Nikes Marketing Principles

Nikes Marketing Principles Blessed from the mighty heavens by the Greek Goddess of Strength, Power and Victory read Nike; the brand has always captured ones imagination and strengthened its position among the upper echelons of marketing icons. Nikes marketing strategy draws your attention by interrupting you, attracting you, ensnaring you and finally and most importantly satisfying you. In a recent conference, Paul Knight , the charismatic founder and ex- CEO of Nike chose a divergent outlook to most other speakers on the subject of choosing Nike over competition. He asked people who run to rise from the comfort of their seats. He then asked those who run three or more times a week to keep standing. He looked on and exquisitely announced -We are for you. When you get up at 5 oclock in the morning to go for a run, even if its cold and wet out, you go. And when you get to mile 4, were the one standing under the lamp post, out there in the cold and wet with you, cheering you on. Were the inner athlete. Were the i nner champion. Just Do It is more than a tag line, its a motto. Its a cheer. Its a rallying cry. A sublime demonstration which augmentsmarket segmentation, fortifies positioning, empowersbrand building, and exemplifies relationship management in a snapshot, slowly and yet subtly hitting the sweet spot. The Story So Far More than 25 years ago, Co-founder Bill Bowerman used a waffle iron to conjure up a new sole for a pair of running shoes. Nike hasnt looked back since. Innovation has been the mainspring for a company exalting in its enduring success. With insufficient funds to indulge in advertising, Phil Knight and Bill Bowerman took to the streets, selling shoes at local athletic meets from the backs of their trucks. The word-of-foot gripped the sporting fraternity and marked the beginning of Nikes success on track. Then came the late 80s and with it the pain of losing out on sales to Reebok who introduced training shoes, tailor made for a growing breed health conscious women. In a bid to regain market share, Nike played to their strength and countered punched with new models of shoes designed for various sports. This was the phase when Knight and Bowman realized the importance of aggressive marketing coupled with product innovation and began to invest a princely part of corporate revenues toward s marketing and advertising. By the early 90s, Nike was ranked as one of the best advertisers in the world, soulfully striking ones emotional chords rather than the rationale ones. The Marketing Mix One of the key ingredients of the perfect marketing recipe comes by way of blending in the marketing mix. The key elements of the marketing mix are a set of interrelated entities which are set in unison with one another. (Proctor, 2000: 212). The marketing mix is a combination of the 4 Ps Product, Price, Place and Promotion for any business venture. Adapted from Exploring Business (Karen Collins) We shall evaluate the positive and negative impact of Nikes marketing mix in more detail. Product: Product is the companys offering via goods or services to the customer. A product can be viewed at three different levels: Adapted from Selling and Sales Management (David Jobber) Core Product It is the main benefit that the product offers to the customer. In the case of footwear, it is meant to protect and comfort the human foot whilst it is on the move Total Product (adding value) The chief aim is to ensure that customers purchase your brand. Nike has been a dominant player in the footwear market over the years. Their well-crafted design, innovative products, marketing and brand building activities have helped them gain a differential advantage over their rivals. Their packaging and labelling has been state of the art over generations. Augmented Product(Extended Product) The non-tangible benefits that the product can offer. This encapsulates customer service, after sales and warranty. Nike prides itself on excellent customer services with faulty products instantly replaced without any flutter. Nike warranty time is standard to current markets. Today, Nikes products are manufactured in more than 700 factories, employing over 500,000 workers in 51 countries. The company, through its Footwear segment, offers footwear products for men, women and children. Through its Apparel segment, it is engaged in selling sports apparel and other accessories designed for specific purposes. Under the Equipment segment, the company offers a range of performance equipment such as bags, socks, timepieces, sport balls, electronic devices. Other segment offerings are brands such as Cole Haan, Converse, Hurley, NIKE Golf and Umbro. Over the years, Nike has changed the way the game is played with its wide range of products. Nikes offerings have been in the ascendancy with the sales of 175 different styles of shoes in the 1980s springing to almost 772 different styles in the 1990s collections to a remarkable 1200 different styles showcased in the 2000 collection. Nike Air Max was the first line of shoes introduced in 1987 with frequent additions in the same product line over the years. The Air Jordan XX3 was its marquee shoe product designed for basketball with the contemporary issue of environment consciousness in mind. The Ansoff Matrix The Ansoff Matrix is a marketing tool developed to help marketers figure out the best way to grow their business via new and existing products and new and existing markets. The four strategies involved comprise of: (Kotler, 2006:48) Market Penetration Product Development Market Development Diversification Adapted from Marketing Management (Philip Kotler) Market Penetration Market penetration is built around marketing existing products to existing markets. Some of the techniques involved to increase revenue are promoting the product, professing brand loyalty etc. Nike has invested heavily in drawing up an elevated level of brand awareness to its omnipresent customer base by way of sponsorships, advertising and promotional activities. The company have significantly revamped their supply chain system which in the past has hampered their quest to meet global customer demands. They have also driven their retail based sales strategy to maintain their shelf space with enticing incentives. Market Development Market development focuses on marketing existing products to new markets. Some of the methods involved in capturing a new audience are exporting products, targeting a new market segment etc. Nike has effectively been able to expand geographically with their multifarious product offerings. They pulled off a masterstroke in 2003 signing up Liu Xiang, Chinas first gold medallist at the Olympics .This was followed by an advertisement showcasing his muscle and that of a nation with the trademark Swoosh on his shoulder. The result a walloping 66% rise in sales of its core products in China in what was the start of an intangible treasure hunt. Product Development Product development talks about marketing new products to existing markets. The capabilities here involve innovating new products to replace already existing ones. Nike has constantly been on the run with its technically advanced shoes time and again. The classic example is that of the Air Jordan Lines. There have been a staggering 25 major models of the product released over the past 25 years with variable designs and signature performance re-layers. Diversification Diversification thrives on marketing new products to new markets. It can be classified as related and unrelated. Related means remaining in the same market one is familiar with. Unrelated is delving into a new industry with no marketing experience. Nike has followed related diversification. The Prime example: adding the clothing line to its existing shoe operations. Nike has introduced a 3D soccer game available for download from their website which advertises their key products. This is targeted on a global scale at youngsters who gradually get associated with the product catch them young they say! BCG Matrix The Boston Consulting Group matrix is a chart designed to help companies analyse the performance of their business units. The market growth and market share dimensions provide a handy evaluation for the company on how to prioritize their product portfolio. Adapted from Perspectives on Strategy (Carl W Stern/George Stalk) Cash cows earn a lot of revenue and the onus is on stability strategies. In Nikes case, a vintage example is that of the Air Jordan sneakers. They exhibit low growth but already have a dominant market share. Stars are fledging businesses that thrive on accelerated growth of market share. Companies tend to reinvest their profits back into the business hoping to gain enough market-share to envisage themselves as cash cows. Nike has recently announced quadrupling their investments in apparel innovation and trends citing it as their biggest opportunity in the next five years. Nike has also developed its Nike+ products combining the best of both worlds superior products and technology. Question marks are new businesses whereby companies delve into expanding markets albeit with a low market share. Companies use share profits from other businesses to try converting a question mark into a star. Fitting example of a question mark in Nikes case are their recent watches and electronic products designed to capture more market share. Dogs yield low returns in a low growing market. Companies tend to employ turnaround and retrenchment strategies for their dogs or even dispose them off if they dont foresee a measurable future. The Nike brass decided to sell Bauer Hockey in 2008 in the event of tight margins in hard goods and a flat hockey market. Product Life Cycle Product life cycle explains the history of a product and the stages which it went through. It can be divided into the following stages: Introduction Growth Maturity Decline Introduction Stage: When a product is introduced, sales are going to be low till the customers become aware of the product and its benefits. During this stage, the companies will try to establish a market and build a demand for the product. Growth Stage: The growth stage is a period of quick revenue growth. Sales start increasing as customers start getting to know the product and its benefits .Sales will increase further as retailers express their interest in shelving the product. Maturity Stage: Maturity stage is the most profitable phase. Advertising expenditure will be reduced. Competition by other firms on similar products will be foreseen. The primary objective at this stage is defending market share whilst going hell for leather with profit making. Decline Stage: Sales gradually begin to decline because of a potential variance in customer tastes. The market reaches its threshold for the particular product. Decrease in sales leads to either less or no profit at all. Example Air Jordan Air Jordan, also simply as Jordans are a brand of shoes and athletic apparel produced by Nike originally designed for a very well known professional NBA basketball player Michael Jordan. The Air Jordan line is now sold by the Jordan Brand subsidiary of Nike. Since its first release in 1985, there have been new designs of the shoe released each year and have been making decent profits even after Michael Jordan retired from the NBA. Below is the Life cycle for this product. Life cycle curve of Air Jordan SALES Introduction Growth Maturity Decline TIME Nike introduced the first series of Air Jordan shoes in 1985, there were a multiple series released till date. The above graph illustrates the stages this product went through in product life cycle, which was introduced in 1985. It had a decent introduction, it reached the next stage i.e growth by 1992 and made a good amount of profit and reached a maturity state by 1998 and has maintained stability in this stage till date. Nike Hockey Sticks In 1994, the year Nike bought Montreals Canstar Sports, maker of the popular Bauer skates and other equipment, it then manufactured the series of hockey sticks between 2004 -06 in china. Random testing by health have found the lead in the sticks far exceeds the acceptable tolerance and because the sticks are used by youths, lead is especially harmfull. Approximately 100,000 sticks have been found to have dangerous levels of lead. Nike Bauer has issued a recall that takes the sticks out of the hands of youth and junior players. Below is the product life cycle for this product: Nike Hockey Sticks Introduction Decline SALES TIME The above graph illustrates the sudden decline of a product. Nike introduced different models of Hockey sticks for respective customers in American region in the year of 2008. This product has not gone through the stages which comes before the decline stage, since, quite before the