
that comes from diversity. Working in a multicultural environment is
considered to be an advantage and privilege.
Equal opportunity is a key part of the Nokia way. Nokia invests in the personal
and professional learning of all its employees. Its target is to learn something
every day and to secure the continuous learning of the entire team. Nokia also
considers the balance of the personal and professional lives of its employees to
be important.
Everyone at Nokia is encouraged to follow strict ethical rules in their own work
environment. Discrimination, for example, can sometimes be hard to detect.
Whenever a problem in the workplace is detected, it is tackled immediately.
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27
WHAT IS CORPORATE GOVERNANCE
1. The long term relationship which has to deal with checks and balances,
incentives for manager and communications between management and
investors;
2. The transactional relationship which involves dealing with disclosure
and authority.
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creators of this website developed a definition of corporate governance as
consisting of five elements which the board must consider:
This definition was endorsed by Sir Adrian Cadbury in his foreword to another
of the author’s books on the subject, directed at the smaller company. A few
years later in a third book the definition was extended by describing Five Golden
Rules by which a system of good corporate governance should be operated, and
set out a practical methodology for implementing and monitoring (Real World
Corporate Governance - a Programme for Profit Enhancing Stewardship, FT
Pitman 1998). We now make this methodology, expert knowledge and research
available using modern internet technologies via this website.
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Corporate Governance is not - or should not be - about debate and discussion on
executive compensation, shareholder protection, legislation and so on. In recent
times, the issue has become not only a subject of fierce debate and public outcry,
but also, as a result of this and arising legislation, a subject which wearies many
company directors. Put in other words, therefore, the phrase coined above means
that there is very little substance to modern corporate governance, in the view of
the authors. What is behind all the fracas is to a great extent common sense, like
many principles in business? Directors, for example, should naturally be
responsible in their role as fiduciaries of other people’s money. This is rarely
mentioned in the conventional, reporting-based definition of corporate
governance.
To use another metaphor, there is so much smoke, that we have lost sight of the
fire. This fire is the real message and definition of corporate governance, which
is undoubtedly beneficial to all, that we should be good directors. As the
previous chapter mentioned, Cadbury and Greenbury did not arise simply to
produce legislation, but to encourage self-regulation, with the ultimate goal that
in applying the recommendations, the company will become more efficient, gain
shareholder value, and hopefully increase market value as a result.
This is the bottom line. We all want to increase our value, and ‘Corporate
Governance’ is often seen as cost ineffective, bringing little or no benefits - the
smoke gets in our eyes, as it were. What we need to do is to apply the principles
of good governance to the whole corporation.
i.e. taking a fresh look at management structure taking into account all
interested parties and ensuring all the necessary monitoring and controls are in
place to ensure that shareholder value is always at the forefront.
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The discussion so far has illustrated that a proper definition of corporate
governance should not just describe directors’ obligations towards shareholders.
And we have mentioned that different countries have different ideas as to what
constitutes good corporate governance. Therefore any satisfactory definition, to
be applicable to a modern, global company, must synthesise best practice from
the biggest economic powers into something which can be applied across all
major countries. In essence we believe that good corporate governance consists
of a system of structuring, operating and controlling a company such as to
achieve the following:
We believe that a well-run organization must be structured in such a way that all
the above requirements are catered for and can be seen to be operating
effectively by all the interest groups concerned. We develop this further in our
section on best corporate governance practice. Here we have set out our
assessment of how corporate governance is usually discussed and introduced our
own, which we hope you have found useful. This page serves as a hub to link to
a range of issues related to the definition of corporate governance.
Parties involved in corporate governance include the regulatory body (e.g. the
Chief Executive Officer, the board of directors, management, shareholders and
Auditors). Other stakeholders who take part include suppliers, employees,
creditors, customers and the community at large.
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corporate governance controls is implemented to assist in aligning the incentives
of managers with those of shareholders. With the significant increase in equity
holdings of investors, there has been an opportunity for a reversal of the
separation of ownership and control problems because ownership is not so
diffuse.
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Systemic problems of corporate governance
• Monitoring costs:
In the United States, the main problem is the conflict of interest between widely-
dispersed shareholders and powerful managers. In Europe, the main problem is
that the voting ownership is tightly-held by families through pyramidal
ownership and dual shares (voting and nonvoting). This can lead to "self-
dealing", where the controlling families favor subsidiaries for which they have
higher cash flow rights.
