Sustainability Reports
Sustainability Reports
Sustainability Reports
Sustainability
report
2011
Contents
About this report
CEO foreword
Managing sustainability
Connectivity 7
Environmentalimpacts ofourproducts andservices
15
20
Human rights
23
Suppliers 26
Health and safety
32
Employees 36
Community 43
KPI summary 2011
45
46
49
CEO foreword
Highlights
Rajeev Suri
Chief Executive Officer
Our values
Managing sustainability
Our business is changing and we have revised the way we govern and manage
sustainability to ensure an effective approach to environmental and social matters.
Governance
Management
In 2011 we developed a new
management structure for sustainability
to improve the efficiency and
communication of existing networks
and working groups for environment,
health and safety and ethics.
The emphasis is on operating effective
management systems which support
the business, meet regulatory
requirements and stakeholder needs.
Two cross-functional forums
co-ordinate sustainability activities
Environment
Health & Safety
Corporate social investment
Reporting and communication
Stakeholder engagement
Cross-functional network:
Sustainable operations
Executive board
Cross-functional network:
Sustainable products and services
Case study
Employee network champions sustainability
A network of 76 Culture Champions, established in 2011, spreads
knowledge and enthusiasm for Nokia Siemens Networks values,
ethics and compliance objectives and sustainability themes.
Based in our regional offices, Culture Champions are local role
models who foster a sense of pride in the company values and
provide information on company culture issues including
environmental and ethical topics. Employees volunteered to take on
the role in addition to their existing jobs and were appointed in
September 2011. The Culture Champions participated in a program
of online training sessions. They can interact with each other online
and build their own knowledge of sustainability, the Code of Conduct
and the importance of collaboration with colleagues. They will
stimulate sustainability thinking and behavior change among
colleagues locally, promoting employee wellbeing and knowledge
sharing. They will also help colleagues understand the companys
Code of Conduct and promote compliance.
Stakeholder engagement
high
medium
Climate change
and energy use
Privacy and
human rights
Solutions for
Health and safety
emerging markets of employees
and contractors
Radio waves and health
Labor conditions and
employment issues
low
Supply Chain
Importance to stakeholders
We communicate on sustainability
to stakeholders including customers,
employees, NGOs and suppliers.
We listen to their perspectives to
improve our understanding and we
explain our position and ambitions.
Intellectual property
Accessibility
low
medium
high
Materiality
We identified the issues most relevant
to our stakeholders and to our
business in 2011 using a tool
developed by GeSI. Designed to
assess which issues are material for
businesses in our sector, the tool
generates a materiality matrix (see
chart) showing the relative significance
of each issue. Building on an analysis
of stakeholder feedback and customer
requirements conducted in 2010, we
reassessed the significance of each
issue this year through interviews with
internal content experts and a high
level review of external inputs such as
media tracking. As a result of this
analysis, we have adjusted the matrix
to reflect the continued rise in the
significance of privacy and human
rights in 2011. In 2012 we plan to refine
our assessment methodology and
conduct a more detailed reassessment.
Connectivity
Information and Communications Technologies (ICT) provide connections,
but useful connectivity is essential to maximize social and economic benefits.
Connectivity Scorecard
We developed the Connectivity
Scorecard to promote these messages
and demonstrate the progress
countries are making. This unique
global ICT index ranks countries
according to how advanced their
communications networks are in
promoting productivity and economic
growth. The Connectivity Scorecard
incorporates more than 40 indicators
of infrastructure, usage and skills.
The results show that leading countries
combine infrastructure investment with
investments in human capital such as
education and training in the consumer,
business and public sectors to unlock
the full potential of ICT.
Connectivity
score
Connectivity
score
1 [1]
Sweden
7.84
1 [1]
Malaysia
6.61
2 [2]
United States
7.82
2 [3]
Chile
6.21
3 [4]
Denmark
7.47
3 [5]
Russia
5.68
4 [5]
Netherlands
7.45
4 [7]
Turkey
5.51
5 [3]
Norway
7.09
5 [4]
Argentina
5.46
6 [8]
United Kingdom
7.06
6 [6]
Brazil
5.14
7 [7]
Australia
6.93
7 [8]
Mexico
4.87
8 [9]
Canada
6.88
8 [10]
Ukraine
4.81
9 [6]
Finland
6.78
9 [2]
South Africa
4.68
10 [11]
Singapore
6.40
10 [9]
Colombia
4.06
11 [15]
Belgium
6.31
11 [12]
Thailand
3.68
12 [n/a]
Austria
6.27
12 [13]
Tunisia
2.79
13 [17]
Germany
6.27
13 [15]
Vietnam
2.73
14 [12]
Ireland
6.08
14 [17]
China
2.72
15 [18]
France
6.06
15 [14]
Iran
2.41
16 [10]
Japan
5.89
16 [19]
Philippines
2.15
17 [16]
New Zealand
5.84
17 [n/a]
Syria
2.11
18 [13]
Korea
5.80
18 [20]
Indonesia
2.01
19 [20]
Spain
5.09
19 [16]
Sri Lanka
2.01
20 [19]
Czech Republic
4.93
20 [18]
Egypt
1.89
21 [21]
Portugal
4.80
21 [21]
India
1.25
22 [22]
Italy
4.79
22 [25]
Pakistan
1.14
23 [23]
Hungary
4.50
23 [23]
Nigeria
1.09
24 [24]
Poland
4.26
24 [22]
Kenya
0.95
25 [25]
Greece
4.22
25 [24]
Bangladesh
0.90
See www.nokiasiemensnetworks.com/
portfolio.
Environmentalimpacts
ofourproducts andservices
Our products and services help customers meet their environmental targets by improving
energy efficiency and minimizing resource use. We are also developing smart applications
which will help to manage the distribution and use of energy more effectively.