product would start growing, it started to decline since the sticks were found harmful to be played with. Positive Impact: Nikes gift to the world lies in the comfort of mankinds happy feet. Creativity has always been Nikes forte and it comes as no surprise that they have toyed with the idea of customers designing their own shoes. Watching over the process of production of their creation adds to customer satisfaction and gives them a sign of belonging. Keeping abreast with technology, Nike has collaborated with Apple Inc. to produce the Nike+ product used to monitor a runners performance through a radio device in the shoe linked to the iPod Nano. . The cricketing fraternity has largely benefitted from the Air Zoom Yorker, devised to be 30% lighter than competitor shoes. Athletes have found the Nike Free edition to be a major boon with the design allowing foot muscles to gain strength by way of less constriction mechanism. Basketball players found the Nike Hyper dunk to be quite useful with its superior shock absorption techniques minimizing the impact of stress on the muscles. Customer satisfaction can be directly mapped to the success of the company. Nikes capture of market share with its diversified product range has seen its revenue shoot through the roof in recent years. Negative Impact Nike also had its fair share of brickbats with respect to its products. Its futuristic-looking hockey skates bombed in the markets during the late 1990s. The failure was deduced to be a result of rushing the product into the market before fully straightening out the probable design problems. A good 13 years after acquiring Bauer, and arrogantly making promises that it would revolutionize the business of hockey, Nike eventually sold its Nike Bauer unit to investors Roustan Inc. and Kohlberg Co on February 2008, an unassuming fall from grace for one of the worlds powerful brands. Though Nike Bauer was a market leader, it was predicted that the company would find it hard to recover even half the $395 million amount it paid for Canstar Sports, Bauers Montreal-based parent, in December 1994 mainly due to the stagnant hockey market. Nike as a company was built on the assertion that low cost and high quality running shoes could be imported from cheap Asian markets like Japan and sold in th e US. Nike felt the negative tremors as allegations were rife that they underpaid factory workers in Indonesia they sold shoes for around about $150 and paid the person making them a meagre 50 cents!.Along came the by-products of child labour in Cambodia and Pakistan and unsatisfactory working conditions in China and Vietnam during production. Recently, Nike has brought about winds of change towards its irrelevant practices and is also dedicating its efforts towards environmentally responsible business operations Price Price is one the key component which more or less decides the fate of a company. It is a return on efforts poured into manufacturing and marketing a product. Listed below are the various components of an effective pricing strategy (Proth and Dolgui, 2010: 101) Market- Skimming The process of Price Skimming involves setting high price for new products. The objective is to skim the revenues layer by layer from the customers who are willing to pay more to have the product sooner. Market- Penetration This involves setting low prices for new products in order to attract and penetrate the market in the initial stage of the launch of the product Competitive Pricing Prices in this strategy are set lower than that offered by the competitors or same price with the added incentives to attract customers. Premium Pricing Prices are always set high for a product or service to emphasize its exclusiveness. Economy Pricing This is a no frills low down price technique, since the manufacture and marketing costs are kept at a minimum. Psychological Pricing This approach is manifested when marketers wants the customers to feel that they are paying less. Prices are often expressed as odd prices, for example 99.99 cents not 100 dollars. Product Line Pricing This approach is mostly used by the marketer who has a wide range of products or services offered. The price is reflective of the benefits of parts of the range. Optional Product Pricing Companies offer to sell option or accessory products along with their main product. Captive Product Pricing This is the practice where the prices of a basic product are kept low to attract customers and the price of a companion product without which the basic product cannot be used is kept high. Product Bundle Pricing In this approach different products are put in the same package and sell them for discount. This helps the sellers to move old stocks. Promotional Pricing This approach is mainly used by the sellers who want to promote their product by attracting attention to the business. Typical example is that of a buy one get one free scheme. Geographical Pricing Geographical pricing is considered for different variations in prices in different parts of the world. Value Pricing Prices of a product will be based on the value it creates for the customer. This is usually the most profitable form of pricing, if it can be achieved. Nikes Pricing Strategies Nikes pricing strategy all comes down to understanding the products, competition, marketing the product and most importantly determining which price point is the best for their product .Needless to say, it is very rare that an organization makes use of all the above permutations and combinations in pricing techniques. Nike is no different with its pricing strategy revolving around penetration pricing, premium pricing, value pricing, skimming pricing and psychological pricing. Penetration Pricing Nike initially started out on the principle of penetration pricing so as to capture market share and then gradually increased prices. Premium Pricing As Nike exclusive products developed; it became recognizable to consumers in that marketplace. This drove its perceived value to a higher level especially with the limited editions of the Air Jordans. Value pricing Nike went about setting the price to the degree at which consumers place their value on the product. It is at this very point that customers associated themselves with Nike and paid the extra penny, as long as their products remained state of the art and exhibited the cutting edge. Psychological pricing Nike has priced their products to $99.99 (for example). After all in ones mind, a .99 is always cheaper than a .00. Skimming pricing This approach dwells on skimming market profits layer by layer. Nike has used this to good effect in setting high initial prices for the new design they bring into the market. This is then tailgated by a gradual decline in price as the design has been in the market for a while and a new product is on its way. Adapted from Principles and Practice of Marketing (David Jobber) Nike employs a rapid skimming strategy of setting high prices as well as investing heavily in advertising the new product. Generally, Nike shoes current season last for a period between 3 to 6 months where they are sold at peak prices. After that season, comes a process called closeout where prices are gradually reduced. The final stage is that of the inventory cleanout where a take all basis strategy is employed to sales. Nikes quality is directly proportional to its commitment of excellence. Excellence comes at a premium and fittingly so. This places Nike in the upper rightmost quadrant of the Price vs. Quality matrix. Nikes products are well worth their weight in gold. Positive Impact Nikes dominance in the market through its vehement promotional strategy coupled with a smart pricing function makes the market as a whole unattractive for competitors. In most cases, it has identified the precise price points across its range of products. The impact of Nikes pricing strategies can be seen in its overwhelming sales and profit margins (on a single pair of shoes!!!) as depicted below. Negative Impact Nikes pricing strategy has not always been quaint. The Air Jordan brand shoes were premium priced, released once every year in order to keep the value of the shoe as high as possible and make it a collectors item. However, this has prompted this line of shoe to be highly duplicated or imitated which has become a major headache for Nike with the virus spreading to the other products just as well. In 2003, the overpriced Air Jordans at $200 were biting the dust on store shelves as consumers shifted base to Sketchers (SKX ), K-Swiss (KSWS ), and New Balance shoes who slowly began nibbling away at Nikes heels. Nike has not utilised all the strategies of pricing. Each and every pricing strategy has its own advantages and disadvantages. Nike can venture into approaches like promotional pricing as an attraction tool for the customer by mentioning the word FREE. Nike can also utilize product bundle pricing by combining products (with a high and low demand) and selling them at a discounted price. Place (Distribution) Place pin points to effective distribution of products or services to the end customers. It is paramount for the organization to correctly estimate the needs and wants of the customers to meet its marketing objectives. Adapted from Principles of Marketing (David Jobber) Channel 1: Direct Marketing (No intermediaries) The direct marketing channel has no intermediaries. The company sells straight to the customers. Channel 2: Indirect Marketing (One intermediary) The first level of indirect marketing involves one intermediary. The company sells its goods to large retailers who in turn line them up for customers. Channel 3: Indirect Marketing (Two intermediaries) The second level of indirect marketing involves two intermediaries. The company sells its goods to wholesalers who buy in bulk and sell them to smaller retailers. Channel 4: Indirect Marketing (Three intermediaries) The third level of indirect marketing involves three intermediaries. The company sells its goods to agents who contact wholesalers who further sell to retailers. From the view of the producers, more number of levels leads to higher complexity and much less control. Nike employs the first two channels to good effect. Heres how: Nike -Direct Marketing By 1999, NIKE had opened 13 of their privately owned NIKE Town superstores located in high traffic upmarket surroundings. The first of those was a posh store in Portland which was soon bettered by a larger than life outlet in downtown Chicago. Nike also operated 53 outlet locations focussed on liquidating overstocked and outdated inventory. NIKE redesigned and overhauled their website incorporated with e-commerce functionality. A variety of products were put up for sale at full retail prices. Nike Indirect Marketing (Retailers) Nike operates 338 retail stores in the US and 336 stores worldwide. Retail stores in the US Retail stores Worldwide Nikes store formats include a mix of departmental stores, footwear stores, goods stores, tennis, skate and golf shops, and as well as retail accounts. Nike store are centrally located and easily accessible. The company operates three significant distribution centres located at Memphis, Tennessee and Wilsonville, Oregon in the US. Then, there are the leased distribution facilities which operate on a comparatively smaller scale in the home country. Nike also runs 14 distribution centres worldwide with Japan and Belgium among their prime locations. Subsidiaries NIKE also has global presence through several of its subsidiaries. The wholly owned subsidiaries include Cole Haan, Converse, Umbro and Hurley. Converse is engaged in designing, distributing and licensing of athletic and casual footwear, apparels and accessories. Cole Haan designs, markets and distributes luxury shoes, handbags, accessories and coats. Umbro is engaged in the designing, distributing and licensing of athletic and casual footwear, apparel and equipment for soccer under Umbro brand. Hurley designs and distributes sports apparel relates to surfing, skateboarding and snowboarding. Nike is developing high calibre information systems, logistics and a much improved supply-chain management system. In the good old days production was based on instinct. Nike used to take a guess as to the number of pairs of shoes to churn out and hoped to cram them on retailers shelves. Nike has revamped its supply chain management systems since the disaster to ensure the right amount of sneaker s find their way across the world more quickly. Positive impacts As Nikes market share grew, it buoyed merchants who carried their products. This helped Nike negotiate terms with retailers on location, display and inventory levels all of which contributed to the overall customer experience. NIKE Towns in Portland and Chicago became an instant hit with customers flocking in