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Anglo-American Model
There are many different models of corporate governance around the world.
These differ according to the variety of capitalism in which they are embedded.
The liberal model that is common in Anglo-American countries tends to give
priority to the interests of shareholders. The coordinated model that one finds in
Continental Europe and Japan also recognizes the interests of workers,
managers, suppliers, customers, and the community. Each model has its own
distinct competitive advantage. The liberal model of corporate governance
encourages radical innovation and cost competition, whereas the coordinated
model of corporate governance facilitates incremental innovation and quality
competition. However, there are important differences between the U.S. recent
approach to governance issues and what has happened in the UK. In the United
States, a corporation is governed by a board of directors, which has the power to
choose an executive officer, usually known as the chief executive officer. The
CEO has broad power to manage the corporation on a daily basis, but needs to
get board approval for certain major actions, such as hiring his/her immediate
subordinates, raising money, acquiring another company, major capital
expansions, or other expensive projects. Other duties of the board may include
policy setting, decision making, monitoring management's performance, or
corporate control.
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CORPORATE STRUCTURE OF NOKIA
Divisions
Devices
The Nokia N900, a Maemo 5 Linux based mobile Internet device and
touchscreen smartphone from Nokia's Nseries portfolio.
This division provides the general public with mobile voice and data products
across a wide range of mobile devices, including high-volume, consumer
oriented mobile phones and devices, and more expensive multimedia and
enterprise-class devices. The devices are based on GSM/EDGE, 3G/W-CDMA
and CDMA cellular technologies. Nokia's Nseries Multimedia Computers
extensively uses Symbian OS.
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In the first quarter of 2006 Nokia sold over 15 million MP3 capable mobile
phones, which means that Nokia is not only the world's leading supplier of
mobile phones and digital cameras (as most of Nokia's mobile telephones feature
digital cameras, it is also believed that Nokia has recently overtaken Kodak in
camera production making it the largest in the world), Nokia is now also the
leading supplier of digital audio players (MP3 players), outpacing sales of
devices such as the iPod from Apple. At the end of the year 2007, Nokia
managed to sell almost 440 million mobile phones which accounted for 40% of
all global mobile phones sales.
Services
Solutions
Markets
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Subsidiaries
37
Until 2008 Nokia was the major shareholder in Symbian Limited, a software
development and licensing company that produced Symbian OS, a smartphone
operating system used by Nokia and other manufacturers. In 2008 Nokia
acquired Symbian Ltd and, along with a number of other companies, created the
Symbian Foundation to distribute the Symbian platform royalty free and as open
source.
On June 19, 2006 Nokia and Siemens AG announced the companies are to
merge their mobile and fixed-line phone network equipment businesses to create
one of the world's largest network firms, called Nokia Siemens Networks. The
Nokia Siemens Networks brand identity was subsequently launched at the
3GSM World Congress in Barcelona in February 2007.
As of March 2009, Nokia Siemens Networks serves more than 600 operator
customers in more than 150 countries, with over 1.5 billion people connected
through its networks.
Navteq
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Corporate governance
The operations of the company are managed within the framework set by the
Finnish Companies Act, Nokia's Articles of Association and Corporate
Governance Guidelines and related Board of Directors adopted charters.
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Group Executive Board (July 2010) Board of Directors
Olli-Pekka Kallasvuo (Chairman), Jorma Ollila (Chairman), b. 1950
b. 1953 Board member since 1995, Chairman of
President, CEO and Group Executive the Board of Directors since 1999
Board Chairman of Nokia Corporation Chairman of the Board of Directors of
since June 1, 2006 Royal Dutch Shell PLC
Member of the Nokia Board of Dame Marjorie Scardino (Vice
Directors since May 3, 2007 Chairman), b. 1947
With Nokia 1980–1981, rejoined 1982, Board member since 2001
Group Executive Board member since Chairman of the Corporate Governance
1990 and Nomination Committee, Member of
Esko Aho, b. 1954 the Personnel Committee
Executive Vice President, Corporate Chief Executive Officer and member of
Relations and Responsibility the Board of Directors of Pearson PLC
Joined Nokia November 1, 2008, Lalita D. Gupte, b. 1948
Group Executive Board member since Board member since 2007, Member of
2009. the Audit Committee
Former Prime Minister of Finland Non-executive Chairman of the ICICI
(1991–1995). Venture Funds Management Co Ltd.