2011 Highlights
Launched Liquid Net to help networks cope with variable demand efficiently
Extended Managed Energy Services to support network operators energy efficiency
Developed the first off-grid base station in Germany with zero operating emissions
Introduced smart grid products to support the development of distributed energy grids
Progress in 2011
Status
Improve the efficiency of GSM/EDGE and WDCMA/HSPA base station products by up to 40 percent
compared to 2007 performance by end of 2012
Ongoing
Achieve full material content data collection for 90% of components in use at Nokia Siemens
Networks by end of 2012
Ongoing
100% coverage for environmental data of packaging materials in corporate level IT system and
environmental reporting system by 2013
Not achievable
target abandoned
Future targets
Target
Target date
Improve the efficiency of GSM/EDGE and WDCMA/HSPA base station products by up to 40 percent compared to 2007 performance
End 2012
Achieve full material content data collection for 90% of components in use at Nokia Siemens Networks
End 2012
Increase the average energy efficiency of the product portfolio by 5% per year on average
Ongoing
Performance in 2011
Energy
Product lifetime energy consumption (GWh)
30000
1,8
25000
1,6
1,4
20000
1,2
0,6
2008
2009
1,8
1,6
24777
0,8
1,3
1,0
1,3
5000
19924
16800
10000
20500
15000
0,4
0,2
2008
2009
2010
0,0
2011
2010
2011
4159
4854
3000
1800
2000
375
2008
2009
1000
0
2010
2011
Packaging
Packaging reused in distribution hubs (tonnes)
4500
13,1%
4000
1,3%
0,8%
Reused
3500
Incinerated with
energy recovery
1500
1000
2836
2000
3471
2500
4078
3000
Incinerated without
energy recovery
500
0
10
2009
2010
2011
84,8%
Sent to landfill
Strategy
We aim to minimize the environmental
impacts of our products and our
customers networks by developing
hardware which uses energy and
materials efficiently, and providing
innovative services that maximize the
efficiency of the network. Our longer
term objective is to help realize the
potential of mobile broadband to
contribute to a sustainable global
economy.
Activity in 2011
The main focus of our environmental
activity continues to be on reducing
energy use and related carbon dioxide
(CO2) emissions. This is the most
significant impact of our products and
where we can make the most
difference. We provide low-energy
products and services for the ICT
industry and we are developing
services to help customers reduce
emissions by improving energy
management. While energy is the
priority, we also continue to manage
other environmental issues associated
with our products, including hazardous
substances and the use of materials.
Energy-efficient hardware
Energy-efficient base stations are
the foundation of low-carbon mobile
communications. Our Flexi products
operate with energy-saving software
that cuts power consumption to less
than many domestic appliances.
Awards
Our Field Service Management
system and our cloud-based
communication and messaging
platform won Global Telecoms
Business Innovation Awards in
2011. Both services use software
to provide services that would
otherwise require more physical
and energy resources.
Energy management
solutions
Our energy services help network
operators meet their greenhouse gas
emissions targets as well as saving
energy costs, which are particularly
significant in the fast-growing emerging
markets. In 2011 we extended our
portfolio to include Managed Energy
Services. These help operators reduce
operating costs and their carbon
footprint, addressing concerns
including rural and remote areas
with inadequate or no electricity grid.
11
Network
of global
experts
Case study
Achieved
savings
Focus:
Quality:
Rigorous product
homologation and complete
system verification
Applying Nokia Siemens
Networks top quality
services processes
and practices
12
Innovation:
Smart applications
Engineering innovative
solutions for Operators
needs
Continually scouting
for best in class products
13
14
2011 Highlights
Included energy, waste and water data from 43 acquired Motorola sites
and accompanying 7,000 employees
Achieved company-wide ISO 14001 certification
Made energy efficiency savings of 9,450 MWh
Diverted 82% of waste from landfill
More than 40 energy efficiency studies identified substantial energy saving potential
Target
Progress in 2011
Status
Achieved
Reduce emissions for new cars in the Europe service fleet to 120g/km
Achieved for Finland but not for Germany due to related diesel
particulates
Partly achieved
Reduce CO2 emissions from buildings by 30% by end 2012 from the
2007 baseline
Ongoing
Ongoing
Ongoing
Achieved
Site data from 2011 were not available for Motorola sites at the time of reporting
Future targets
Target
Target date
Ongoing
End 2012
Improve the energy efficiency of buildings to reduce associated energy use by 34,300 MWh
End 2012
Reduce CO2 emissions from IT operations and use of IT products by 20% (from the 2008 baseline)
End 2015
15
Performance in 20112
Energy
Total energy use in buildings (GWh)3
Excluding
Motorola
700
4%
6%
600
Electricity from
renewable sources*
500
42%
483
540
518
200
551
300
609
400
District Heating
48%
100
0
Other electricity
Gas
2008
2009
2011*
2010
Note that figures for 2011 include the Motorola acquisition unless otherwise specified
Total Energy use data and associated carbon emission figures account for consumption of buildings
larger than 3,000m2, representing 80% of Nokia Siemens Networks RE portfolio.
3
Carbon footprint
Total CO2 emissions relative to sales and employees
60
50
2007
2008
2009
2010
3,9
20
20
4,5
23
10
5,2
20
20
14,5
30
55
40
2011
Note: 2010 figures have been restated due to previous calculation error
426
369
200
456
300
100
0
16
2009
2010
2011
2009
2010
2011
243
239
269
-38
-67
-60
3.5
2.2
Logistics (outbound)
169
110
135
Air travel*
78
83
80
Total
456
368.5
426
Total greenhouse gas emissions from buildings (tonnes CO2 equivalent unless specified)
2008
2009
2010
Excluding
Including
Motorola 2011 Motorola
Total emissions
217,000
206,000
172,476
173,213*
208,421*4
209,000
203,000
169,609
169,546*
204,646
7,600
3,000
2,867
3,667*
3,776
0.12
20
26
37
39
283
997
1,616
2607
2,670
This data supercedes the data point published for Nokia's 20-F submission, as the figure was updated to reflect the actual
electricity consumption for November and December.
5
2010 figures cover data from all regions, previous years only Finland and China
4
Water*
Total water use by region (m3) 6
India (30)
Asia Pacific (4)
North America (117)
Latin America (3)
Middle East and Africa (18)
Total water usage differs from what was reported by Nokia Siemens Networks earlier
in the year, on account of actual figures from some sites for the last two months of the
year and a corrected figure from one site in China.
6
Waste
Disposal of waste in 2011 (tonnes)
Recycled (57%)
Reused (12%)
17
Strategy
We aim to minimize energy use and
greenhouse gas emissions from our
buildings and IT operations through
efficiency measures and the use of
renewable energy sources.
Encouraging employees to travel
less and choose lower-carbon options
also contributes to meeting our targets,
and we aim to achieve improvements
in emissions from logistics. A robust,
certified management system
underpins our efforts to reduce
environmental impacts in all areas.