to witness the two-story wall painting of Michael Jordan and trying out shoes in the mini basketball courts. Souvenirs and other rarities were a showcase for the latest Nike had to offer and helped in brand building activities. The 53 stores opened up for liquidation served as a handy means for getting rid of excess inventory whilst maintaining control of the brand. Nikes re- launched website keying in on inspirational content as well as innovative products was met with a phenomenal amount of success. Negative impacts In the early days, Nike suffered from retailer inconsistencies. Imperfect information was received on inventory levels leading to stock outs and misallocations .The infamous i2 fiasco was a rap on the knuckles for Nikes brand image. It was made an example of as a company that botched up its supply chain unit. It was a deemed to be software glitch and the repercussions cost Nike more than $100 million in lost sales, leading to a depressed stock price by about 20%, which further went on to trigger a flurry of class-action lawsuits. Succinctly, the i2 demand-planning engine ordered for a surplus of thousand Air Garnett sneakers than the market had called for and a thousand fewer Air Jordans than were actually in demand. Nike looked at various operational workarounds but at best it was a classic case of damage limitation. The opening of the NIKE Towns and e-commerce applications was a cause of concern for Nikes traditional retailers initially as it would eat into their business. Nike all ayed fears by positioning their direct marketing strategies differently to the retail markets but doubts were still casted on the anomalies of this move. Promotion Compelling promotions and captivating advertisements are the cornerstones of a successful product in contemporary times. Listed below are the various components of an effective promotional mix. Advertising Nikes legend with television commercials dates back to October 1982 with the first advertisement broadcast during the New York Marathon. Wieden and Kennedy were the creators in chief back then and not surprisingly their partnership with Nike still holds fort to this day and age. Nike advertisements are very appealing and leave a long lasting imprint in the viewers minds. Public Relations Public relation is an entity that focuses on both brand building as well as defending. Nike has recently employed the green public relations strategy. This has been a powerful weapon in the corporate social responsibility aspect with environmental issues the subject of concern in contemporary times. Personal Selling Nike endorses the personal selling technique to good effect. Customer assistants in Nike retail stores have direct contact and constant interaction with the buyers of their merchandise. Nike representatives often train customer assistants on the latest in technology and merchandize. Sales Promotions Sales Promotions are driven around the accelerated purchase of products. Nike entices its customers with discounts, rebates and gift coupons. Direct Mail In the direct mail method, publicity material is sent to a customer within the targeted segment. Nikes concentrated efforts in recent times towards publishing its customer catalogues has been met with open arms a staggering 200,000 responses to the catalogue e-mail in 60 days. Internet Marketing The dot com industry has been an emerging trendsetter in ever growing and evolving marketing strategies. Nike has given volumes of ad space to its armada of products via a network of sites. Nike is accelerating Internet marketing campaigns to diversify extensively on the web. The impact of these promotional strategies can again be traced back to the profits at which Nike operates on. Sponsorship has been a key strategy in Nikes promotional activities. Nike endorses a galaxy of celebrity athletes across all sports. Michael Jordan was an absolute superstar for them in terms of publicity and sales. A whole array of national teams including the Indian National Cricket Team is under sponsorship contracts with Nike. News has just come in of Nikes win as the official uniform sponsor of the National Football League (NFL) for a deal worth a whopping $500 million. The Communication Model Adapted from Marketing Management Philip Kotler Nike has efficiently translated all the key factors in efficient communication. Through their marketing strategies, they have reached out to a plethora of audiences and gained a profitable response. They have encoded their ideas, coated them with creativity and pushed them through to be easily decoded by the receivers (custo

Acquainted with the Night: a Story of Night Walks Experience Essay

Robert Frost’s poem â€Å"Acquainted with the Night† is told from the point of view of an unknown person. This person tells a story about how he/she has taken numerous late night walks, specifically in the rain. Using tone, diction, the title, structure imagery, and language, Frost writes a poem about a person’s late night experiences to relate to similar experiences that a reader may have encountered. With Frost’s word choice and the title he chooses to tell this story, the poem comes to exhibit a gloomy tone. Immediately after reading the title of the poem, it can be derived that the lines to follow will chronicle some form of darkness because the word â€Å"Night† in the title is a natural embodiment of darkness itself. To help support the gloomy tone initiated with the title of the poem, Frost chooses words such as â€Å"rain,† â€Å"down,† â€Å"saddest, â€Å"dropped,† and â€Å"cry† to populate the body of his poem. It should also be noted that the speaker in the poem is constantly distancing himself/herself from life and light as he/she out walks â€Å"the furthest city light,† tries to hide from the watchman, is â€Å"far away from an interrupted cry,† and is â€Å"further still† from the light of the moon. The fact that the speaker is unidentified gives more support for the poems gloomy tone. These elements, the tone, title and diction used, contribute to Frost’s purpose for the poem because they characterize the dark setting that allows the poet to write a story that is both believable and easy to relate to. Frost applies a structure and an aspect of imagery to the poem that allows it flow nicely while distinguishing each separate occurrence that the speaker mentions as he/she tells the story. Frost uses assonance as he rhymes â€Å"night† with â€Å"light,† â€Å"lane† with â€Å"explain,† â€Å"feet† with â€Å"street,† â€Å"good-bye† with â€Å"sky,† and â€Å"right† with â€Å"night† in an ABA rhyming pattern for each three line stanza and an AA pattern for the final two line stanza. These end rhymes give the poem rhythm. The poet also uses symbolism when talking about the aspects of night versus light. Darkness seems to come from the below and light from above as Frost writes of a â€Å"city light† and a â€Å"luminary light against the sky†. The darkness in contrast is seen far away from the lights and â€Å"further from the sky†. By utilizing components of the literal language in the poem, Frost emphasizes important points that he wants his audience to take note of to make the scenarios he discusses in the poem easier to understand. The poet uses the strategy of repetition a number of times as the words â€Å"I have† begin all three lines of the first stanza, the first two lines of the second stanza, the first line of the second stanza, disappears from the fourth stanza, and reappears in the fifth stanza and the last line of the poem. Frost does this to highlight that the speaker of the poem is familiar with the dark of the night. In addition, the phrase â€Å"acquainted with the night† is, including the title, repeated three times in the poem to underline the fact the speaker is indeed quite familiar with the scenarios that he/she is describing. Through tone, diction, the title, structure, imagery, and language, Robert Frost tells the story of how and why the speaker has become â€Å"acquainted with the night† with the purpose of relating what takes place in the poem to similar ordeals that a reader may have experienced. The poet makes the tone of the poem dark and gloomy so that the words the speaker says contain a more sinister and powerful weight to them. This helps to make the poem feel like an adventure.

Sony Ericsson Sustainabiliy Report 2011

2011 Sustainability Report Contents About Sony Ericsson About the report Financial results 1 2 3 4 5 6 7 8 10 12 14 16 18 19 20 21 Corporate A word from our President and Chief Executive Officer Governance People Vision in sustainability GreenHeartâ„ ¢ Contents The Life cycle approach Life cycle analysis Carbon footprint Recycling Substance control Supply chain Factory Health Community engagement 2011 Sustainability Report | Contents About Sony Ericsson Sony Ericsson is a 50:50 joint venture between Sony Corporation (â€Å"Sony†) and Telefonaktiebolaget LM Ericsson (â€Å"Ericsson†).In October 2011 it was announced by Sony and Ericsson that Sony will acquire Ericsson’s stake in the company and that Sony Ericsson will become a wholly-owned subsidiary of Sony. The transaction is expected to close in February, subject to customary closing conditions, including regulatory approvals, and Sony Ericsson will be renamed Sony Mobile Communications. Over the years Sony Ericsson has brought together the best communication technologies with superior entertainment user experiences to create its Xperiaâ„ ¢ line of the ‘most entertaining smartphones’ in the mobile handset industry.Building on the momentum of the previous year, Sony Ericsson continued to drive forward its smartphone strategy in 2011, shifting the business from feature phones to smartphones. The AndroidTM based smartphone XperiaTM portfolio remained at the heart of this strategy and will continue to serve as a cornerstone of the smartphone line-up as the company integrates fully with Sony. 2011 Sustainability Report | About Sony Ericsson 1 About Sony Ericsson About the reportSustainability is a central part of everything we do at Sony Ericsson, both internally and externally, from the development of our handsets to the recycling initiatives in our offices. With this is in mind we strive to be a leader in the industry working across the three main areas of sustainability à ¢â‚¬â€œ economic, environmental and social. We take a life cycle approach to each, addressing all aspects of a phone’s life cycle; from the design and supply to production, use and end of life. The Sony Ericsson Sustainability Report 2011 addresses these areas and presents them along with our life cycle approach.We have created the following life cycle graphic to showcase this approach in a simple and easy to understand way: Design Production Supply Unless otherwise stated, all information and data contained in this report pertains to activities undertaken from January 1, 2011 to December 31, 2011. The report examines aspects of Sony Ericsson’s activities all around the world, including our manufacturing facility, Beijing SE Potevio Mobile Communications Co. , Ltd. (BMC). The financial figures referred to in the report cover the period from January 1, 2011 to December 31, 2011.Sony Ericsson would like to thank all the people who have contributed to this report. Informa tion on our ongoing sustainability work can be found at www. sonyericsson. com/sustainability If you have any comments or suggestions on this report, we are happy to receive your feedback at [email  protected] com We welcome open dialogue with all stakeholders on our GreenHeartâ„ ¢ blog at http://blogs. sonyericsson. com/greenheart About the report Life Cycle Approach Use End of Life Forward-looking statementsThis report includes forward-looking statements, including statements reflecting management’s current views relating to the growth of the market, future market conditions, future events and expected operational and financial performance. The words â€Å"believe†, â€Å"expect†, â€Å"foresee†, â€Å"anticipate†, â€Å"assume†, â€Å"intend†, â€Å"may†, â€Å"could†, â€Å"plan†, â€Å"estimate†, â€Å"will†, â€Å"should†, â€Å"could†, â€Å"aim†, â€Å"target† , â€Å"might† or, in each case, their negative, and similar words are intended to help identify forward-looking statements. Forward looking statements may be found throughout this document.Although we believe that the expectations reflected in these and other forward-looking statements are reasonable, we cannot assure you that these expectations will materialise. Because forward-looking statements are based on assumptions, judgments and estimates, and are subject to risks and uncertainties, actual results could differ materially from those described or implied herein. Important factors that could affect whether and to what extent any of our forward-looking statements materialise include various factors that may be out of our control.We undertake no obligation to publicly update or revise any forward-looking statements or potential inaccuracies included in this report, whether as a result of new information or future events. 