Timo Ihamuotila, b. 1966 Dr. Bengt Holmström, b. 1949
Executive Vice President, Chief Board member since 1999
Financial Officer Paul A. Samuelson Professor of
With Nokia 1993–1996, rejoined 1999, Economics at Massachusetts Institute of
Group Executive Board member since Technology,
2007 joint appointment at the MIT Sloan
Mary T. McDowell, b. 1964 School of Management
Executive Vice President, Mobile Dr. Henning Kagermann, b. 1947
Phones Board member since 2007, Member of
Joined Nokia 2004, Group Executive the Personnel Committee
Board member since 2004 CEO and Chairman of the Executive
Dr. Tero Ojanperä, b. 1966 Board of SAP AG
Executive Vice President, Services, Olli-Pekka Kallasvuo, b. 1953
Mobile Solutions Board member since 2007
Joined Nokia 1990, Group Executive President and CEO of Nokia Corporation
Board member since 2005
Niklas Savander, b. 1962
Executive Vice President, Markets
Joined Nokia 1997, Group Executive
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Board member since 2006 Per Karlsson, b. 1955
Alberto Torres, b. 1965 Board member since 2002, Independent
Executive Vice President, MeeGo Corporate Advisor
Computers, Mobile Solutions Chairman of the Personnel Committee,
Joined Nokia 2004, Group Executive Member of the Corporate Governance
Board member since October 1, 2009 and Nomination Committee
Anssi Vanjoki, b. 1956 Isabel Marey-Semper, b. 1967
Executive Vice President, Mobile Board member since 2009, Member of
Solutions the Audit Committee
Joined Nokia 1991, Group Executive Chief Financial Officer, EVP in charge of
Board member since 1998 strategy of PSA Peugeot Citroën
Juha Äkräs, b. 1965 Risto Siilasmaa, b. 1966
Executive Vice President, Human Board member since 2008, Member of
Resources the Audit Committee
Joined Nokia 1993, Group Executive Founder and Chairman of F-Secure
Board member since 2010 Keijo Suila, b. 1945
Dr. Kai Öistämö, b. 1964 Board member since 2006, Member of the
Audit Committee
Executive Vice President, Chief
Development Officer
Joined Nokia 1991, Group Executive
Board member since 2005
1992– 1986–
Jorma Ollila Kari Kairamo Jorma Ollila 1999–
2006 1988
Olli-Pekka
2006–
Kallasvuo
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Logos
Nokia's current
logo used since Navteq logo.
2006, with theNokia SiemensFounded in 1985,
redesigned Networks logo.acquired by Nokia
"Connecting Founded in 2007. in 2007.
People"
Stock
Nokia, a public limited liability company, is the oldest company listed under the
same name on the Helsinki Stock Exchange (since 1915). Nokia’s shares are
also listed on the Frankfurt Stock Exchange (since 1988) and New York Stock
Exchange (since 1994).
42
Corporate culture
Until May 2007, the Nokia Values were Customer Satisfaction, Respect,
Achievement, and Renewal. In May 2007, Nokia redefined its values after
initiating a series of discussions worldwide as to what the new values of the
company should be. Based on the employee suggestions, the new values were
defined as: Engaging You, Achieving Together, Passion for Innovation and Very
Human.
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Nokia Code of Conduct
44
Nokia places the safety in the intended use of its products and services and
consumer rights at the forefront, and conducts its marketing in a responsible
way.
Nokia respects the privacy and integrity of users of its products and services, and
other stakeholders. We endeavor to adhere to strict standards when processing
personal data and customers’ product and service information. We collect
personal data relating to our products and services in an open and transparent
fashion and provide fair and reasonable choices on its collection and use. All
personal data collected and held by Nokia will be processed fairly, lawfully and
carefully and in a way that protects the privacy and rights of individuals.
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No tolerance on corruption
Nokia employees must avoid any activity that can lead to a conflict of interest.
This includes, but is not limited to acceptance and giving of personal gifts or
hospitality to or from Nokia stakeholders, other than gifts of nominal value of
less than EUR 100 or reasonable hospitality given in the ordinary course of
business. Local and national laws take precedent if stricter.
Nokia and its employees will not pay nor offer to pay bribes or illicit payments
to government officials or candidates, or other parties, in order to obtain or
retain business. Nokia does not provide financial support to political parties or
other political groups.
Nokia employees must not profit, nor assist others to profit, from opportunities
that are discovered through the use of corporate information or position. Nokia
employees must not use corporate assets for other than legitimate business or
other authorized purposes. Nokia employees must also not engage in any activity
which competes with the business of the company.