Activity in 2011
As well as making progress towards
energy reduction targets, we achieved
company-wide certification for our
environmental management system
(EMS) under the international standard
ISO 14001. Certification extended the
previous coverage of our
manufacturing operations which has
been in place for several years. It now
extends to every part of our business
and confirms that we have a sound
understanding of all our environmental
impacts as well as an effective EMS
and plans for continual improvement.
The certification process involved
audits throughout the business and
sought to verify the implementation of
the environmental management
processes. Certification requires all
areas of the business to consider their
environmental impacts and develop
plans to reduce them.
18
Energy-efficient buildings
Since the launch of our energy
efficiency program in 2009, we have
implemented approximately 200
energy conservation measures at our
factories, test labs and office buildings.
In 2011, we conducted 24 site
assessments and implemented over
50 new energy savings projects, taking
total savings to 25,314 MWh.
Investment criteria limited projects to
those with a payback of less than a
year. Examples include harnessing
free cooling for the ventilation system
at Suzhou and Shanghai in China,
reducing energy consumption during
lunch hours at production centers,
upgrading the lighting system in
Shanghai and Oulu (Finland), and
changing humidity settings at Chennai
(India).
Our test labs are our most energyintensive buildings, accounting for
approximately 40% of total energy
consumption. For example, auditing
the Tampere campus in Finland found
potential savings of 2,850 MWh a year
approximately 10% of the sites
electricity consumption in 2010.
The biggest savings will come from
using more efficient test equipment
and introducing raised flooring to
improve cooling efficiency. We also
found several opportunities to cut
electricity consumption by relatively
simple and cost-effective changes
to the cooling and ventilation.
These include increasing chiller water
temperatures, changing temperature
and humidity settings, and automating
measurement of energy consumption.
Green IT
Data centers are high energy users
and account for most of our IT energy
consumption. In 2011 we piloted the
use of smart meters to manage energy
more effectively. The meters provide
real-time information on energy
consumption, identifying the
components using the most energy.
This means we can set more precise
limits and take action to adjust power
needs in real time rather than acting
on historic information.
Waste
We aim to minimize waste and send
as little as possible to landfill. In many
cases we can make a big difference
by implementing relatively simple
improvements. For example, the Oulu
site in Finland diverted 96% of its
waste from landfill in 2011 well above
the 75% target. The site achieved this
result by raising awareness among
employees and providing bins for each
kind of waste. Separate waste streams
include energy waste, which includes
items that can be burned for energy,
such as foam rubber, plastic packaging
and paper or cardboard that is too dirty
to be recycled.
Raising environmental
awareness
The environmental performance
of our operations depends on the
commitment of our employees.
We communicate frequently on
environmental issues through our
wide range of communication channels
and raise the profile of specific issues
through internal awards. For example,
a packaging concept was featured
in the quality awards in 2011
(see Environmental impact of our
products, page 9).
The monthly IT newsletter to all
employees includes frequent coverage
of environmental aspects to broaden
users knowledge of the impact they
can have on energy consumption by
taking simple steps, such as turning off
computers when they are not in use.
Data collection
Reducing the impact of our operations
depends on consistent and reliable
data on our main impacts, which are
direct and indirect forms of energy use,
hazardous and non-hazardous waste,
and water.
In 2011, we expanded the scope of
data collection to gather energy, waste,
water and refrigerant data from more
sites. We also put in place processes
and controls to gather data more
consistently and we implemented data
integrity checks across all regions to
improve data quality.
We now collect data on electricity
consumption from more than 133 sites,
renewable energy from three countries,
water consumption from 98 sites and
waste from 103.
In 2011, we began a pilot project to
develop sub metering of building
energy which will help to reduce
consumption by providing more
detailed information.
19
2011 Highlights
90% of employees completed ethical business conduct training
5,647 employees were trained on anti-corruption in face-to-face training sessions
New conflict of interest policy developed
Progress in 2011
Status
Partially achieved
Partially achieved
Achieved
Partially achieved
Future targets
Target
Target date
End 2012
End 2012
Establish a 24-hour telephone ethics reporting system available in key countries where we operate.
End 2012
Performance in 2011
Ethics survey
75%
of employees believe
Nokia Siemens Networks
behaves with integrity in its external
dealings (for example, with customers
and the general public) according to
our Pulse Survey of employees in
April 2011, representing 47% of staff
(see Employees, page 36). This is a
slight decline from the 78% positive
response rate in the full 2010
Employee Engagement Survey.
20
Training in 2011
Percentage of employees completing ethical business conduct training
90%*
5,647
Ethics enquiries
Enquiries made via the ethics email reporting channel
The Ethics & Compliance Office
received 302 enquiries in 2011
(compared with 175 the previous year)
via email and via the anonymous
hotline on our website. Enquiries were
received relating to human rights,
customer policy and privacy for the
first time. We expect the number of
enquiries to increase each year as
employees become more aware of
reporting channels.
2010
2011
Anti-Corruption
15
Conflict of Interest
13
18
16
36
Code of conduct
12
26
25
21
29
13
Workplace practices
20
43
125
Human rights
10
Customer policy
Privacy
Employees dismissed on
grounds of violation of
Code of Conduct
Total
175
302
112
40
30
Investigations
Our guidance
Action taken
21
Strategy
Our Code of Conduct clearly sets out
the behavior we expect from our
employees, suppliers and business
partners. We train employees to help
them understand and adhere to our
ethical standards, and to ensure they
know how to report concerns about
unethical behavior. Employees in
Nokia Siemens Networks procurement
team are given additional training
and we work with our suppliers and
business partners to ensure they meet
our standards. Our robust policies
and procedures for tackling unethical
behavior and corruption are important
to ensure our customers can trust the
integrity of our business.
Activity in 2011
We have focused on embedding and
extending our compliance policies and
procedures, as well as continuing to
make sure all employees understand
what it means to be an ethical
company. The number of ethics
enquiries from employees increased
following our annual refresher training
in ethical business conduct in
November and December 2011.
This demonstrates how important
regular training is to raise and maintain
employee awareness about our
policies and procedures for reporting
concerns.
Report a concern
Employees and external parties
can report ethical concerns:
By email at [email protected]
Via our online hotline:
http://www.nokiasiemensnetworks.com/
about-us/sustainability/
ethics-and-compliance-hotline
22
Reporting concerns
Employees and people outside the
company can ask for guidance on
ethical issues relating to our business
or report ethical concerns by emailing
[email protected]. Concerns can also
be reported anonymously through the
ethics hotline on our website. In 2011,
we did not introduce a 24-hour
telephone helpline as planned but
this will be available in early 2012.