2 2011 Sustainability Report | About the report Fin ancial results 2011 was a year of transition for Sony Ericsson. The company saw fluctuations in its financial results, with Q2 earnings impacted by the Japan earthquake and Q4 earnings affected by intense competition and the challenging global macro-economic situation. For the fiscal year January 1, 2011 to December 1, 2011 total consolidated net sales during the period reached EUR 5,212 million. Income before taxes amounted to EUR -243 million, of which net restructuring costs were EUR 93 million, and net income after taxes was EUR -247 million. The number of units sold (excluding accessories) over the period was 34. 4 million units. In an effort to further increase efficiencies, a restructuring programme was launched in December. The restructuring costs for this programme are EUR 93 million. The quarterly breakdown of Sony Ericsson’s key figures is as follows: (Units sold in thousands, values in million Euros).Financial Results for 2011 1Q 2011 2Q 2011 3Q 2011 4Q 2011 Units sold (million units) Net sales (EUR million) NIBT (EUR million) Net income (EUR million) 8,142 1,145 15 11 7,644 1,193 -42 -50 9,549 1,586 31 0 9,036 1,288 -247 -207 Smartphones generated nearly 75% of the total sales in 2011, compared to nearly 50% in 2010. To date, Sony Ericsson has shipped a total of 28 million Xperiaâ„ ¢ smartphones since initial launch of its Androidâ„ ¢ based Xperiaâ„ ¢ range in 2010. 2011 Sustainability Report | Financial results 3 Financial results A word from our President and Chief Executive OfficerPresident and Chief Executive Officer 2011 was an eventful year for Sony Ericsson. We truly transitioned out of the feature phone business to become a smartphone company. Throughout the year we launched a range of exciting and innovative Android smartphones, including the pioneering gaming device Xperiaâ„ ¢ PLAY, the world’s first Playstation Certified smartphone. We also brought our GreenHeartâ„ ¢ credentials even further across our portf olio, striving to offer eco-friendlier Xperiaâ„ ¢ smartphones, chargers and accessories to our consumers, and we received the 2011 EISA Green Smartphone award for our Xperiaâ„ ¢ mini.However in March, we received the shocking news of the earthquake and tsunami in Japan. As a company with a Japanese heritage and major operations in the country, this tragedy affected us all personally and professionally, impacting our employees and supply chain. During these tragic events, I was personally moved by the courage, commitment and teamwork demonstrated by our staff in Japan and the Japanese people as a whole. Since then, we have been focused on learning from and adapting to the consequences of a natural disaster, ensuring that we actively manage risk should we experience similar events in the future.In October, Sony announced its intent to acquire Ericsson’s share in Sony Ericsson, making the mobile handset business a wholly-owned subsidiary of Sony. This integration provides us and our consumers with great opportunities as we become part of Sony’s broad platform of network-connected consumer electronics products, content and services. Sony Ericsson’s name will change and we will be known as Sony Mobile Communications. Throughout 2012 we will continue our shift to smartphones as we become part of Sony.Smartphones are a fundamental component of the Sony convergence strategy and the vision of an integrated user experience for all Sony consumers. The integration will also enable us to join forces and utilise Sony’s and our own strengths to create new initiatives in the area of sustainability. Together we will work hard to ensure that sustainability is a thread that runs all the way through our business via the life cycle approach, from the activities in our supply chain to our recycling initiatives. Thank you for your interest in our 2011 Sustainability Report and please continue to give us your feedback via our GreenHeart blog: http:// blogs. onyericsson. com/greenheart Bert Nordberg President and Chief Executive Officer Sony Ericsson Mobile Communications 4 2011 Sustainability Report | A word from our President and Chief Executive Officer Governance In October 2011, Sony announced its intent to acquire Ericsson’s 50 percent share in Sony Ericsson Mobile Communications, making the mobile handset business a wholly-owned subsidiary of Sony. The transaction is expected to close in February, subject to customary closing conditions, including regulatory approvals, and Sony Ericsson will be renamed Sony Mobile Communications.At Board level Sir Howard Stringer, Chairman, CEO and President of Sony Corporation, remained Chairman of the Board of Sony Ericsson. Hans Vestberg, President and CEO of Ericsson, remained Deputy Chairman of the Board of Sony Ericsson. Bert Nordberg remained President and CEO of Sony Ericsson and in July 2011, Yoshihisa (Bob) Ishida was appointed as Deputy CEO and Executive Vice President. Al ong with some of its global corporate functions in London, Sony Ericsson has sales and marketing operations in major regions of the world.Its product development and R&D activities sites are based in: †¢ Beijing, China †¢ Lund, Sweden †¢ Silicon Valley, United States †¢ Tokyo, Japan Sony Ericsson’s financial risk management is governed by a policy approved by the Sony Ericsson Board. The management of the risks is executed by a centralised treasury function and its principal role is to ensure appropriate financing, manage the liquidity, to secure effective cash-management and to manage the accounts receivable, as well as managing and controlling financial risk exposures in a manner consistent with underlying business risk and financial policy.How our organisation is structured President & CEO Corporate Functions Deputy CEO & EVP EVP, Sales & Marketing Technology Product Quality & Validation Operations Sales Marketing 2011 Sustainability Report | Governance 5 Governance Financial risk management People Sony Ericsson prides itself on the range of talented people who work for us and make us who we are as a company. Without our employees we would not remain an innovator in the industry so we would like to say a big thank you to all the people who work to bring our products to life and to the market.While 2011 was a year of change for our employees, with the announcement that Sony will acquire Ericsson’s stake in the company, it was also the beginning of a new start as we embark on a new journey within the Sony family. Total Headcount in 2011 5% 30% 38% 2011 Total 8056 China Germany Japan Other Sweden USA 14% 11% 2% Code of conduct and governance Sony Ericsson has a Corporate Social Responsibility Code in place to make sure that the human rights of all our employees are complied with and respected throughout the company.In addition, we have an HR governance structure in place to ensure that all local and international laws with res pect to employee and human rights are adhered to. Both the Corporate Social Responsibility Code and HR governance structure are run in close association along with employee representatives around the world. In addition, our HR team works directly with the global management team to bring to life these initiatives and ensure that Sony Ericsson is a preferred employer in the locations in which we operate. People 30% 2011 Gender Female Male 70% 5% 1% 16% 25% 2011 Age group 18-29 30-39 40-49 50-59 60+Global diversity We are a global organisation with our employees coming from over 70 countries across the world, so diversity in all its forms is embedded into everything we do. As such we appreciate and aim to nurture all the benefits that working in a global organisation can bring and we are committed to improving cultural and gender diversity within the business. 53% 4% Talent and performance management Talent management is extremely important to us in ensuring that we identify the right people for the right positions in our company and also hold onto our best and brightest employees.Our Talent Management Programme is specifically designed to help us do this and so far we have seen great success here. This programme works hand in hand with other initiatives such as our global leadership programme for particular leadership talents. All of our employees are also reviewed and appraised through a yearly performance management process and in 2011 we once again conducted our global employee engagement survey. 40% 2011 Nationality American 29% Chinese German Japanese Other 11% 14% 2% Swedish 6 2011 Sustainability Report | PeopleVision in sustainability Our vision: †¢ The resources consumed to make and use our products should not limit future generations to fulfil their goals and dreams †¢ Every Sony Ericsson product should be safe and not pose any threat to the environment throughout its full life cycle †¢ Our products should be produced in fair and sustaina ble working conditions The overall Sony Ericsson sustainability vision is that the value of our products and the experiences from them should outweigh the resources that they consume.We have a responsibility to our customers and end-users to consider and take into account the whole life cycle impact of our products. Our mission is that the production of our products, and indeed the products themselves, should have a minimal ecological footprint. This vision includes a better life for this generation and next generations to come, striving to become even better by reducing any environmental impact and lowering our use of resources. 2011 Sustainability Report | Vision in sustainability 7 Vision in sustainability Design Production Supply GreenHeart & Energy Use End of LifeGreenHeartâ„ ¢ For us it is not about making one green phone, it is about making all phones green. One of our key challenges is to raise the environmental awareness when people buy and use mobile phones. With this i n mind GreenHeartâ„ ¢ was created as a way of providing a comprehensive approach to building and communicating a more sustainable business. GreenHeartâ„ ¢ is all about giving consumers a greener choice. We are committed to lowering the overall environmental impact of our products by implementing green initiatives across the portfolio without compromising on features, functionality or design.From the very beginning, with the launch of the Sony Ericsson C901â„ ¢ GreenHeartâ„ ¢ in 2009, the intention was to make every Sony Ericsson phone and accessory a GreenHeartâ„ ¢ product. For us GreenHeartâ„ ¢ is not a competition to produce the ‘greenest’ products, it is an initiative to improve our entire portfolio and make a positive impact on the environment. We want to ensure that every Sony Ericsson phone and accessory includes GreenHeartâ„ ¢ credentials and, step-by-step we are working towards this goal. Design Production Supply GreenHeartâ„ ¢ In 2011 we implemented GreenHeartâ„ ¢ to our core analysis portfolio.With Xperiaâ„ ¢ neo, Xperiaâ„ ¢ neo V, Xperiaâ„ ¢ pro, Xperiaâ„ ¢ mini and Xperiaâ„ ¢ mini pro we offer more Use End of Life eco-friendly smartphones on the Androidâ„ ¢ platform. The back covers of the 2011 Xperiaâ„ ¢ Greenheartâ„ ¢ smartphones contain 50% – 70% recycled plastics, which Design Production helps to conserve scarce natural resources and reduce Supply the use of oil based virgin plastics. We have worked hard to use waterborne paints in as many GreenHeartâ„ ¢ Carbon footprint products as possible, which significantly lower emissions of Volatile Organic Compounds (VOC) compared to Use End of Life solvent-based paints.From the beginning of 2011, all of our new headsets and chargers were GreenHeartâ„ ¢ compliant. Our headsets use recycled plastics and our chargers fulfil Energy Star V requirements and have Design Production a no-load power consumption of ? 30 mW. Supply As a t estament to our GreenHeartâ„ ¢ credentials and our Recycling commitment to continually improve the environmental impact of our phones, during 2011 Sony Ericsson Use Xperiaâ„ ¢ mini received the EISA Green Smart Phone 2011 – 2012 award. Design Production Supply Life cycle End of Life Substance control Use End of LifeEnergy consumption is a hot topic amongst users of smart phones and that’s where the Sony Ericsson Xperiaâ„ ¢Design mini Production outperforms the direct competition, be it used as a mobile Supply phone, music machine, mobile internet device or even photo camera. Recycling by SIMS Mirec Recycling Solutions, CSR the world’s largest electrical and electronics recovery and recycling company, clearly shows that when it comes to Use chemical analyses, the Sony Ericsson Xperiaâ„ ¢ mini scores End of Life best also. Despite its compact size and weight, the Sony Ericsson Xperiaâ„ ¢ mini is a clear Green winner in the mobile Design phone market of today.Production http://www. eisa. eu/award/56/european-green-smartphone-2011-2012. html Our Use Supply factory End of Life Design Production Supply Health Use End of Life Design Production Supply 8 2011 Sustainability Report Community | GreenHeartâ„ ¢ engagement Use Charger rating ? 