Implementation
Nokia’s compliance commitment in this Code extends to all matters, including
decisions relating to trade, investment, subcontracting, supplying, business
development, and in all other business and employment relationships. Nokia’s
approach to implementing this Code of Conduct is active, open and ethically
sound.
Although difficult questions of interpretation may arise, Nokia will do its utmost
to resolve any identified ethical, legal, environmental, employment, and human
rights issues consistent with this Code of Conduct.
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matters relating to the Code. It is the responsibility of each Nokia employee to
report on violations of this Code:
Nokia employees may report violations of the Code to their superior. It is the
responsibility of all Nokia superiors to give advice on the proper procedure in
case of violations. Any issue involving a potential violation of the ‘No tolerance
of corruption’ section in the Code, or any applicable legal rules or regulations,
should be reported to the employee’s Legal or Business Controller, with a copy
being sent to the Assistant General Counsel. The Assistant General Counsel can
also be contacted directly.
Furthermore, the employee may report an issue directly, confidentially and
anonymously to the Nokia Board of Directors, its non-executive members or
subcommittees through an electronic channel and a physical mailing address,
both available on the company’s website. In particular, issues related to Nokia’s
accounting, internal controls, or auditing matters are to be addressed to the Audit
Committee/Nokia Board of Directors.
Regardless of the reporting channel, all allegations of potential violations of this
Code made in good faith will receive a fair and comprehensive investigation
conducted with the relevant internal and/or external assistance.
Acts inconsistent with this Code must be promptly corrected and are subject to
disciplinary action, up to and including termination of employment. Nokia will
ensure that there will be no adverse work-related consequences for any
employee making complaints of violations of this Code.
Sustainability governance
We believe that corporate responsibility extends to all areas of our operations,
with all Nokia employees playing a part. Sustainability is not a separate activity
at Nokia but a perspective of business and everything we do as a company.
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the Nokia Sustainability Management Team (NSMT). The NSMT represents all
relevant Nokia units, develops and agrees the group-wide sustainability
framework containing strategy, targets and priorities.
Our sustainability network acts as a virtual team across the organization and is
led by Kirsi Sormunen, Vice President, Head of Sustainability Operations. Our
sustainability teams drive environmental and social responsibility initiatives
within the business and monitor performance across our operations. Each of the
key business functions have people responsible for building and implementing
processes to achieve our environmental and social targets.
Our approach stems from the belief that real progress is made only when
policies and programs are implemented throughout the company. Acting
responsibly is one of the cornerstones of our ability to be competitive and has
helped shape our company culture into what it is today.
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CORPORATE SOCIAL RESPONSIBILITY - WHAT DOES IT
MEAN?
Companies need to answer to two aspects of their operations. 1. The quality of their
management - both in terms of people and processes (the inner circle). 2. The
nature of, and quantity of their impact on society in the various areas.
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environment and on local communities, or in how it treats and develops its
workforce. Out of the various stakeholders, it is financial analysts who are
predominantly focused - as well as past financial performance - on quality of
management as an indicator of likely future performance.
Other definitions
The same report gave some evidence of the different perceptions of what this
should mean from a number of different societies across the world. Definitions as
different as "CSR is about capacity building for sustainable livelihoods. It
respects cultural differences and finds the business opportunities in building the
skills of employees, the community and the government" from Ghana, through to
"CSR is about business giving back to society" from the Phillipines.
Traditionally in the United States, CSR has been defined much more in terms of a
philanphropic model. Companies make profits, unhindered except by fulfilling their
duty to pay taxes. Then they donate a certain share of the profits to charitable
causes. It is seen as tainting the act for the company to receive any benefit from the
giving.
The European model is much more focused on operating the core business in a
socially responsible way, complemented by investment in communities for solid
business case reasons. Personally, I believe this model is more sustainable because:
But as with any process based on the collective activities of communities of human
beings (as companies are) there is no "one size fits all". In different countries, there
will be different priorities, and values that will shape how business act. And even
the observations above are changing over time. The US has growing numbers of
people looking towards core business issues.
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For instance, the CSR definition used by Business for Social Responsibility is:
"Operating a business in a manner that meets or exceeds the ethical, legal,
commercial and public expectations that society has of business.