All reports of ethical misconduct are
taken seriously and investigated by
the Ethics & Compliance Office.
Anti-corruption:
prevention and detection
Preventing and detecting potential
conflicts of interest is an ethical
business priority. Our anti-corruption
program focuses on training to prevent
corrupt behavior and on encouraging
people to report concerns.
In 2011 our legal, compliance and
human resources teams worked
together to clarify our guidance on
conflicts of interest and established a
new conflict of interest policy. The
Ethics and Compliance Office trained
5,647 employees in high risk roles
face-to-face, and developed an online
anti-corruption training course to help
Nokia Siemens Networks employees
recognize potential conflicts of interest
and corrupt behavior. This anticorruption online training is mandatory
for all employees who deal with
customers, vendors, subcontractors
and government officials. The training
is scenario-based and it will be rolled
out in the first half of 2012.
We have introduced a tool to detect
excessive gifts and hospitality that
could lead to conflicts of interest in the
countries where our employees are
most likely to encounter corruption.
First introduced in China and India in
2011, we have now rolled the tool out
in Japan and the Asia Pacific region.
Strong due diligence procedures
remain in place for the appointment
and extension of any contracts with
third parties used in sales and
promotion roles, which are subject
to approval by the Chief Compliance
Officer. We have also introduced a
system in India and the Asia Pacific
region that enables regional
Compliance teams to monitor
employees expense claims including
those for gifts, entertainment, hospitality
and travel. The system will be
extended to all regions in 2012.
Human rights
We recognize our responsibility to help ensure that the communications technologies we
provide are used to respect, and not infringe, human rights. Our Code of Conduct spells
out our zero tolerance for the violation of human rights. This commitment is reinforced in
our human rights policy, which establishes due diligence processes to identify and address
relevant human rights risks across our global operations.
2011 Highlights
Implemented risk assessment and due diligence process in our sales process globally
Jointly initiated an industry dialog to develop common principles and due diligence
mechanisms on privacy and freedom of expression
Progress in 2011
Status
Implement human rights due diligence process in line with the human
rights policy by the end of 2011
Achieved
Train our sales, legal, procurement and R&D teams on the human rights
policy by the end of 2011
Staff in relevant roles in the Middle East and Africa were trained
face-to-face or via teleconference.
Ongoing
Future targets
Target
Target date
Contribute to the development of common industry guidance and tools on human rights, freedom of expression and privacy
through the industry dialog established in 2011
End 2012
Train our sales, legal, procurement and R&D teams globally on the human rights policy
End 2012
Performance in 2011
Training in 2011
90%
1
10
23
Strategy
Activity in 2011
24
Due diligence
As a supplier to telecommunications
operators, Nokia Siemens Networks
has very limited influence on the use
of our products after their sale so we
are concentrating our efforts on the
pre-sale process.
In 2011, we strengthened our internal
processes for identifying and assessing
potential risks of our products being
misused to infringe human rights.
Central to this effort was the global
rollout of an impact assessment and
due diligence process to enable us to
make an informed decision on whether
to proceed with a sale or not.
We believe this goes further than any
other telecommunications company.
1. Is the customer
based in a country
listed as high risk?
Yes
No
2. Is the
product/technology
listed as high risk?
Yes
Yes
Pop up to
CSP user:
Human rights
due diligence
may be required.
Notification sent
to relevant teams.
No
Yes
4. Escalate to higher
level of authority for
assessment/approval
GO
NO GO
Privacy
We understand that people are
increasingly concerned about the
potential of telecommunications to
infringe their privacy. Our aim is to be a
privacy-aware company that adheres
to strict standards and provides
solutions that help our customers
better protect consumer privacy.
In 2010, we established a Privacy
Practitioners Network comprised of a
group of privacy experts from across
the company to share best practice.
Following the development of our
Product Privacy Policy in 2011, we
trialed the new process to ensure
privacy considerations are integrated
into the design of our products working
on the pilot product line. This work has
led to the group revising their product
privacy guidelines, an effort that is still
ongoing.
Case study
Working with others
Bahrain
25
Suppliers
We set high standards for our suppliers on sustainability issues. Health and safety,
labor conditions and environmental management are key focus areas for our supplier
audits and training, and we collaborate with others in our industry to improve sustainability
performance throughout the supply chain.
2011 Highlights
26
Target
Progress in 2011
Status
Achieved
No further auditors trained in 2011. This target will not be continued for 2012, due to changes
in the business. Despite the auditor numbers not going up, the number of audits increased.
Not achieved
Partially achieved
Achieved
92 key suppliers invited to report energy use and carbon emissions via the CDP - 54 have
done so
Achieved
Progress made in some regions to align regional health and safety audits with our global audit
framework. Escalation of audit findings from the regional team to the Global Procurement
through much strengthened communication and cooperation with Global Services Health & Safety.
Partially achieved
72% of Global Procurement employees trained on sustainability; training continued in 2011 but
we have not met the target due to changes in personnel, with new employees joining as a
result of the acquisition of Motorolas network solutions business.
Not achieved
Suppliers representing 17% of procurement spend have now joined E-TASC; progress limited
due to problems with the launch of the updated tool
Not achieved
Future targets
Target
Target date
Roll out our revised Supplier Requirements in all new contracts and begin a phased upgrade of existing contracts
End 2012
Work with suppliers to ensure all open audit findings are addressed
End 2012
Invite a further 50 suppliers to report their energy use and greenhouse emissions via the CDP
End 2012
End 2012
End 2012
Roll out industry due diligence process on conflict minerals, initially focusing on suppliers using tantalum
End 2012
Performance in 2011
Supplier spend by region1
North East
10%
North America
10%
West & South
Europe 32%
China
19%
Latin America
6%
India
5%
Middle East
& Africa 4%
APAC
10%
Calculated based on which country the ordered service of product is provided from.