0. 03 W No-load power consumption score chart > 0. 03 to 0. 15 W > 0. 15 to 0. 25 W ? 0. 03 W We have also introduced environmentally conscious packaging concepts for our accessory products. During 2011, we replaced all our plastic blister packaging with other more energy efficient solutions.Also, we reduced the packaging material by up to 30% and are using up to 50% smaller boxes in comparison to 2010. Finally, to save natural resources we do not provide No stars extended paper manuals and CDs with our phones. By replacing paper manuals with an electronic in-phone version, we have saved approximately 350 tons of paper per million phones produced. This is equivalent to 13,000 trees and 75,000 cub ic meters of water. > 0. 250. 03 to 0. 15 W > to 0. 35 W > to 0. 5 W > 0. 350. 15 to 0. 25 W > 0. 5> 0. 25 to 0. 35 W W > 0. 35 to 0. 5 W No stars > 0. 5 W Mobile Device Charger Energy Mobile DeviceIPP project Phase 1 Voluntary Agreement EU and Industry IPP project Phase 1 Agreement EU and Industry Voluntary Manufacturer/Producer: Sony Ericsson Manufacturer/Producer: Sony Ericsson Model: EP-800 Model: No-load consumption: ? 30mW EP-300 No-load consumption: 30 mW Charger Energy Mobile Device Charger Energy Mobile Device Voluntary Agreement EU and Industry IPP Voluntary Phase 1 EU and Industry project Agreement Manufacturer/Producer: Sony Ericsson Manufacturer/Producer: Sony Ericsson Model: CST-15 Model: No-load consumption: CST-15 60 mW No-load consumption: 60 mW IPP project Phase 1Charger Energy Mobile Device Energy Mobile Device Charger Charger Energy Voluntary Agreement EU Voluntary Agreement EU and Industry Charger Energy and Industry Charger Energy IPP project Phase 1 IPP projec t Phase 1 Mobile Device Mobile Device Mobile Device Mobile Device Charger Energy Voluntary Agreement EU and Industry IPP project Phase 1 Charger Energy 2011 Sustainability Report | GreenHeartâ„ ¢ 9 GreenHeartâ„ ¢ Consumers have high expectations of our products and it is important that the packaging reflects the overall experience of the phone.But packaging is also key to achieving a positive environmental impact and we have optimised the packaging of our products to make them more eco-friendly. We only use recyclable packaging materials and all packaging parts can be separated to facilitate recycling. Minimised packaging allows us to send more phones within each shipment, cutting down CO2 from transportation and saving non-renewable fuels. All our phone packaging boxes are made from paper and we are able to trace the origin of our virgin paper material. Whenever technically possible we use ink and varnish which is solvent-free and vegetable oil based ink.Design Production Sup ply Life cycle analysis Use End of Life Life cycle analysis Working with the life cycle perspective – our products When we assess the impact our products have on the environment, we look at the whole life cycle. The journey begins with the sourcing of materials, component manufacturing and product assembly. The products are then shipped to customers around the world and reach the end of their journey in the hands of consumers. With the availability of software updates, the lifetime of the phone can be prolonged but eventually a consumer will more than likely purchase a new handset.As a responsible consumer, he or she will recycle the old phone so that the materials can be used to make new products. The life cycle description above, gives a very brief introduction to what needs to be considered when analysing the impact that a product has on the environment. Key factors in this process include substance control, limiting greenhouse gas emissions and increasing recycling but it is also about people and having a positive social impact on the world. Sony Ericsson works hard to address all of these elements and to contribute to society through community engagement activities.Design Production Supply carbon footprint for each phase is measured or estimated footprint based on common behaviour and practices. All of these figures are added together and the total Use represents the overall environmental impact of the product. At Sony Ericsson we first completed a full life cycle analysis (LCA) Design in 2008 on a W890*. That work resulted in an LCA model Production that we still use internally today to measure and keep track of the carbon footprint of our products. Carbon End of Life SupplyLife cycle analysis Life cycle assessment of our phones One way of measuring the impact a product has on the environment is to calculate its carbon footprint. This means that each phase of the product’s life is analysed and a The LCA that we conduct on our products is ba sed on a three year life expectancy. As shown in the figures, the Use End of Life biggest impact area is the component manufacturing. This is because the manufacturing of electronic components, especially integrated circuits and displays, is very energy intensive.The second largest impact isDesign the Production user phase which includes the energy that the end user consumes to charge the phone. As you can see, the user Supply Substance phase for W890 creates a slightly larger impact than for control Xperiaâ„ ¢ arc. The difference is small however and the reason it isn’t greater is that even though we have worked hard to Use End of Life reduce the energy consumption of our chargers, the fact that a smartphone has a greater functionality increases its energy consumption.For W890, the transportation of the Design components and the phones has the third biggest impact, Production while for Xperiaâ„ ¢ arc, the third biggest impact area is the Supply raw material extraction. The reason that the transportation impact is lower for Xperiaâ„ ¢ arc is largely due CSR to Sony Ericsson’s improvement work with reducing packaging and removing materials such as CDs and extended Use End of Life paper manuals. Design Production Supply Recycling Our factory Use End of Life Design Production Supply Health Use End of Life Design Production SupplyCommunity engagement Use End of Life *In a formal Critical Review Panel carried out in 2010 at The Royal Institute of Technology (KTH) in Sweden and chaired by The Swedish Environmental Research Institute (IVL), it was found that the overall quality and review process for the Sony Ericsson W890 life cycle analysis was excellent and in full compliance with the ISO 14040 series standards. 10 2011 Sustainability Report | Life cycle analysis Here are some examples to give an indication of how the LCA and the carbon footprint differ between some Sony Ericsson products.Results cannot be directly compared to other manufact urers as there is currently no common model used to calculate them. †¢ Xperiaâ„ ¢ arc: 31kg CO2 equivalents †¢ Xperiaâ„ ¢ mini: 28kg CO2 equivalents †¢ Sony Ericsson txt: 19kg CO2 equivalents †¢ Sony Ericsson W890: 24kg CO2 equivalents The figures above clearly show that high-end phones like Xperiaâ„ ¢ arc generally have a higher carbon footprint than low end phones such as Sony Ericsson txt or the W890. Smartphones are high end phones, and as we commit to expanding our smartphone range we realise that addressing the carbon footprint of smartphones is going to be a growing challenge for us.In the short term, this is resulting in an increased environmental impact, however we are keeping track of this and are working to find sustainable solutions. W890 LCA result 2008 16% 8% 2% 4% Raw material extraction Component manufacture Transportation Sony Ericsson Activities 14% 56% Phone assembly, testing and warehousing Usage Xperiaâ„ ¢ arc LCA result 2011 2% 3 % 8% 15% 9% Raw material extraction Component manufacture Transportation Sony Ericsson Activities Phone assembly, testing and warehousing Usage Our goalIn 2008, Sony Ericsson set a goal to reduce the greenhouse gas emissions from the full life cycle of our products by 15% by 2015, based on 2008 levels. In 2008, the total emissions of carbon dioxide equivalents were 2,036,165 tonnes. In 2011 that number was reduced to 1,018,400 tonnes CO2 equivalents, equalling a reduction of 50%. As these absolute figures correlate to sales it is important to continue to focus on reducing the carbon emissions for each individual product to reach our long term goal. 63% 2011 Sustainability Report | Life cycle analysis 11 Life cycle analysisDesign Production Supply Carbon footprint Use End of Life Carbon footprint Our carbon footprint As we have explained in the previous LCA section, one of the tools we use to measure the impact Sony Ericsson’s products have on the environment is by calculating their carbon footprint. We also use this methodology for our business activities which includes keeping track of and reporting our direct and indirect greenhouse gas emissions according to the Greenhouse Gas Protocol (GHG Protocol). Design Production Supply Our goal Recycling End of Life Carbon footprintThe GHG Protocol defines three Scopes of how companies should report their greenhouse gas emissions. Scope 1 is for direct greenhouse gas emissions that come from sources that the company owns or controls. Scope 2 is for indirect greenhouse gas emissions from purchased electricity which includes purchased electricity, steam, heating and cooling. Scope 3 is optional and is used for reporting other big indirect greenhouse gas emissions. Under Scope 1, Sony Ericsson reports fugitive greenhouse gas emissions from air conditioning equipment and emissions from employee travel in company ehicles. Under Scope 2 we report greenhouse gas emissions from purchased electricity, steam, heating an d cooling for our manufacturing site and offices. We also choose to report Scope 3, under which we report greenhouse gas emissions from business travel and logistics. In 2008, Sony Ericsson set the goal to reduce the Use greenhouse gas emissions from our internal activities by 20% by 2015, using the 2008 levels as the baseline. The internal activities are defined as Scope 1 and 2 emissions Design and the emissions from business travel.In 2010 we had Production reduced our greenhouse gas emissions by approximately 11%. In 2011, we are at approximately the same level, Substance 10% compared to the baseline, but we are still confident control in meeting our 2015 target. Supply Use End of Life As seen in the tables, emissions from logistics and business travel decreased over 2011, while emissions from manufacturing and Sony Ericsson offices, Scopes Design 1 and 2, remain about the same. The drop in the logistics Production figures is partly due to Sony Ericsson’s transformation t o Supply a smartphone only business developing fewer low-end phones.To reach our 2015 target, we need to reduce our CSR Scope 1 and Scope 2 emissions as well as our business travel emissions. We are currently half way to meeting our Use target and ready to take on the challenge of further reducing End of Life our emissions. Over the course of 2011 further actions were taken and initiatives were put in place to achieve this Design target. A brief summary of these can be found in the paragraph Production Supply below. We are committed to continue these in 2012 and believe that they will help us reach our target. OurDuring 2011 we worked with our transport providers to find ways to reduce our carbon emissions for Use logistics, as well End of Life as initiating a site review project to conduct environmental reviews of our office sites. The aim is to identify improvement areas and to make each site more sustainable. Design Production Going into 2012 we will continue this work and strive to lessen the environmental impact from all of our offices and Supply transportation activities. factory Health Renewable energy and green buildings Currently Sony Ericsson uses 100% renewable energy for our sites in Sweden.Lund, Sweden, is Sony Ericsson’s biggest site and the renewable energy used there and Design at our other Swedish site totals approximately 26% of Production all the electricity used by Sony Ericsson. The renewable electricity is certified by the Swedish Society for Nature Community Conservation and is made exclusively from renewable engagement energy sources, such as hydropower and power from biomass. Sony Ericsson strongly believes in sustainability Use and this is reflected when we choose our office buildings and was a key consideration when Sony Ericsson moved into a new building in Atlanta, USA.One of the criteria in the search for the building was that it should