On the other hand, the European Commission hedges its bets with two definitions
wrapped into one: "A concept whereby companies decide voluntarily to contribute
to a better society and a cleaner environment. A concept whereby companies
integrate social and environmental concerns in their business operations and in
their interaction with their stakeholders on a voluntary basis".
Corporate social responsibility may come across as a highly idealistic endeavor but
it actually produces highly favorable and observable results. Recent research studies
reveal that companies that are perceived by the public to adopt more socially
responsible business practices and ethics are more likely to perform financially
better than those companies who don’t.
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CORPORATE SOCIAL RESPONSIBILITY OF NOKIA
Corporate responsibility reflects the way in which companies impact on the world
around them; economically, socially, and environmentally.Corporate responsibility
for Nokia means acknowledging and responding to the impacts of our business on
society and the environment. As market leader and a global company, Nokia takes
its responsibilities seriously. Sound company ethics makes business sense by
helping to minimize risk, ensuring legal compliance, enhancing company efficiency
and building reputation amongst stakeholders.
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• PARTICIPATION IN INDUSTRY COOPERATION
• ENVIRONMENTAL POLICY
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Basic principles in Nokia’s environmental policy include:
• The Nokia Way means an active, open and ethically sound approach to
environmental
protection.
• Environmental management systems of all main Nokia production sites have to.
Meet the requirements of ISO 14001 by the end of year 2000.
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Corporate social responsibility involves:-
Nokia believes that it makes business sense to look after the markets we operate in,
to anticipate risks, demonstrate company values, work at increasing employee
satisfaction, enhance corporate governance principles, protect the Nokia brand and
build a reputation for citizenship.
The most obvious link to Nokia’s strategy can be found in the strategic intent,
where "trusted brand" clearly demands a good reputation. But there are other
areas where corporate responsibility directly supports company strategy. The
"license to do business" begins with legal compliance and good practice, to which
environmental work and employee programs contribute. Increased mobility and
new marketing opportunities are served by nurturing diverse, innovative teams,
catering for accessibility in use of mobile phones, digital bridging work and
including developing countries in our market scope; innovative and high-quality
products cannot be created without attracting, retaining and motivating employees,
and efficient supply chain management; good reputation is helped by, among other
things, community involvement. Acting in a responsible way also facilitates
extensive cooperation across the industry and demonstrates the company values,
corporate transparency and responsiveness to stakeholder expectation.
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CSR ACTIVITIES OF NOKIA
• The company strives to act as a world-class example of a truly diverse and inclusive
working environment. (Nokia 2009g) Second, Nokia expects that its suppliers also
take a similar ethical business approach, and through close-up supply chain reviews
and rigid partner selection Nokia aims to ensure that environmental, ethical as well
as health and safety issues and ethical labour practices are embedded in all Nokia’s
sourcing processes including supplier selection and relationship development.
Nokia has developed a comprehensive set of global Nokia Supplier Requirements
(NSR) that include specific environmental and social requirements based on
international standards ISO 14001, SA 8000, OHSAS18001, PCMM and ILO, and
UN conventions. As another part of responsible supply chain management Nokia
engages in industry collaboration initiatives such as GeSi and RosettaNet. Nokia
joined GeSi (the Global e- Sustainability Initiative) Supply Chain working group in
2004, and the aim of the group is to promote good conduct and to develop tools,
management practices, processes and systems to assist all group members in
dealing with CSR supply chain issues.
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environmental management is based on the idea of product life-cycle,
encompassing measures to reduce environmental impacts of operations throughout
the entire life-cycle, ending with proper treatment and recycling. Environmental
management priorities include energy efficiency, managing substance of products,
and take-back of used devices for proper recycling. Nokia also collaborates with
stakeholders in the industry and beyond in order to maximise contribution in the
environmental management field. For example, in 2007 Nokia initiated supplier
collaboration to work on energy efficiency targets that go beyond Nokia’s current
environmental supplier requirements. (Nokia 2007a) Nokia has also worked closely
together with World Wide Fund for Nature (WWF), a global conservation
organisation, from 2003 in order to find new ways of enhancing Nokia’s
environmental performance and increasing the environmental awareness of all
Nokia employees while at the same time supporting nature conservation. Since
January 2008 Nokia has also been a member of WWF’s programme “Climate
Savers” that works to reduce greenhouse gas emissions. Moreover, Nokia also
supports Connect2Earth, a green on-line community launched by WWF and the
International Union for Conservation of Nature (IUCN) in 2008 enabling young
people to express their views on the environment by uploading videos, pictures, and
comments. Finally, Nokia has also supported WWF’s project “Operation Mermaid”
in the Baltic Sea as well as various other local WWF projects world wide.