The total does not add up to 100% as around 4% of our purchasing spend is not assigned to a particular region
1
Supplier audits
Supplier audits conducted by Nokia Siemens Networks
2007
(April-December)2
2008
2009
2010
2011
Total to date
13
17*
48
N/A
N/A
N/A
51
45
96
37
103
147
108
121*
516
27
Number of
non-conformities identified
Number of potential
risk areas identified
Total number of
recommendations
for improvement
Forced labor
74
43
117
Discrimination
Disciplinary practices
Working hours
13
Remuneration
22
26
Management systems
69
27
96
23
29
Total
204
96
300
28
Non-conformities identified
24
of our suppliers
have joined
E-TASC to date,
representing 17% of
our purchasing spend*
Training
Supplier workshops
2009
2010
2011
Total to date
16
54
76*
151
11
33
103
115*
262
72%
96%
of procurement staff
completed online ethical
business training in 2011*
Industry training
2010
2011
52
71
74
86
100%
of Global Services
procurement staff are
trained on occupational health and safety
54
suppliers, representing
28% of spend, report
their greenhouse gas
emissions through the Carbon
Disclosure Project
30
suppliers, representing
17% of spend, have
set targets to reduce
environmental impacts*
60%
of applicable top
350 suppliers by
spend have a documented
environmental management
system (EMS) aligned with
ISO 14001 for sites supplying
Nokia Siemens Networks
55%
of applicable top
350 suppliers
EMS are certified to ISO14001
Supplier diversity
There are regulations on supplier
diversity in two of our markets:
the US and South Africa.
In the US, 2% of our procurement is
spent with minority businesses as part
of our supplier diversity program.
In South Africa, 25% of our
procurement is spent with Black
Economic Empowerment suppliers.
29
Supplier survey
Overall, how would you rate Nokia Siemens
Networks requirements on business ethics
when dealing with suppliers
2011
2010
2009
2008
2011
2010
2009
2008
2011
2010
2009
2008
2011
2010
2009
2008
2011
2010
2009
2008
2011
2010
2009
2008
10
Strategy
Activity in 2011
Integrating sustainability
in supplier management
processes
Sustainability criteria are integral to our
Supplier Requirements, which apply to
all suppliers, and were updated in 2011
to include new policies on conflict
minerals and human rights. The revised
Requirements will be rolled out in 2012.
We have also integrated a bespoke
sustainability risk index into our
supplier risk management processes.
This index is tailored to high-risk
countries identified using Maplecrofts
Global Risks Portfolio. Procurement
teams use it as part of their process
to assess and select new suppliers.
They receive training on managing
sustainability in the supply chain and
its importance to our business.
30
Labor rights
Working hours remains a key issue
for manufacturing suppliers. Although
our audits found relatively few nonconformances related to this in 2011,
overtime was excessive in some of
these cases. We have also found an
increasing number of infringements of
migrant workers rights by suppliers,
particularly in the Middle East and Asia.
This challenge is common to many
industries operating in these regions
and we are working through the
EICC/GeSI Supply Chain Working
Group to address this issue through,
for example, industry training to raise
awareness of workers rights.
Conflict minerals
Conflict minerals, mined in countries
such as the Democratic Republic of
Congo, are the subject of new US
legislation introduced in 2011, due to
stakeholder concerns that they are
fuelling conflict and associated human
rights abuses. Our policy on conflict
minerals clearly states that we do not
accept their use in our products. We
have updated our Supplier
Requirements to include a commitment
to this policy, which was developed in
2010.
Suppliers of minerals used to produce
tin, tantalum, tungsten and gold
(metals associated with conflict
minerals) are several tiers removed
from Nokia Siemens Networks in the
supply chain. To influence suppliers
further down the chain, our zero
tolerance policy on conflict minerals
requires suppliers who manufacture
components containing these metals
to adopt a similar policy for their own
suppliers.
Case study
Contractor safety in the
Middle East and Africa region
Our Global Services business introduced a series
of measures in 2011 to improve health and safety
performance among contractors in the Middle East and
Africa region. Since January, more than 70 contractors
have completed an induction program on health, safety
and environment, which we are also offering as a service
for our customers. Working at heights was identified as a
key risk, and all employees and sub-contractors working
on towers in the region have been trained to use safe
procedures.
Suppliers have been made aware of our safety
requirements and if we find any serious non-compliance
issue during site inspections, we will stop work and close
the site until the supplier demonstrates that remedial
action has been taken. Our three strikes and you are out
policy, introduced in 2011, means that if this occurs three
times with the same supplier we will stop all projects with
that supplier.
31
2011 Highlights
Health and safety management system rolled out throughout Global Services business
OHSAS 18001 certification achieved in four more countries, bringing the total to 14
Roundtable established to share safety best practice across the company
Progress in 2011
Status
Ongoing
Health and safety risk category defined for all sites and health and safety action plans
in place for all sites with more than 50 employees.
Achieved
Global program being implemented including personal statements from senior leaders
demonstrating their commitment to health and safety initiatives.
Partially achieved
Achieved
Achieved
Future targets
32
Target
Target date
Establish a Major Accident Prevention Plan to decrease the number of major accidents by collaborating closely with our customers,
contractors and business units
Ongoing
Align health and safety management system to achieve the maturity for global certification to OHSAS 18001 for all
Nokia Siemens Networks operating countries
2013
Continue to consolidate incident reporting by increasing the number of near miss incidents reported
End 2012
Achieve zero fatal accidents by collaborating closely with our customers and contractors
Ongoing
Performance in 2011
In 2011, we recorded consistent global
health and safety data for the second
year, using a reporting system based
on the Occupational Safety & Health
Administration (OSHA) guidelines that
we introduced in 2010. We continued
to train health and safety teams to use
the system and the number of recorded
incidents has risen by 42% as a result.
Health and safety data now covers all
our operating countries, up from 61%
in 2010. We expect the number of
recordable incidents to increase further
in 2012 as we continue to raise
awareness of the importance of
reporting incidents, including near-miss
incidents, through our global system.
2011
118
160*
151
214*
91
194*
2010
2011
4*
9*
Fatalities
maintenance work on
telecommunication masts, and six
incidents occurred as employees
were commuting to or from work or
operating vehicles. Each fatality was
fully investigated and corrective actions
implemented. We are extremely
concerned about the increase in
fatalities this year. In 2011 we
introduced a new process for
investigating fatalities and ensuring
Strategy
Activity in 2011
33
34
Case study
Improving near miss reporting to avoid accidents
The number of near-miss incidents reported at two Nokia
Siemens Networks sites increased dramatically following the pilot
of a new Safety Saves program. The communication program
introduced in India and Portugal in 2011 was aimed at all
employees, from engineers to office workers, to encourage them
to recognize potential hazards. We also introduced a new online
tool for employees to report near-miss incidents.
Recognizing hazards and reporting near-miss incidents helps
health and safety teams take corrective actions and prevent
serious incidents in future. For example, in Portugal an employee
reported they had almost slipped on steps into the office car park
due to inadequate lighting. New lights were installed to prevent
accidents on the steps in future. The Safety Saves program will
be rolled out globally in 2012 to promote near-miss incident
reporting across the whole company.