have a Leadership in Energy and Environmental Design (LEED) certification. The building that was chosen not only has a LEED Gold certificate which is the second highest LEED certification, but Sony Ericsson also made sure to certify the tenant fit-out which received a LEED Gold certificate. Use End of Life Supply End of Life 12 2011 Sustainability Report | Carbon footprint Carbon footprint figures kg CO2 Offices and In-house manufacturing Business travel Logistics TotalScope 3 TOTAL (Scope 1, 2 & 3) Scope 1 Scope 2 Scope 3 Scope 3 2008 573,431 36,366,259 26,378,287 189,643,325 216,021,612 252,961,302 2009 1,098,395 33,535,653 19,705,217 120,683,029 140,388,246 175,022,294 2010 564,369 33,009,027 22,569,047 89,388,498 111,957,545 145,530,941 2011 759,230 33,589,827 22,447,594 56,561,422 79,009,016 113,358,074 kg CO2 TOTAL of SE internal activities (Scope 1, 2, 3 excl. logistics) Yearly reduction result (%) of SE internal activities (Scope 1, 2, 3 excl. logistics) Reduction result (%) of SE internal activities against the target baseline 2008 (Scope 1, 2, 3 excl.Logistic s) 2008 63,317,977 N/A N/A 2009 54,339,265 -14% -14% 2010 56,142,443 3% -11% 2011 56,796,651 1% -10% Renewable energy For sites Of all purchased electricity 2007 2008 2009 2010 2011 38% 42% 44% 53% 47% 23% 25% 29% 31% 26% Total absolute results Scope 1 and 2 (In-house manufacturing + Sony Ericsson offices) kg CO2 – absolute 2008 – 2009 2008 – 2010 2010 – 2011 2008 – 2011 -6% -9% 2% -7% Total absolute results Scope 1, 2 & 3 (manufacturing, Sony Ericsson offices, business travel, logistics) kg CO2 – absolute 2008 – 2009 2008 – 2010 2010 – 2011 2008 – 2011 31% -42% -22% -55% Scope 1 and 2 In-house manfacturing kg CO2 – absolute 2008 – 2009 2008 – 2010 2010 – 2011 2008 – 2011 Sony Ericsson offices kg CO2 – absolute 2008 – 2009 2008 – 2010 2010 – 2011 2008 – 2011 -1% -13% 8% -6% -9% -7% -1% -8% Scope 3 Business travel kg CO2 – absolute 2008 â €“ 2009 2008 – 2010 2010 – 2011 2008 – 2011 Logistics kg CO2 – absolute 2008 – 2009 2008 – 2010 2010 – 2011 2008 – 2011 -36% -53% -37% -70% -25% -14% -1% -15% NOTE: The 2008 (baseline), 2009 and 2010 data has been updated as a result of error corrections and better data collection.This explains the increased figures for the Sony Ericsson offices and the decreased figures for renewable energy, compared to the results presented in earlier reports. 2011 Sustainability Report | Carbon footprint 13 Carbon footprint Design Production Supply Recycling Use End of Life Recycling Too precious to throw away Our phones remain valuable assets even after the end of their useful life, thanks to the materials contained within them. Those materials, when used again, reduce the need for mining and further depleting the Earth’s resources.We have been helping to facilitate this recycling journey since 2008. 0 20 40 Design Production Sup ply Substance Number of countries covered bycontrol recycling information 2009 – 2011 Use 60 80 100 End of Life Design Supply January 2009 January 2010 January 2011 December 2011 6 8 8 9 29 30 32 Use Production59 Why recycle? When not properly taken care of, waste can have negative impacts on both human health and the environment. However, there is a way to avoid these negative effects as well as to recover valuable materials (especially metals) through controlled recycling.Recycling can significantly reduce the demand for virgin metals and contribute to reducing greenhouse gas emissions from the mining and primary production of precious metals – both very CO2 intensive activities. Additionally, by reducing the need for landfills, recycling makes it possible to use the land in a better way so it does not become redundant â€Å"wasteland†. 58 55 CSR End of Life Recycling General information Third party system Sony Ericsson’s own systems Production Supply D esignOur We aim to increase direct collection from end users, with a factory Recycling facts & figures Although mobile phones hold big potential for material and value recovery at their end-of-life, they are rarely recycled. Sony Ericsson set out to change this with our Global Take-Back programme, which we launched in 2008. The starting point was establishing the Global Environmental Warranty guaranteeing environmentally sound recycling of phones collected by us. In the next stage we established and increased the number of recycling collection schemes.However, we soon recognised that to better support our consumers we also needed to raise awareness of recycling in general and of our Global Take-Back programme. To achieve this we set out to provide readily available and easy-to-understand information on local recycling possibilities: www. sonyericsson. com/recycle. We also provide recycling information with our products, and all of our call centre agents are trained to answer recycli ng-related questions. We have come a long way since we started this initiative with only six countries.Today we provide information on recycling schemes in 41 countries, nine of which are run by or in co-operation with Sony Ericsson with approximately 500 collection and information points or pre-paid collection initiatives. In the other 32 countries we support and direct our users to industry, municipality and privately owned recycling schemes. focus on countries that currently do not have any recycling Use support initiatives in place. One of our activities, which began in 2011, aims to increase recycling collection through free postal return.Production Since we started the recycling collection initiative, the volumes processed by Sony Ericsson have grown from approximately 800,000 in 2009 to over one million in 2011. Design End of Life Supply Health Number of phones collected Use by Sony Ericsson 2009 – 2011 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0 2009 2010 2011 Production Total Design End of Life annually Community engagement Total accumulated Supply Use End of Life It is important to note that these volumes constitute only a fraction of all collected Sony Ericsson phones.The total figure of all recycled Sony Ericsson phones includes the high volume of phones handled within external recycling systems, by industry and charities, partially with Sony Ericsson’s support. Of course in order to successfully drive recycling, actions must start at home. Thanks to company-wide efforts, recycling has become part of our employees’ everyday lives and way of thinking. Internally at Sony Ericsson offices, we provide collection bins and have processes in place to allow our employees to easily recycle both phones and accessories. 14 2011 Sustainability Report | Recycling Made to be recycledOur phones are designed to last and they undergo rigorous quality tests before being released to the market, but at some point all phones must reach the end of their life. All collected devices, whether from our customers or our employees, are processed by our designated recycling partners, who have been carefully chosen on the basis of the security and control of handled material and their environmental credentials. The recycling process, which was co-designed by Sony Ericsson with our recycling partners, delivers not only highly effective material and components recovery but also detailed reporting. mproper disposal of electronic waste in developing countries. We do not refurbish collected products as we believe that end-of-life devices are best used for material and components recovery. We encourage consumers to recycle Sony Ericsson phones wherever possible. Another challenge is how to measure the volumes of phones captured and recycled in systems other than our own. This is caused by the fact that most of these schemes collect mobile phones in a mixed stream of small electronics and IT equipment. We are working with the schemes where we participate to address this issue.Challenges Only an estimated 3% of all obsolete phones will be recycled, the rest will end up, at least initially, in storage. Currently recycling has strong competition – there are many companies buying mobile phones for refurbishing and re-sale. Revenue from selling repaired end-of-life phones generates at least ten times their recycling value; this is driving the sales of an estimated several hundred million refurbished phones a year. While we support the principle of reuse, we are concerned with the quality and safety of these products, as well as with issues aroundWhat can be reused? †¢ The phone housing is mostly made of high grade plastic or metal alloys, both of these types of materials can be recycled into various products †¢ Some parts and components, such as LCDs or cameras, can be reused in other electronic products †¢ Gold, silver, platinum and copper can be recovered through smelting processes and reused in electronic products or for jewellery 2011 Sustainability Report | Recycling 15 Recycling Design Production Supply Substance control Use End of Life Substance control Safe and secure materials in our productsSony Ericsson has a strong commitment to manufacture products with materials and substances that are safe and secure to our common earth and following generations. Sony Ericsson works to reduce the impact of our products, through the whole life cycle. We recognise the importance of ensuring that chemicals used in our manufacturing processes are controlled, monitored and not released in a way that has a negative impact on the environment. Sony Ericsson strives to continuously identify and develop alternatives to potentially hazardous and critical substances, see figure below.We are committed to continuously improve our environmental impact and this is mirrored in our daily work with sustainable work-flows that are aimed at creating a sustainable innovative leadership. Continuo us improvement Sustainable innovative leadership Design Production Supply CSR â€Å"Hazardous Chemicals Substitution and Elimination† at an event in Shenzhen, China organised by Greenpeace East Asia, Chemsec and BSR. Use End of Life Substance control â€Å"Sony Ericsson also reached out to manufacturers from a wide range of industries at a business seminar Design Production in Shenzhen, China, co-organised by Greenpeace East Asia, ChemSec and BSR.At the seminar, Sony Ericsson Supply Our introduced its phase-out programs and material factory declaration systems. It is important that experience gained from one industry on hazardous substance Use End of Life phase-out can be passed on to other industries that are facing similar challenges. It will help inspire and facilitate the establishment of similar programs within Design other sectors†, Tianjie Ma, Head of Toxics Campaign, Production Greenpeace East Asia Supply Step2 Review by 3rd party on the performance Publicly di sclose report & the goals fulfilment on progress towards goals Step4Step3 Sony Ericsson’s environmental working procedures have Health been recognised by the United Nations Environment Programme2 (UNEP) as well as a number of authorities and Use non-governmental organisations. In 2011, Sony Ericsson was engaged in the UNEP work within the Strategic Approach to International Chemicals Management3 (SAICM) and Chemicals in Products (CiP) to reduceDesign Production the use of substances of concern in products. Compliance verification process End of Life Supply Publicly share internal guidelines & set goals Step1 Full Disclosure Materials Declarations Chemical AnalysisSony Ericsson has engaged Environmental Heroes, such as our environmental coordinators, throughout the organisation to ensure that we consistently meet the high requirements we have set ourselves. They also make sure that our partners and suppliers fulfil our tough requirements, and drive the process of replacing haz ardous and critical substances. One of the key documents we highlight to our partners, suppliers, factories and customers is the Sony Ericsson List of Banned and Restricted Substances. This document, which goes beyond compulsory legal regulations, sets out our environmental targets for replacing banned and restricted substances.The document is continuously updated and new substances added as required. For every phone model we put on the market a specific Environmental Declaration is available for download from our website. These documents detail various aspects of each phone including material content, energy consumption, battery, packaging and recycling information. Sony Ericsson is constantly working with non-governmental organisations, industry bodies and relevant authorities to identify areas where we can lower the environmental impact of our products.An example of this pro-active collaboration was shown when we joined a seminar on the topic 16 Identifying materials and substanc es in the supply chain Our Environmental Design Review process is intended to ensure that we meet legal and internal requirements to prevent the distribution of hazardous and critical substances in our products. This is further illustrated in the pictures above and below. In 2008 we launched our Compliance Check System, a database which contains information from external sources and suppliers that is linked to Sony Ericsson’s product life management system.Full material declarations are required from suppliers to meet industry standard IPC-1752. It is through this mechanism that all phones and accessories are thoroughly screened. They are also tested by third-party laboratories for chemical content before going to market. 