1. Nokia connecting people…

2. Agenda • Nokia’s History • Organizational practices • Mission and Values • Organizational Culture and Structure • Employee Engagement • Corporate Social Responsibility • SWOT analysis • Lessons learnt from Nokia

3. Nokia’s History How it all began – the birth of Nokia • Nokia started by making paper – the original communications technology. • The history of Nokia goes back to 1865. • Fredrik Idestam built a wood pulp mill on the banks of the Tammerkoski rapids, in southern Finland. A few years later, he built a second mill by the Nokianvirta River – the place that gave Nokia its name. • A mining engineer by trade, Idestam brought a new, cheaper paper manufacturing process to Finland from Germany.

4. Nokia- then and now.. 1898: Finnish Rubber Works founded 1912: Finnish Cable Works founded 1967: The merger Nokia Ab, Finnish Rubber Works and Finnish Cable works formally merge to create The Nokia Corporation. 1981: The mobile era begins 1982: Nokia makes its first digital telephone switch 1994: World’s first satellite call

5. Nokia’s evolution 1997: Snake – a classic mobile game 1998: Nokia leads the world 2002: First 3G phone 2005: The Nokia N-series is born 2005: The billionth Nokia phone is sold 2007: Nokia recognized as 5th most valued brand in the world.

6. Key Members on The board

7. Organizational Behavior

8. Mission Statement and values Mission: • To Bring out the best of abilities and skills of men and women from different cultural backgrounds, lifestyles to Nokia’s success Values: • Diversity: Different people + Different Ideas = Nokia’s success Commitment to diversity: • Heart of Nokia’s ways and values • Equal opportunities to help employees grow • Inclusiveness towards every employee • Nokia seeks respect and benefit from differences

9. Nokia ways and values • a flat network organization • flexibility and speed- helps in decision making • openness towards people • new ideas- key which they nourish

10. Consumer led company • consumer involvement in technology and global communication • social networks are becoming central- communication • people want to be truly connected : NOKIA DOES IT • people want privacy • One of 3 phones is of NOKIA (100 million users) Overall Goal: • Produce high quality and safe products while upholding law and protecting the environment

11. Organizational Culture and Structure • Clear Vision, goals and shared management principles are integral part hat keeps the company ahead of its rivals • Through brainstorming and formal presentations, company’s vision has been passed on to the lower levels of management • Company’s corporate objectives are conveyed throughout the organization with help of strong internal Public Relations practices

12. Organizational Culture and Structure • “Nokia Way” has laid down rules to follow, and formed a basis for common bond and shared philosophy of all its employees • Nokia’s organizational structure is fluid, flexible and driven by the mentors in the organization, which is task or project-oriented. • It has introduced various innovative measures in its people process that helped achieve a positive employer image, create a platform for growth and development.

13. Organization structure

14. Nokia as an employer • values are the foundation and people the core • its workplace has a world of opportunities, engaging work, global culture and competitive rewards • has a flexible global structure and addresses diverse and changing business and employment environments and specific individual preferences- has an inclusive and diverse work environment • rewards employees for good performance, competence development, and for overall company success • With employees from 120 countries, working at Nokia leads to a world of opportunities.

15. Nokia as an employer Nokia offers rewards, Professional and personal growth and Work-life balance to its employees It also provides: •Learning solutions and training- variety of training activities through Learning Centers and Learning Market Place Intranet •Internal Job Market- all vacancies are advertised internally (Job rotation and internal job opportunities) •Performance Management- a system called Investing In People (IIP) which is alligned to the company strategy and planning processes

16. work life balance • Nokia cares for its employees throughout the cycle of their working life from induction and training, through development and advancement, and on to retirement • Work-Life balance solutions- health benefits and possible local retirement benefits are provided to employees • well-being of employees is important and also fundamental to the Nokia Way • recognizes the importance of the balance between work content and personal interests and needs, as well as the impact of that balance on employee well-being

17. Corporate social responsibility

20. Nokia’s environmental Footprint

21. Nokia And Community Disaster recovery: • Nokia has been funding rebuilding programs and projects over a three-year period •efforts consist of donations to the Edhi Foundation, the President's Earthquake Relief Fund and Red Cross Finland. • Nokia also made a handset donation directly to the affected region. September 11 WTC, 2001 Southeast Asian tsunami(2004) Earthquake in Pakistan(2005) Cyclone Nargis in Myanmar(2006)

22. Nokia and Community • Joined hands with 'Hand in Hand', a leading NGO Child labour elimination and education •Self Help Groups (SHGs) and Microfinance for enterprise creation and poverty reduction • Citizens' Centres to strengthen democracy at the grassroots level • Health and hygiene to create awareness improve health standards • Environmental protection via watershed and solid waste management projects • WWF (Climate Savers, connect2earth) • TERI – BCSD(energy conservation in India)

24. . Lessons learned from Nokia • Nokia maintains distinctive advantage over their current and future competition without patent protection • Nokia’s processes are: -attracting and retaining skilled people -managing innovation enabled the company to remain innovative and agile, even as its organization grew quite large -offers ways in which hard-to-imitate processes and systems can be built that can keep the new firm at least a few steps ahead of its current and future competitors