Improving safety
management
Our health and safety management
system is aligned to the international
standard, OHSAS 18001 and we aim
to achieve further certification to this
standard in 2013. Two of our eight
factories in Shangai, China, and
Kolkata, India have achieved
certification to OHSAS 18001.
In 2011 we achieved OHSAS 18001
certification in four more operating
countries: Italy, Mozambique, Tanzania
and the UK, bringing the total number
of certified countries to 14.
We continued applying the
International Safety Rating System
(ISRS) framework to help us assess
the maturity of our safety management
processes and identify areas for
improvement to help us meet our goal
of global certification to OHSAS 18001.
Case study
Health and safety training saves lives in India
We are working hard to make sure that safety training and
personal protective equipment (PPE) is business as usual
for our employees and contractors. Our efforts pay off when
potentially serious accidents are avoided. In 2011, for
example, the lives of two engineers were saved when they
fell from a height of 40 meters while working on a
telecommunications tower in Rajahmundry, India. The
engineers were contracted by Nokia Siemens Networks
to maintain a tower at one of our customers sites.
The engineers climbed the tower to fix some faulty
equipment but an object slipped and knocked them from
their positions, causing them to fall. As a result of extensive
training and the correct use of their lanyards and harnesses,
they escaped unharmed. Following the incident, one of the
engineers said we went to the top of the tower with
PPE and we both wore harnesses so we are saved.
Thanks to Nokia Siemens Networks for providing
safety tools and training.
35
Employees
Our business is changing and this transformation will have an impact on many of our
employees. We want our staff to feel engaged with our new business strategy, feel valued
for the work they do, and have the skills to lead and support future business success.
We provide safe, fair and equal working conditions for our employees and we follow
global standards for labor conditions.
2011 Highlights
Announced a new business strategy and restructuring that will impact 17,000 employees during 2012 and 2013
Recorded 70% employee engagement score in our employee survey, down three points
54% of employees have a Personal Development Plan
Trained a further 6,119 employees in Service Excellence, bringing the total trained to more than 18,000
Launched a pilot program to implement our Global Labor Standard in Brazil, China and India
Progress in 2011
Status
Not achieved
Achieved
Not achieved
Achieved
revised target
Achieved
Future targets
36
Target
Target date
End 2012
Train a further 1,000 employees in Service Excellence through two day face-to-face workshops
End 2012
Achieve employee support of 67% for our future direction, measured through a combination of questions in our employee survey
End 2012
Performance in 2011
Employee engagement
Workforce profile1
2011
66,160
73,529
2%
2%
98%
98%
80%
Employees in production
2,081
2,244
70%
New employees
11,788
17,228
60%
9,508
10,534
50%
Voluntary leavers
5,974
6,919
40%
9.4%
9.9%*
30%
683
302
Involuntary leavers
3,534
3,615
853
610
407
386
100%
90%
73%
73%
September
2010
April
2011
71%
70%
20%
10%
0%
March
2010
December
2011
All workforce profile data include the former Motorola employees who joined
Nokia Siemens Networks in May 2011 following the acquisition of Motorolas
wireless internet business. The number of employees transferred from Motorola
was approximately 6,900.
1
Employee Engagement
Survey
(April 2011
interim pulse survey)
Employee Engagement
Survey
(December 2011)
71
72
66
86
90
84
I understand how I can help Nokia Siemens Networks achieve its goals
83
86
80
60
56
48
69
64
63
63
65
59
62
63
64
84
84
86
79
77
80
73
73
70
Think
Feel
Act
37
2010
2011
162,646
118,563
14.8
9.9
57m
54.1m*
900
815*2
530
1,201
Academy staff have been excluded from headcount when calculating the expenditure per employee.
Diversity
Gender balance in 2011 (%)
100%
Total employees
90%
Line managers
80%
Senior Management
70%
12%
13%
19%
88%
87%
81%
13%
20%
11%
19%
30%
89%
40%
88%
50%
81%
60%
10%
0%
Male
Female
Male
Female
16%
2%
5%
4%
7%
North East
North America
3%
5%
13%
6%
25%
2%
11%
Latin America
Germany
Finland
China
10%
16%
11%
Total employees
38
1%
2%
21%
Senior management
Self-declared nationalities by employees by regions and the two home countries of the company, Finland and Germany
Strategy
We will fully support our people
through the restructuring of our
business and treat those affected with
respect and dignity, while developing
employees capabilities to adapt to the
changes. We recognize the value that
diverse experiences bring to our
business and we promote collaboration
and knowledge sharing. Promoting
leadership skills is a key focus. Our
commitment to safe and fair working
conditions is set out in our Global
Labor Standard and we are embedding
this standard across the business.
Activity in 2011
Our workforce has undergone
significant changes in 2011 with the
acquisition of Motorolas wireless
network infrastructure business and
the announcement of further
restructuring and redeployment of
staff planned for 2012 and 2013.
We took steps to make employee
communications more relevant and
engaging in 2011 and we continued
our focus on supporting personal
development and promoting leadership
skills, although training expenditure
declined due to our focus on cost
reductions.
Protecting the rights of workers
remains a priority for our business
and we ran a pilot program in three
countries to implement our Global
Labor Standard.
Case study
Motorola integration and restructuring
We welcomed approximately 6,900 employees from Motorola
Solutions to our business in 50 countries. The majority work in
China, India, Japan, the UK, and the US.
We offered a wide range of support to integrate new staff
members and help them feel part of the company from day one.
They took part in an induction program to help them understand
how to work at Nokia Siemens Networks and were invited to
information sessions with senior managers. A dedicated section
of the intranet offered information about Nokia Siemens
Networks products, processes and tools, cultural values and
practical guidance on using our systems.
In addition to general support, there was also function-specific
support available for several teams. For example, customer
facing employees received a detailed toolkit to help them
quickly adapt to the company processes and find the right
contacts and links to various resources. We also required those
joining the company to complete online training courses,
including training on ethical business conduct.
See box on page 40 for more on Motorola Cultural Integration.
Unfortunately some restructuring was necessary due to lower
demand for products and services from WiMAX and GSM
businesses caused by the delay in closing the acquisition.
We made every effort to offer people positions in other parts
of the business, and alternative positions within the company
were planned for more than 1,200 employees. The reduction
was expected to affect approximately 1,500 positions.