2011 Sustainability Report | Substance control Environmental Design Review Environmental Declaration Establish internal chemical policy guidelines & procedures The Sony Ericsson Lists of banned and Restricted Substances Environmental Declaration on every Son y Ericsson phoneCommunity engagement Customer Requirements, Regulation, Strategies, Goals and Targets Use Banned and Restricted Substance List End of Life Design for Environment Substance control procedures SEMC request CuO Al 2 O3 O(CC)C=O 26. 5 % 89-27-6 Fe 3. 89 % 0. 56 % Pass Environmental declaration By clearly articulating our requirements to our first tier suppliers, Sony Ericsson creates a system whereby our suppliers and their suppliers systematically phase out hazardous and critical substances. Phase out of critical substancesBFR’s Phase out in boards, casing, cables Lead Phase out PVC Phase out Beryllium Phase out Organic bromine & chlorine compounds ROHS Compliant 2005 REACH Candidate Substance Substance control control Sony Ericsson is one step ahead Sony Ericsson products are compliant with applicable laws and regulations including the EU Restriction of Hazardous Substances (RoHS and RoHS 2) and REACH (Registration, Evaluation and Authorisation of Chemicals). We believe the electronics industry has a responsibility to proactively find substitutes to replace brominated flame retardants (BFR) and other critical halogens, PVC and critical phthalates.Sony Ericsson started phasing out BFR’s early in 2000 and our new products for 2012 and onwards will be BFR free. All new Sony Ericsson products are phthalate free, with regard to those phthalates targeted and regulated by the EU, but we are striving to go beyond the legal requirements and aim to phase out all phthalates from our products soon. The next step in our phase out programme is to work to remove all organic brominated and chlorine compounds in our products. ALL phthalates Phase outAntimony and tin organics Phase out 96 06 07 08 09 10 11†¦ Sony Ericsson has been successful in phasing out critical substances. Today we are proud to say that we are free from brominated flame retardants (BFR), PVC, beryllium and for part of our portfolio we are also free of antimony, phthalates an d organic bromine and chlorine compounds. The phase out procedure can be seen in the figure above. 2 3 http://www. unep. org SAICM was developed by a multi-stakeholder and multi-sectoral Preparatory Committee.It supports the achievement of the goal agreed at the 2002 Johannesburg World Summit on Sustainable Development of ensuring that, by the year 2020, chemicals are produced and used in ways that minimize significant adverse impacts on the environment and human health. CiP which is driven by SAICM, aims to ensure , that information is available and transmitted through the production chain for the benefit of multiple stakeholders. 2011 Sustainability Report | Substance control 17 Substance control CuO 125-63-2 87-32-8 Full material declaration Au 1. 2 % 109-94-4 Al 1$ 3 + 4 2 Compliance check (RoHS, Reach) Design Production Supply CSR Use End of Life Supply chain We are continuously evolving our approach towards supply chain corporate social responsibility Sony Ericsson believes in respect for human rights and the ethical treatment of all employees, both internally and in our wider supply chain, because we think that everybody in the value chain has the same rights and responsibilities. Our Supplier Social Responsibility Code (Supplier Code) is in place to ensure that our values and principles are driven through the entire supply chain.From our work with suppliers we have learned that both a thorough understanding by suppliers and long term engagement by Sony Ericsson are required in order to build up continuous positive changes in the supply chain. In 2011, Sony Ericsson continued with our strategy of social responsibility engagement by carrying out a number of detailed assessments across our suppliers’ sites by internal CSR specialists. In total, 77 visits were made to 41 sites around the world including component suppliers and production sites.Of the suppliers we visited in 2011 about 76% received a second visit or more, indicating our efforts and f ocus in providing sufficient education on our social responsibility requirements and on building a relationship of trust with our suppliers. The number of CSR visits and percentage of re-visits 2009 Number of Visits % of re-visit 36 75% 2010 47 74% 2011 77 76% Design Production Supply Concerns about raw materials Our factory Sony Ericsson shares concerns surrounding raw material Use End of Life and mineral extraction activities in the Democratic Republic of the Congo (DRC) and its neighbouring countries.Sony Ericsson is committed to finding effective solutions to Design concerns surrounding raw material extractions and our Production approach to these issues is twofold. Not only do we Supply assess our first tier suppliers for their understanding of Health and conformance with our Supplier Social Responsibility Code, but also we work with the wider industry to support initiatives such as the Conflict Free Smelter program Use End of Life developed by the Global e-Sustainability Initi ative (GeSI) and Electronics Industry Citizenship Coalition (EICC).In 2011, we participated in a number of discussions held Design Production by the GeSI/EICC Supply Chain/Extractives working group and by the Organisation for Economic Co-operation and Supply Community Development (OECD) on the OECD Due Diligence Guidance for Responsible Supply Chains of Mineralsengagement from ConflictAffected and High-Risk Areas to help tackle this issue. Use End of Life Supply chain The more suppliers understand our requirements, the more we start to see positive improvements from suppliers themselves.In 2011 for the first time, the category of ‘Corporate Social Responsibility’ became a part of the Supplier Awards given to suppliers for their performance over the year. The supplier, who was awarded in the Corporate Social Responsibility category, was chosen due to its clear support of and dedication to supplier responsibility during 2011. In order to strengthen the internal knowledge of our social responsibility policies and requirements within our supply chain, Sony Ericsson has developed an internal online training course.The aim of this course is to provide our employees with the opportunity to learn about our essential values in this area and raise awareness of the practices they may encounter at our supplier sites. The contents of the training include information on fair working conditions, health and safety, environmental management and anti-corruption. 18 2011 Sustainability Report | Supply chain Design Production Supply Our factory Use End of Life Our factory Beijing SE Potevio Mobile Communications Co. , Ltd. is Sony Ericsson’s main production and distribution centre and only in-house manufacturing facility.Beijing SE Potevio Mobile Communications Co. , Ltd. (BMC) is jointly owned by Sony Ericsson and local partners China Potevio and Nanjing Panda Electronics Group, two of the largest companies in the Chinese electronics telecommunications indust ry. Design Production Supply Our carbon footprint figures for manufacturing Health for Sony Ericsson as a whole reflect the overall reduction in electricity and steam consumption. However, an increasingly Use End of Life important factor and resource is water and its consumption. The table below shows how BMC has lowered its water consumption between 2008 and 2011.Design Production Factory Water Consumption (ton) Compared to 2008 (%) Compared to 2009 (%) Compared to 2010 (%) 2008 156,713 N/A N/A N/A 2009 129,940 -17% N/A N/A We take environmental, health and safety management very seriously. As such, we have four different management systems with integrated processes and procedures to, among other things, manage documents, control internal audits, ensure compliance with regulations, set corrective actions and put in place continuous improvement activities for environmental, health and safety management.In this way we ensure that environmental and social factors are an integrated par t of our daily operations and business practices at the factory. Sony Ericsson requires all manufacturing sites, including the BMC facility, and suppliers to have an Environmental Management System such as ISO 14001 or equivalent and a Health and Safety Management System such as OHSAS 18001 or equivalent in place. BMC has been certified for ISO 14001 since 1999 and for OHSAS 18001 since 2009 by Det Norske Veritas (DNV). All of our activities are audited and certified by Det Norske Veritas (DNV) in accordance with ISO 9001:2008 (Quality Management Systems).Twice a year, BMC internally reviews and evaluates its compliance to all applicable laws and regulations according to its EHS Management Systems, additionally all environmental aspects and health and safety hazards are also identified and assessed to evaluate their impact in normal and potential emergency situations. According to the risk value, significant hazards are identified and activities for reducing and controlling their im pact are worked out. BMC also receives a periodical EHS audit twice a year by the external party DNV. 2% N/A -7% -8% CSR activitiesOur factory is regularly assessed against our Supplier Social Responsibility Code for labour, health and safety aspects. As part of and to complement this assessment, BMC initiated its first self-assessment in 2008 and now updates yearly. The last update was carried out in Q4 2011. Since 2008 BMC has been subscribed to the ElectronicTool for Accountable Supply Chains (E-TASC), to easily share Sony Ericsson’s CSR status in its factory operations with operators. E-TASC requests information on environmental practices, health and safety standards, ethical conduct and human rights. 2011 Sustainability Report | Our factory 9 Our factory Environmental, Health & Safety (EHS) Management Systems Community 132,340 121,246 engagement Use -16% 2010 2011 Supply -23% End of Life Design Production Supply Health Use End of Life Health Electromagnetic fields and Sp ecific Absorption Rates (SAR) At Sony Ericsson we acknowledge community concerns around electromagnetic fields and Specific Absorption Rates and the potential public health effects. We support and monitor the independent research and investigations conducted by the World Health Organisation (WHO). However, to protect the independence of the studies we are not actively involved in them.Some people are concerned that radio waves (electromagnetic fields, also known as EMF) from mobile phones and base stations may cause health problems. The overwhelming weight of scientific evidence, however, shows no association. The Specific Absorption Rate (SAR) is the unit of measurement employed in the exposure guidelines for mobile phones and other specified radio equipment. Before Sony Ericsson releases a mobile phone model to the market we conduct tests to ensure that the handset complies with the SAR limit established by the relevant authorities.All information on SAR and Sony Ericsson products can be found on our website including reported SAR levels for each of our handsets. Please visit www. sonyericsson. com/health for more information. Design Production Supply Community engagement Use End of Life Health Nickel Following concerns raised around the potential risk of nickel causing irritation for people with sensitive skin, Sony Ericsson has removed nickel from contact surfaces. In 2008, Sony Ericsson prohibited nickel in parts that come into contact with the user during normal use. Our commitment to you All of our products have complete Environmental Declarations.These detail the material content of each Sony Ericsson device and are available for download from our website: www. sonyericsson. com/support 20 2011 Sustainability Report | Health Community engagement Response to the disaster in Japan On March 11 2011, an earthquake measuring 9. 