1. BP-CENTRO CASE Final Presentation HSEBA Mikkeli 21. June 2001

2. Agenda Team 1Vision Team 2Organizational Structure Team 3Planning Needs Team 4Top-Management Team 5 Middle-Management

3. Agenda Team 6Recruitment Team 7Selection Team 8Training Team 9Appraisal Team 10 Compensation

4. BP-CENTRO-Finland Objectives and Policies Joanne Ooi Po Ean Faradila Tokshim Heidi Honkanen TEAM 1 21 June 2001

5. Mission Statement S M A R T Specific Measurable Actionable Relevant Time-based 21 June 2001

6. Goals ORGANISATIONAL GOALS: Company's long term performance goals Manage globalization changes - proactive manner Commitment towards TQM Top shopping complex developer & operator Development of sufficient human capital Penetrate the new emerging markets 21 June 2001

7. Goals CORPORATE CULTURE & IMAGE: Integrated common corporate culture BP’s brand name and products SOCIAL RESPONSIBILITY: Financial performance and value to shareholders Environmental aspects 21 June 2001

8. Principles & Values Result of globalization:Result of globalization: - high quality - enhanced core competencies - difficult to imitate by competitors Image and perception:Image and perception: - standard image at all facilities - customer friendly services - top quality products Reliable employees:Reliable employees: -homogeneous staff -knowledge workers 21 June 2001

9. Code of Ethics  ethical behavior  competent performance  management excellence  innovative practice  equality of opportunity  social justice  unity of purpose  sustainable development 21 June 2001

10. Policies Internal Policies - high standard of professional conduct - commitment towards changes - embrace new technology - HRIS - comparable worth - prevent discriminationExternal Abide government regulations: - Health Regulations and Rights - Sexual harassment at workplace - Uniform Guidelines on Employee Selection - Taxation (Proliferation of new laws) 21 June 2001

11. Policies Management Style common management policies - applicable market wide Cultural Biases official language - English multi-linguist multinational employees recreational activities - develop harmony 21 June 2001

12. Policies Employment and Promotion - practice of EEO and AA - recruit from within - job rotation - internship programs - outsource, below mid-management levelWages escalator clauses pay grades pay equity 21 June 2001

13. Policies Compensation - expatriate incentives - annual bonus - workers compensation insurance 21 June 2001

14. Visions headquarter to centralize: - operation coordination - direct communication - foster corporate culture reduction in organizational layers strong multi-cultural HRM team work closely with: - franchisees - local business owners 21 June 2001

15. Visions Long-term focus in the Baltic, Russia and other Central Europe market: - regional manager for each region - country manager to supervise regional managers - develop new contact and local networks regional transportation and distribution channels Respect local cultural differences 21 June 2001

16. Vision Focus on: - customer loyalty - brand recognition effective marketing strategies advanced technology respond towards market costs minimization 21 June 2001

17. Sin-Hwa Yoon Hanna Per ä l ä Johanna Hautala Tapio Pallasvirta Human Resource Management TEAM 2

18. Matrix Teamwork Orientated Efficient and Proactive Importance of communication and coordination between different levels Organization Human Resource Management

19. HQ Finland, CEO HQ Finland, CEO HQ UK CM FINLAND CM RUSSIA INTERFACE RM FaM A.FaM CM BALTICS OPERATING FM FINANCE FM HRM FM MARKETINGFM

20. Importance of openness, communication, coordination Distribution of responsibility Flexible organization Build management potential Consistent with policies and objectives Human Resource Management Structure Analysis

21. Board of Directors Human Resource Management Report to the BP UK headquarters Members Tasks : Directs, supervises, generally advises and takes care of the relations CEO also runs the operations, i.e. communicates with Country Managers and with Functional Managers

22. Members : CEO, Functional Managers and Country Managers Tasks : To set overall strategy, visions and values Cross-functional operations Human Resource Management Top-Management Team

23. FUNCTIONAL MANAGER Organizational Relationships Human Resource Management COUNTRY MANAGER CEO REGIONAL MANAGER FACILITY MANAGER ASSISTANT FACILITY MANAGER

24. CEO Human Resource Management Reports to the HQ UK and to the Board Communicates with Functional Managers & Country Managers In charge of the countries ’ operations and functions