39
Case study
Motorola cultural integration
We partnered with a research company to conduct a culture assessment involving an anonymous survey of more than
16,000 former Motorola and Nokia Siemens Networks employees. More than 7,000 (43%) responded. The survey
measured six elements of organizational culture: achievement, environment, communication, perspective, power and risk.
Supplementing this research, 29 face-to-face sessions were held with employees of both companies in 14 countries,
and 16 key leaders were interviewed.
Analysis of this information determined cultural similarities and differences and identified priority areas to focus on.
We communicated the results broadly to aid integration planning, and provided a manager communication pack which
suggested practical tips to help managers maximize desired cultural outcomes and mitigate cultural weaknesses.
Our Culture Ambassadors in various regions and business units helped new Motorola colleagues integrate into the
Nokia Siemens Networks culture. A leadership alignment workshop in July 2011 determined practical next steps, including
a diverse representation of 35 leaders from both companies. Examples of actions included partnering to resolve local
customer issues, quicker resolution of problems with virtual collaboration tools, cross utilization of employee competencies
to help customers, and a new change management model which will be used to train all managers and employees.
Engagement
Almost half (46%) of invited employees
(total 26,500) participated in an interim
pulse survey in April 2011 and we are
encouraged that the Employee
Engagement Index remained constant
at 73%. However, we saw a decline in
engagement levels in the full Employee
Engagement Survey in December
2011 which came shortly after the
announcement of our change in
business strategy and associated
restructuring. Around 84% of
employees responded.
This decline reflects a feeling
of uncertainty about the future of
our business as major changes
and restructuring were confirmed.
We believe that in the long term, the
far-reaching changes to our business
strategy announced in November 2011
will help to address some of the
concerns employees have consistently
raised such as the lack of clear
business strategy and long term
direction for the company, the diversity
of the products and services we offer,
and the lack of clear leadership.
40
Case study
Engagement Campaign in North America
Challenging economic times and a continued decline in engagement scores in North America prompted a focused
engagement campaign in the region. The week-long campaign targeted all employees, addressing the following four
questions:
Each question was addressed on a specific day through a variety of education programs and communication forums for
both employees and managers. Managers were encouraged to have further discussions in their own teams to emphasize
key learning points from the week and encourage employees to talk through a variety of channels in an open forum.
Communication methods included blogs, videos, training sessions, workshops, email and conference calls to allow all
employees throughout the region to take part.
Although employee engagement scores did not improve in North America in our latest survey, the campaign fostered
awareness of available tools and career options in the company and helped employees understand how they are
compensated and the range of salaries used in their region. It also gave people the opportunity for dialog
with managers and teams about the value they contribute to the company strategy.
Development opportunities
and leadership potential
We continued to work on personal
development opportunities for
employees in 2011 although Personal
Development Plan (PDP) coverage
declined heavily to 54%. Our tracking
and follow-up of PDPs focused on the
identified group of talents, where PDP
coverage was much higher (94%).
As the focus on cost reductions
impacted some of our face-to-face
learning options and employees ability
to participate in training, we focused on
promoting other important aspects of
development such as:
Promoting the importance of a
dialog between employee and
manager about the employees
development needs through the
Its your career campaign in 25
countries
Promoting the 70-20-10
development approach, where 70%
of learning should come from on
the job learning opportunities, 20%
from feedback and mentoring, and
10% from formal training
Promoting the importance of
continuous coaching and feedback.
41
Diversity
Diversity remains important to our
business and we continued to promote
it through our global programs for
developing talent and leadership skills,
and through our recruitment processes.
We introduced new requirements in
2011 that executive search firms must
put forward a minimum percentage of
women and candidates from different
countries for senior management
positions.
However, with significant changes in
the business and the need to address
employee feedback in other areas, we
did not have the resources to roll out
further diversity workshops for senior
leaders as planned. Instead, regional
organizations developed targeted
programs for improving gender
balance.
For example, in Germany we extended
a one-on-one mentoring program for
women and established a network to
encourage women in senior positions
to mentor female employees with
management potential. The aim is to
increase the number of women in
senior management. Network meetings
in 2011 covered topics such as
communication skills and ability to
innovate.
Labor conditions
Our Code of Conduct and Global Labor
Standard set out clear requirements for
labor conditions, based on the
International Labor Organisation (ILO)
Conventions. In 2011 we piloted the
Global Labor Standard in Brazil, India
and China, working with Social
Accountability International (SAI), one
of the leading global non-governmental
organizations aiming to improve rights
for workers.
We identified these countries as
high risk based on the Maplecroft
Labor Rights and Protection risk index,
customer requirements and our
headcount in each country. They
account for more than half our global
workforce.
42
Case study
Wellbeing@work Finland
Wellbeing is an important aspect of a healthy, sustainable
and high-performing workplace and we continued to promote
wellbeing during 2011. We ran a series of workshops designed
to give employees and line managers tools to achieve greater
balance between work and personal commitments.
In 2011, national statistics in Finland show that depression
was the most common diagnosis for disability pensions across
industry sectors. We introduced two new health programs to
address this issue as part of the wellbeing@work program in
Finland. The preventive path helps people learn how to identify
factors that affect working ability and find ways to manage
stress. It also educates people on how overloads develop and
how an individuals own resources can aid recovery. The
reparative path aims to improve the effectiveness of depression
diagnostics and care.
Both paths are continuous processes over a year, including
individual meetings with a psychologist, group meetings every
one or two weeks, follow-up visits and potential occupational
health negotiation. As well as these specific measures, we
increased the number of case-specific individual health
meetings between the employee, line manager, Human
Resources and Occupational Health Care. Together these
actions resulted in successful returns from sick leave and the
rate of disability pensioners decreased.
Community
Through our long term partnerships with key charities, our employees volunteering efforts
and donations, we support projects that focus on the benefits information and
communication technologies (ICT) can bring.
Strategy
In 2011 we redefined our community
strategy to focus on three key areas
where we can have the greatest impact:
education and ICT, disaster preparedness
and relief, and the environment. We
contribute to communities in these
areas in three ways:
Corporate social investment:
developing long term partnerships
with global charities that support our
aims
Employee volunteering: encouraging
employees to volunteer and contribute
to local programs in their region
Donations for disaster relief:
donating money and equipment
to support disaster relief efforts
worldwide.