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dedication to bridge communication gaps around the world through providing
universal access to communications technology. Nokia believes that mobile
technologies can provide both social and economic improvements such as better
access to information, enhanced business opportunities and increased potential to
network with others in the community and beyond, making the technologies a
powerful weapon in the fight against social exclusion. BridgeIT is one example of
an innovative program that seeks to bridge the digital divide by bringing interactive,
multi-media learning materials and enhanced teaching skills to classrooms in
developing countries through utilising existing mobile products and satellite
technologies and the 3G network.
Village Phone provides another example of a programme targeting universal access,
providing rural areas in developing countries with access to affordable
telecommunications services and in this way boosting economic development in
rural communities. (Nokia 2009q) Accessibility is another cluster of CSR projects
that target universal access through providing accessibility features specifically
designed for people with disabilities and cognitive, sensory and physical
limitations.
Moreover, Nokia Data Gathering is yet another example of a CSR programme that
utilises Nokia’s own expertise in mobile technologies to do good things for society.
Thesoftware allows different organisations to collect data using mobile phones
instead ofmore laborious paper forms, PDAs or laptops. Since mobile phones can
send data from remote locations, the data collected can be transmitted for analysis
in near real-time.
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The six programmes researched for this thesis will be discussed in more detail in
the
following sections.
• Corporate giving
Nokia’s main objective for corporate donations is to target issues directly involving
children and to invest in preventive programs bringing together expertise from
private and public sectors as well as from the civil society. In addition to supporting
schools and kindergartens, donating hospital equipment and providing charity for
children with disabilities Nokia makes charitable contributions in support of
disaster relief efforts. Nokia cooperates with organisations such as the International
Federation of Red Cross and Red Crescent Societies to provide financial assistance
to disaster areas but also takes part in the long-term reconstruction efforts. For
example, the company’s response to the 2004 Southeast Asian tsunami included an
immediate cash donation and a thousand mobile phones given to the rescue teams
and operator customer teams working to restore and expand the network capacity.
In addition, Nokia developed a long-term recovery proposal with a Reconstruction
Fund of EUR 2,5 million managed by the IYF, supporting the revival of traditional
handicrafts, diversifying the sources of income of the people involved, providing
access to capital and training to help people affected by the crisis to create their
own business or to develop new skills, and promoting a larger scale of production.
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• BridgeIT
BridgeIT was the first project under the broad category of Mobile Technologies for
Development at Nokia, and it is the result of a unique partnership between Nokia,
IYF, Pearson, SEAMO Innotech and the United Nations Development Program
(UNDP). The program uses existing information and communication technologies
to facilitate access to quality education everywhere in the world. (Nokia 2007d) The
idea is to offer young people the opportunity to education and skills development
that will enable them to lead successful life and to become productive members of
the society. The programme supports the youth’s development during their critical
years and the objective is to develop an inexpensive way to deliver educational
material of high quality to developing country schools through wireless
technologies. (Nokia 2009y) Nokia supplies mobile phones and monthly prepaid
credit to the participating schools. The text message technology used in the
programme enables teachers and students to request and download materials from a
digital library, allowing for an access to over 900 multimedia educational resources
such as lesson plans an videos. In practice, the teacher connects to the library with a
mobile phone, selects a video and then downloads it into a digital video-recorder
connected to a TV-set of a class room. In this way, BridgeIT brings global
educational materials into the immediate reach of teachers and students in
developing countries who would not otherwise have access to these.
The program was launched in 2003 in the Philippines, reaching 240 schools and
900000 pupils across the country. The University of Philippines conducted an
impact assessment project showing a significant increase in average academic
scores and decrease in absenteeism in the participating schools. (Nokia 2007d) The
societal outcomes evaluation project will be discussed in detail in section 4.4.2.1.
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• Village Phone
In 2006, Nokia joined forces with the US-based Grameen Foundation to build on
the pioneering work of Professor Muhammad Yunus and the Grameen Bank in
Bangladesh awarded the Nobel Peace Prize in 2006. The consequent Village
Phone-project follows the concept of Grameen Phone, a successful program being
now operated in Uganda and Rwanda. The concept uses microfinance as an
innovative tool to create entrepreneurship and to boost network connections in areas
with poor infrastructure. A microfinance loan of approximately USD 200 is
provided for a female villager willing to start business as a Village Phone operator.