0 on the Richter scale which then also generated a 30m tsunami hit the Tohoku region of Japan. The fatalities reached 15,000 with m ore than 3,000 missing. With our Japanese heritage it was a great shock for Sony Ericsson employees to experience the earthquake in Tokyo and then hear the news around the world.However, as soon the news spread, our employees galvanised to offer donations, volunteer their time and contribute in any way possible to support the disaster relief effort. Matching gifts to Red Cross Japan Immediately after the disaster, Sony Ericsson Japan participated in Sony’s matching gifts program for the Disaster Relief Fund for Victims of the Great Tohoku Earthquake. In just three weeks Sony Ericsson Japan raised over 5. 6 million JPY. Together with the amount collected from Sony employees in Japan, funds raised were donated to the Central Community Chest of Japan and delivered directly to the disaster victims.Outside of Japan, Sony Ericsson donated 75,000 EUR to the Japanese Red Cross. This lump sum donation was in addition to donations made by our parent companies Sony and Ericsson to a num ber of local charities. Playing tennis to raise funds for Japan disaster relief At the Sony Ericsson Open in Miami, Florida, USA in March, Sony Ericsson participated in a three-way fund raising initiative for the victims of the Japan earthquake and tsunami disaster, dubbed â€Å"Tennis for Japan†, featuring the stars of the Women’s Tennis Association (WTA) and the Association of Tennis Professionals (ATP) World Tour.Through collecting donations from the audience, sale of special edition T-shirts and a charity gala dinner, more than 300,000 USD was raised for the Japanese Red Cross, including a 50,000 USD contribution from Sony Ericsson. Restart Japan project Throughout the course of 2011, Sony Ericsson Japan continuously encouraged various charity programs internally and externally to support the Tohoku earthquake victims through the Restart Japan Fund. The Fund was established by Save the Children Japan (SCJ) in cooperation with Sony Corporation to support children â €“ the foundations of Japan’s future – who suffered as a result of the disaster.As of November 2011, Sony Ericsson Japan had raised over 6. 2 million JPY in total for the Restart Japan Fund. To raise donations, Sony Ericsson Japan held internal employee events as well as encouraging customers to support activities. Four kinds of special mobile phone straps were designed to inspire the recovery of Japan. The straps, designed by two designers who live in the Miyagi prefecture where the earthquake and tsunami hit, were presented to our customers who purchased accessory products from the Sony Ericsson Store and added a donation with their purchase.All the donations were then fully donated to the Restart Japan Fund. 2011 Sustainability Report | Community engagement 21 Community engagement 10th anniversary celebrations around the world Community engagement In October 2011, Sony Ericsson celebrated its 10th year as a joint venture between Sony Corporation and Ericsson and each regional office was tasked with planning an innovative way to celebrate the 10th anniversary. In the Asia Pacific region employees chose to celebrate Sony Ericsson’s 10th nniversary by giving back to the community. You can read more about what our employees in Indonesia, Malaysia and Singapore did below: Indonesia The team in Indonesia put together a charity program for a school for under-privileged children in the Depok suburb of Jakarta. This included classroom makeovers, book cases, school supplies, art and craft materials and healthy snacks. The team also spent a day with the children, taking part in various games, entertainment and fun activities.Singapore In Singapore, on September 30, 2011 39 Sony Ericsson volunteers spent a fun-filled day with 249 students and 62 staff at the LEE KONG CHIAN GARDENS SCHOOL (LGS), one of MIND’s special education schools. With a history that dates back to 1970, LGS is committed to teach, equip and train intellectually disabl ed pupils, enabling them to have a productive and purposeful life. The team organised a children’s carnival for the students at LSG with a huge range of activities including a bouncy castle, tug-of-war, various games stalls and soccer games.At the end of the carnival, each child was presented with a goodie bag to remember the day by. Engaging in local schools China – Hope School Project Over the past few years, Sony Ericsson has worked to promote charity in China, with a particular focus on the development of education through the Hope School project. In 2009 and 2010, Sony Ericsson funded the building of two Hope Primary Schools, one in the Sichuan Province and one in the Shanxi Province. In 2011, we continued to support the Hope School project by funding another Hope School in the Hebei Province.Malaysia Employees in Malaysia partnered with KSK, a charitable non-profit organisation set up to feed the needy and homeless in urban Kuala Lumpur. Besides contributing as a sponsor, the team also spent a day as volunteers preparing and packing food in the kitchen and then sending the food out to the slum areas in the city. In addition, employees from Sony Ericsson China visited the Chan Lin Township Primary School in Cang Xi County in the Sichuan Province for a donation ceremony and to present the students with invitation letters to participate in the 31st Beijing Marathon.The marathon was held on October 16, 2011 with 10 students from Sony Ericsson Hope Schools in rural areas of Sichuan, Qinghai, and Shanxi provinces and Sony Ericsson employees also participating. All students and Sony Ericsson employees finished their target routes successfully and afterwards, the students were invited to stay with Sony Ericsson emplo

Animal Experimentation Is Wrong - 1687 Words

On Earth, humans must coexist with the many types of animals and respect them as equals on their shared territory. Animals are not treated as equals and therefore the animals are suffering from the harm that humans are inflicting on them through animal testing experimentation. These acts of animal experimentation have caused a decrease in the number of some species of animals, while others have broken several rights that animals have and are protected under The Animal Welfare Act. Animal experimentation is wrong because people use animals for beauty product testing, cloning, and medical research which violates animal rights. Animal experimentation is occurring through several different selfish acts by humans. We as humans use animals for our own benefits and do not take the animals into consideration. Animal experimentation is found within the world of makeup and cosmetics. Animals are used to test different products that companies develop such as shampoo and lotion. The Federal Food, Drug, and Cosmetic Act (FDC) is enforced by the Food and Drug Administration, otherwise known as the FDA. The FDC Act assures that cosmetics are safe for human use and are properly labeled. The FDC Act does not require the use of animals for testing but the FDA does advise companies to do anything necessary to ensure that their product is safe for the use of humans. The responsibility to have safe products for human use stays with the company that produced the product. Since this is aShow MoreRelated Needless Animal Research, Testing, and Experimentation is Wrong939 Words   |  4 PagesNeedless Animal Experimentation is Wrong    If penicillin had been tested on guinea pigs, it might never have reached the public. It is lethal to guinea pigs, deactivates the blood system of rabbits and is deadly to cats (Bio-Medical Research). Scientists are pushing for more experiments regardless of the cost to the animals life. One expense is the involvement of killing animals in the pursuit of a pine-scented air freshener(Vergoth,p21). Animals suffering in experimentation labs areRead MoreEssay on Save the Animals: Say No to Animal Experimentation!1218 Words   |  5 Pagesfor animals before prescribing them to human beings. However, would it feel good to know that every year, hundreds of thousands of animals are captured from the wild and die just because of these said experiments? For many years now, scientists have been using animals for their laboratory experiments to produce new medicines. Although scientists have been using this process for many decades in the field of medicine, it is still a controversial issue for those who are pro animal experimentation andRead MoreEssay about Animal Testing is Unethical1385 Words   |  6 Pagesand if you do, who that person will be. You cant even decide when the lights go on and off. Think about spending your entire life like this, even though you didnt do anything wrong or commit a crime. This is life in a laboratory for animals. It is deprivation, isolation, and mis ery. Now think about the needs of the animals that are caged up and stripped away from their natural homes. For example, chimpanzees spend hours everyday grooming each other feeding their young and providing a comfortableRead MoreAnimal Experimentation And The Medical Field1043 Words   |  5 Pages the discussion about animal experimentation would be brought up either in a Science or English class. The discussions would last about three quarters of a period, and they would go nowhere because nobody could agree whether it was a good or bad thing to do. I would always be in the middle of the debate because, I believed that it was a good thing. I am for animal experimentation because it has revolutionized the medical field, regulates the overpopulation of certain animal species in the environmentRead MoreAnimal Testing Is Morally Wrong? Essay1373 Words   |  6 PagesHumans are animals, and as such it is morally wrong to use them to test pharmaceuticals intended for use by humans. Those w ho support animal experimentation believe it is a necessary evil, in part due to the false information put out by the media. The so-called benefits of animal testing have not helped humans for years, yet in many countries the law still requires researchers use animals to test their medications. In fact, although alternatives have been found, few steps have been taken to put anRead MoreAnimal Experimentation Should Be Abolished1211 Words   |  5 PagesAnimal experimentation is used across the world to develop new medicines and to test the safety of other products. The history of animal experimentation dates back to the ancient times when scientists made use of animals principally to satisfy anatomical curiosity. They would examine sensory and motors nerves to gain a deeper understanding of their functions. The testing of these animals is not a widespread topic that we are talking about in today’s society. We seem to have just accepted the factRead MoreEthical Dillemma Commo nly Experiences in the Arts and Science1199 Words   |  5 Pagesabout when a ‘rule’ is violated or blatantly ignored. Throughout the world’s history, ethics have continuously shaped people’s opinions and influenced the actions in which they take. Our ethical judgments are based on our intuitions of right and wrong and ultimately form rules based on the collective values of society and what is seen as fitting the status quo. If these ethical standards are not met, a person or group may face disapproval or rejection by those around them. While each situation orRead MoreArgumentative Essay On Animal Testing859 Words   |  4 Pagesuse non-human test subjects by medical research institutions. Animals used for experimentation can provide extremely important information due to their physical and genetic similarities to humans. The tradeoff to furthering the field of medical science is that often times these experiments result in pain, suffering, and death of the test subjects. This raises serious ethical and moral questions about the use of animal experimentation. It is a matter of serious debate as to whether the use of livingRead MoreAnimal Experimentation1612 Words   |  7 Pagesaccept animal experimentation but they also increased the use of genetically modified mice in carrying out such tests. On July 27th official statistics showed that, for the first time, the use of genetically-modified animals has outstripped that of conventional creatures and hardly anyone flinched knowing that† (Britain: Tweaking the Experiments; Animal Testing). Imagine the world without the essential vaccines that are used to promote healthy humans, but that is the world without animal experimentationsRead MoreAnimal Experimentation Should Be Stopped1389 Words   |  6 Pages Each year there are more than 100 million animals used for experimentation in the United States (Experiments on Animals: Overview). These animals are subjected to appalling conditions during the research period. They are locked up in cramped quarters, denied basic rights, and forced into agonizing experimentation; often times with little prevail, for the benefit of humans. Animal experimentation should be stopped because not only is it morally wrong, but also the results are typically inaccurate