Activity in 2011
We communicated these three themes
to our employees and encouraged
them to support related projects, as
well as updating our donations policy
accordingly. We strengthened our
global partnership with Save the
Children and worked closely with
WWF. After three years of working with
WWF, our formal partnership with the
charity ended in December 2011.
Corporate social investment
Our global collaboration with Save the
Children and WWF contributes to
projects that support our community
strategy:
Education and ICT: In 2011 we
built on our partnership with Save
the Children to promote childrens
rights and use of the internet to learn
life skills. We extended our previous
program on safer internet use for
children in Finland by creating a
wider media education program
called Childrens Voices targeting
Volunteering and
regional activity
We encourage employees around the
world to get involved in projects that
support our community strategy
through fundraising and volunteering.
Examples of community involvement
and volunteering projects in 2011
include:
China: a Green Pioneer Club of
around 80 employees from our
China office planted 180 trees in the
Binjang District of Hangzhou and at
He Ge Zhuang, a rural area on the
outskirts of Beijing.
43
Disaster relief
In 2011 we updated our donation
guidelines to focus on supporting
disaster relief efforts. We clarified
our policy on matching the fundraising
efforts of our employees and we
introduced a new tool for tracking
donations to make it easier for our
employees to raise funds. In 2011,
our employees raised funds for
disaster relief following the earthquake
and tsunami in Japan in March 2011
and to support aid agencies working in
the Horn of Africa region to combat the
effects of prolonged drought.
Case study
Preparing communities to cope
with natural disasters
When natural disasters such as flooding or an earthquake hit a community, rapid restoration of communications
infrastructure can support relief efforts and increase the chances of survival for those affected. But telecommunications
infrastructure can also play a critical role in preparing communities to cope with potential disasters and improving their
resilience.
This is the focus of a new pilot program launched in South Asia by Nokia Siemens Networks in collaboration with our
global charity partner, Save the Children, and co-funded by the Finnish Ministry of Foreign Affairs.
Flooding, cyclones, tornadoes, drought and earthquakes affect 30 million people annually in India alone, and the effects
can be worsened by lack of preparation. The purpose of the project is to set up Disaster Management Resource Centers
(DMRC). We are exploring the possibility of using our technology for an early warning system and developing new ways
of communicating voice and data information using little power or infrastructure. This is crucial because electricity and
communication infrastructure can be unavailable for weeks following a natural disaster. These centers will build the
resilience of vulnerable children and communities to protect them from the devastation caused by natural disasters.
Computers with customized software will be used to compile a database mapping vulnerability and risk, a loud speaker
system will relay early warnings and the project team will work with local institutions to develop safe evacuation routes for
South Asian communities to use in the event of a disaster. The project will also provide search and rescue kits, first aid
and cooking facilities, as well as supporting the ongoing management of the centers.
44
2009
2010
2011
609
551
518
4831 / 540*2
20,500
16,800
19,924
24,777
456
369
426*
20
23
20
20
N/A
N/A
118
160*
N/A
75
73
70
Male
N/A
90
89
88*
Female
N/A
10
11
12*
N/A
N/A
14.8
9.9
50%
82%
92%
90%*
13
17*
Environment
Energy
Carbon footprint
Total CO2 from our operations (Thousand tonnes)
Total CO2 normalized by sales (g/)
Health and safety
Number of lost-time incidents
Employees
Employee satisfaction / engagement index (%)
Diversity
Senior leader gender balance (%)
Excluding Motorola
Including Motorola
45
Progress in 2011
Status
Future targets
Target date
Ongoing
Ongoing
End 2012
Ongoing
Ongoing
End 2012
Not achievable
target
abandoned
N/A
N/A
Ongoing
Achieved
Partly achieved
Ongoing
Ongoing
End 2012
Ongoing
Ongoing
End 2012
Ongoing
Ongoing
End 2015
Achieved
Average 5% reduction year on
year for energy consumption of
own operations.
Ongoing
Partially
achieved
Ongoing
End 2012
Partially
achieved
End 2012
Achieved
End 2012
Ongoing
End 2012
Human rights
Implement human rights due diligence process in
line with the human rights policy by the end of 2011
Achieved
Ongoing
46
Target
Progress in 2011
Status
Future targets
Target date
End 2012
End 2012
Suppliers
Conduct in-depth audits on labor conditions and
environmental management of 16 suppliers by end
2011
Achieved
Not achieved
Partially
achieved
Achieved
End 2012
Achieved
End 2012
Partially
achieved
Not achieved
End 2012
Not achieved
End 2012
End 2012
47
Target
Progress in 2011
Status
Future targets
Target date
Ongoing
Ongoing
Achieved
Partially
achieved
Achieved
2013
Achieved
End 2012
Not achieved
End 2012
Achieved
Not achieved
Achieved
revised target
End 2012
Achieved
End 2012
Employees
48
Responsibilities of the
directors of NSN and
of the assurance providers
The directors of NSN have sole
responsibility for the preparation of
the Report.
We were not involved in the
preparation of any part of the Report.
In addition to the assurance of the
Report, we reviewed evidence for a
sample of material claims in NSNs
20-F submission to Nokia Group. We
have no other contract with NSN and
this is the first year that we have
provided assurance.
Our statement represents our
independent opinion and is intended to
inform all of NSN stakeholders. We
adopt a balanced approach towards all
stakeholders.
Our team comprised Dave Knight,
Elvin Ozensoy, Sini Forssell, and
Samantha Parsons. Further
information, including individual
competencies relating to the team can
be found at: www.twotomorrows.com.
49
Observations
50
1.
2.
3.
4.
5.
Indirect emissions from purchased electricity and district heating (tonnes CO2 equivalent)
6.
Direct emissions from gas and oil used in our facilities, methane and nitrous oxide from
heating (tonnes CO2 equivalent)
7.
8.
Percentage of employees who have completed online training on ethical business conduct
9.
10.
11.
Total number of Nokia Siemens Networks suppliers who have joined E-TASC to date
12.
Percentage of the sites of our top 250 suppliers by spend, to whom environmental
management system (EMS) alignment is applicable,
that have a documented EMS in place
13.
Percentage of the sites of our top 250 suppliers, to whom EMS alignment is applicable,
that are certified to ISO 14001
14.
Number of our top suppliers who have a set of targets to reduce environmental impacts
15.
16.
17.
18.
Percentage of procurement staff who have completed online ethical business training
19.
20.
21.
22.
23.
24.
25.
26.
27.
Dave Knight
Sustainability Services Director
Sustainability report 2011
51
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