With the loan provided the operator purchases a mobile phone kit comprising of a
Nokia handset, a SIM card preloaded with prepaid airtime, an external antenna set
(including a booster antenna, a coupler, and a cable), and marketing materials. The
loan is usually for a period of up to nine months, at an interest rate of less than four
per cent. Village Phone operators typically pay back the loan in six months’ time
from their income from operating the Village Phone, that is, from selling airtime for
other villagers who typically have no other access to communications technology.
The extra income earned from the micro-business can then be used to things still
rare in the developing world, such as educating one’s children or paying for one’s
own housing. For example, in Uganda five thousand new businesses have been
created since 2003 and the number continues to grow. Nokia considers the Village
Phone –project to be an excellent example of today’s collaborative efforts to make
universal access a reality.
• Make a Connection
As mentioned earlier, Nokia supports various youth development programmes and
for many years, the company has been cooperating with the International Youth
Foundation (IYF). IYF, established in 1990, is a global non-profit organisation
working to empower young people to be healthy, productive and engaged citizens
with a presence in close to 70 countries worldwide. IYF’s programmes help youth
obtain quality education, gain employability skills, make healthy choices, and work
to improve their communities. Together with its numerous partners IYF has reached
millions of young people around the world. (IYF 2009b) Instead of developing
completely new programmes from scratch, IYF strives to identify those of its
programmes that are working and bringing the expected benefits for participants,
expand their reach and strengthen their impact so that more young people can
benefit. All IYF’s programmes are built around four themes: Education,
Employability, Leadership and Engagement, and Health Education and Awareness.
IYF organises its programmes through a global network of local partners that are
highly respected, innovative, and independent organisations rooted to address youth
issues at a local level. IYF also serves to create strategic alliances between the
corporate, public, and civil society sectors through a multi-sector approach in order
to maximise both the reach and the impact of its youth development programmes.
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The multi-sector collaborations are usually three to five years, multi-million dollar
initiatives carried out in numerous countries. IYF also partners with multilateral
institutions such as the United States Agency for International Development
(USAID) and the Multilateral Investment Fund of the Inter-American Development
Bank (IDB).
In 2000, Nokia and the IYF launched a global youth development initiative called
Make a Connection to strengthen the life skills of young people and prepare them
for the future. To date, Nokia as invested USD 26 million in 24 countries and
directly benefited more than 330 000 young people. The country programmes,
implemented by local NGOs, provide a means for achieving important youth
development outcomes such as improved performance at school, increased literacy,
job placement, and active citizenship. Examples of the different country
programmes include Conéctate (providing Colombian youth with training in
information technology, at the same time developing their self-esteem, creative and
critical thinking, and communication skills), Kapcsolodj be (supporting the efforts
of young community volunteers in Hungary and equipping them with project
management and budget planning skills), and Mudando a Historía (training
Brazilian youth to serve as reading mentors to disadvantaged children).
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• Nokia provides over € 6 million to China's rural children
The largest corporate investment in preschool care and education in rural China
was announced by mobile technology leader Nokia and leading international
children's organization, Plan. In a landmark partnership, Nokia will provide funds
of over EUR 6 million to enable Plan to dramatically increase its preschool and
early childhood care and development programmes throughout the country.
The Heart to Heart, Hand to Hand Project will initially be piloted in six designated
impoverished counties across the country and then expanded to include a further
eighteen counties. By the end of the project, more than 1,200 early childhood care
and development centers will have been established throughout China offering care
to more than 70,000 children.
This initial phase of Heart to Heart, Hand to Hand Project will run for three years.
Nokia's goal is to make Heart to Heart, Hand to Hand Project a long term
sustainable programme under which several different projects can be executed
over years to come.
"This is a great day for children in rural China," said James Murray, Director of
Plan China. "Currently, hundreds of thousands of rural Chinese children are
missing out on opportunities because they have limited access to preschool
education and care. Education has many benefits for the development of children
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in later life. This pioneering partnership will ensure a bright future for tens of
thousands of children and stand as a shining example to others."
Statistics show that less then 35% of children in rural China receive preschool care
and education, and most of them have no access to child-rearing programs. "Child-
rearing programs and preschool care and education not only benefit the children but
also have a positive impact on society. With Nokia's initiation of the Heart to Heart,
Hand to Hand Project, a model of cooperation has been established in the area of
China's rural preschool care and education We would like to call upon more
companies and groups to contribute," said Zheng Xinrong, Head of Education
Department, Beijing Normal University.
