Motorola Ethics

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Motorola Ethics Renewal Process
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Motorolas ethical values and standards are an
indispensable foundation to our work, our
relationships and our business success. Our
ethical tradition is an ongoing source of
strength. Its sustenance demands constant
commitment and renewal
Robert W. Galvin Chairman of the Executive
Committee of the Board Motorola Inc.
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Compliance, Ethics Values
Fundamental Beliefs that Guide Behavior
Personal Corporate
ETHICS
VALUES IN ACTION
U.S. Local Corporate
COMPLIANCE
Legal and Policy Requirements
Putting Values into Action
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Key Beliefs
How we will always act

• Constant Respect for People
• Uncompromising Integrity

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Our Commitment to

• Uncompromising Integrity
• Constant Respect for People
• Customers
• Shareholders
• Employees
• Communities
• Environment

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Sponsors
CEO Office Operating Committee Global
Integration Committee
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MERP is not about teaching ethics. It is helping
ethical Motorolans to make tough business
decisions.
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What is MERP

• It is not a program, it is a process for renewal
• It is not an audit, confession nor accusation
• Builds trust and commitment
• Provides a platform to discuss the
  undiscussable
• Shares learning across businesses and regions
• Is networked and team based action learning
• Empowers locals to take ownership and
  accountability

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• Pre-session Meet with managers to identify key
  issues and complete risk assessment.
• First session One and a half days -Team
  building. Risk assessment. Discussing the
  undiscussable
• Second session One day follow-u p on issues
  and team recommendations. Management sponsorship
  of ongoing projects (approximately 90 days later)
• Post session Follow-up on team projects.
  Setting up local Ethics committee and
  implementing management structure and support
  systems.
• On going Quarterly meetings and reports to
  Corporate Business Ethics Committee, audits,
  training, employee communication,etc.

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Latin America Caribbean Countries (LACC) -
Chile - Colombia - Venezuela - Peru - Ecuador -
Costa Rica - Argentina - Puerto Rico
Commonwealth of Independent States (CIS) -
Azerbaijan - Belarus - Kazakhstan - Ukraine -
Uzbekistan - Tajikistan
Asia/Pacific - Indonesia - Laos - Malaysia -
Philippines - Singapore - Thailand - Vietnam -
Australia
Central Eastern Europe (CEE) - Poland -
Romania - Hungary -Greece - Latvia - Czech
Republic
China India USA Canada
Korea Germany Japan U.K.
Middle East Africa - Kuwait - Turkey -Saudi
Arabia -Egypt - South Africa - Morocco -
United Arab Emirates
Brazil Mexico
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Culture is not right or wronggood or bad
better or worse.It is just different.
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Modes of Handling EthicalIssues Transculturally

• Value Clarification Without Adjustment
• Value Expression Adjusted To Local Standards and
  Values
• Deeper Substantive Adjustment
• Global Reconciliation

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Why MERP

• It is fundamental to Motorolas culture
• The importance of emerging markets
• Varying ethical practices in some markets and
  cultures
• Rapid expansion/downturn of business
• Resolve ethical dilemmas
• Strengthen our commitment to
• Uncompromising Integrity

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MERP - Expected Outcomes

• Establish local ethics committee
• Develop management structure, support
• systems and processes
• Empower locals to take responsibility and
• accountability within established framework

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MERP - Expected Outcomes (cont.)

• Locally develop workable and relevant ethical
  decision making processes
• Reinforce and maintain Motorola standards and
  values in the different cultural environments
• Identify training needs

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MERP - Expected Outcomes (cont.)

• An open environment for discussing sensitive
  issues
• A transparent process for ethical decision making
• Identify gray areas where guidance is needed.

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The Benefits

• Right Action
• Managing on High Principles
• Reduce RisksLegal, Financial, Personal, and
  Corporate
• Invest In Our Future
• Brand Equity Leadership

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Brand Value

• The value of Motorola brand reflects the 70 year
  old trusting relationship established with
  customers, consumers, employees, stockholders and
  the public worldwide.
• This economic asset of the Motorola Brand is too
  valuable to be exposed to any potential risk
  that may devalue it.

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Ethics is fundamental. It is a business issue
and a competitive advantage.
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RS Moorthy Motorola 1303 East Algonquin Road IL01
- 8th Floor Schaumburg, IL 60196 Phone
847-576-2152 Fax [phone] E-mail
AAHR15_at_email.mot.com