Jorma Ollila, Chairman of Nokia Group, in China for the launch of the
partnership, added, "Everyone deserves the best possible start in life. This project
will help open up new opportunities and experiences for many thousands of
children in China. Connecting young people to care, a stimulating learning
environment, and education in this way can have a very powerful impact and is
something Nokia is proud to play a role in."
Cell phone manufacturer Nokia has launched "The Future is in Your Hands", which
is a recycling scheme. The programme encourages customers to use special Nokia
recycling bins for the disposal of old mobile phones and batteries. The phones will
then be properly recycled.
The move comes in addition to Nokia's existing "take-back" scheme launched last
year, which operates in Singapore, Malaysia, Phillipines, Hong Kong, Taiwan and
China - with more planned for later this year.
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CASE STUDY ON NOKIA
Pursuant to the provisions of the Finnish Companies Act and our articles of
association, the control and management of Nokia is divided among the
shareholders in a general meeting, the Board of Directors and the Group Executive
Board. Our Articles of Association provide for a Group Executive Board, which is
responsible for the operative management of Nokia. The Chairman and the
members of the Group Executive Board are elected by the Board of Directors. Only
the Chairman of the Group Executive Board can be a member of both the Board of
Directors and the Group Executive Board.
Board of Directors
The Board decides on matters that, in relation to the Group's activities, are
significant in nature. Such matters include confirmation of the strategic guidelines,
approval of the periodic plans and decisions on major investments and divestments.
The Board appoints the CEO, the President, the Chairman and the members of
Nokia's Group Executive Board. The Board also confirms the remuneration of the
CEO and the President.
The roles and responsibilities of the Board and its committees are defined in the
Corporate Governance Guidelines and the committee charters. The Board's
committees consist of the Audit Committee, the Personnel Committee and the
Corporate Governance and Nomination Committee. The Board regularly reviews
these guidelines and charters in order to ensure that they appropriately comply with
what the Board believes to be best practices of corporate governance. The Board
and each of its committees conduct annual performance self-evaluations.
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Group Executive Board
Nokia's articles of association provide for a Group Executive Board, which is
responsible for managing the operations of Nokia. The Chairman and the members
of the Group Executive Board are elected by the Board of Directors. Only the
Chairman of the Group Executive Board can be a member of both the Board of
Directors and the Group Executive Board.
Auditor
The auditor is elected annually by the Annual General Meeting.
PricewaterhouseCoopers Oy was elected as the auditor for 2006 in the Annual
General. Meeting held on March 30, 2006.
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The Nokia’s strategy continues to focus on three activities to expand mobile
communications in terms of volume and value:
. Expand mobile voice;
. Drive consumer multimedia;
. Bring extended mobility to enterprises.
Expand mobile voice: Nokia can further develop the mobile voice market - both in
markets where mobile telephony is just taking off as well as in more mature
markets.
Nokia estimates the number of mobile subscriptions to surpass three billion in 2008.
Nokia’s position in mobile voice is strong thanks to their key assets and excellent
logistics capabilities.
Drive consumer multimedia: Nokia is playing a key role in shaping this emerging
complex market by focusing on the fastest growth areas: imaging, music, and
games, to name a few.
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Under the New York Stock Exchange's corporate governance listing standards,
listed foreign private issuers, like Nokia, must disclose any significant ways in
which their corporate governance practices differ from those followed by US
domestic companies under the NYSE listing standards. There are no significant
differences in the corporate governance practices followed by Nokia as compared to
those followed by US domestic companies under the NYSE listing standards,
except that Nokia follows the requirements of Finnish law with respect to the
internal audit function and the approval of equity compensation plans.
Under Finnish law, stock option plans require shareholder approval at the time of
their launch. All other plans that include the delivery of company stock in the form
of newly issued shares or treasury shares require shareholder approval at the time of
the delivery of the shares or, if shareholder approval is granted through an
authorization to the Board of Directors, not earlier than one year in advance of the
delivery of the shares. The NYSE listing standards require that equity compensation
plans be approved.
CONCLUSIONS
I concluded that company shows the corporate governance components according
to their core business and their environmental business.
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BIBILIOGRAPHY
Information from internet website are
www.google.co.in (search engine)
www.wikeipedia.org
www.nokia.com
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