25. FUNCTIONAL MANAGERS FUNCTIONAL MANAGERS Human Resource Management Report to CEO Cooperate with the Country Managers and Regional Managers Managers in four fields of business: 1) Operating (Purchase & Logistics)Operating 2) FinanceFinance 3) HRMHRM 4) MarketingMarketing

26. Controlling of outsourced logistics Import Activities Purchasing Domestic Products PURCHASE & LOGISTICS FM PURCHASE & LOGISTICS FM Human Resource Management

27. Budgeting Financial Reporting Planning Taxation and foreign exchange Accounting information systems FINANCE FM Human Resource Management

28. HUMAN RESOURCE FM Human Resource Management Employee Development Employee Development Compensation &Employee Benefits Compensation &Employee Benefits Human resources planning Human resources planning Recruitment Labor relations planning Labor relations planning HRM

29. Creating the overall marketing policy Giving support in local marketing efforts Consistency in marketing Responsible for PR and advertising Participating in franchisee training MARKETING FM Human Resource Management

30. Report to CEO Communicate with Functional Managers, Regional Managers Every country has its own Responsible for the operations in the country, such as outsourced activities. COUNTRY MANAGERS Human Resource Management

31. REGIONAL MANAGERS Human Resource Management Report to Country Managers Work closely with the franchisees Supervise and control Facility Managers Responsible for openings and site locations Implement local level marketing strategies

32. Report to Regional Managers Day-to-day management Responsible for the complex as a whole Training employees FACILITY MANAGERS Human Resource Management

33. Report to the Facility Manager Assist the actual Facility Manager Maintenance of buildings ASSISTANT FACILITY MANAGERS Human Resource Management

34. Planning Needs Team Team 3 Anna Suominen Jenni Jokela Wolf-Marten Borgmann

35. Key jobs CEO In charge of Finland, Russia and Baltic Controls the whole operation Reports to HQ in UK Operates in Helsinki, Finland

36. Key jobs Functional managers 4 managers: marketing, finance, HRM, and operating Report to CEO in Finland

37. Key jobs Country managers There are three country managers Report to CEO in Finland

38. Human Resource Descriptions Regional managers Responsible for openings and site locations Implement local level marketing strategies Supervise facility managers Report to the country manager

39. Human Resource Descriptions Facility Manager/Assistant Facility Manager Day-to-day management Facility specific marketing and promoting Report to the regional manager

40. Outsourcing All functions below the middle- management p.ex.: cleaning, security, maintenance  no job description

41. Promotion Employees are mainly promoted within the company Facility managers  Regional managers Regional manager  Country manager Eventually send abroad

42. Entry Level Jobs BP Centro hires principally educated and/or experienced professionals Entry level employees could be: - Assistant facility managers - Middle management trainees Former interns

43. Job Analysis Planning Improve organizational performance and productivity Several options: - functional job analysis - critical incident approach - position analysis questionnaire system - job analysis in changing environment

44. Job Analysis Planning Recommendation: Job Analysis in Changing Environment - fast-moving, global environment - Russia and Baltic are developing markets - emphasis placed on successful performers rather than standard jobs and workers

45. Launching operation throughout Finland Opening 5 facilities Management training in the UK and locally Expansion to Russia and Baltic States Marketing Dpt. Implements general marketing strategies Plan: year 1

46. Plan: years 2-4 Within 3 years all facilities in Finland are open Baltic starting with Estonia in year 3 Russia starting in year 3  Regional Man.: 6 Domestic growth, gain market share Implement FJA, future personnel needs Additional recruiting with expansion Management training for Baltic and Russia staff

47. Plan: years 5+ Expansion in Latvia and Lithuania Expansion to Central Eastern Europe? HQ in Finland the center of all new markets Regional managers in Russia: 16

48. Year 1Year 2-4 Year 5 Finland5+15=2020+60=80 80 Russia-----34+102=136 68+204=272 Baltic-----3+9=12 10+30=40 Total:20228 392 Facility Managers and Assistants needed

49. Year 1Year 2-4Year 5 CEO11 1 Functional Man.44 4 Country Man.33 3 Regional Man.31222 Facility Man.20228392 Total:31248422 Managers needed

50. Top Management Job Descriptions JOB ANALYST TEAM: Anders Thomas Ria Vatanen Karoliina Ijäs

51. Common Requirements (1/3) Master’s degree 5-10 years work experience Capable to analyze a set of complex circumstances alternatives plan of action

52. Common Requirements (2/3) Precise analytical and strong leadership qualities Ability to express ideas clearly Excellent managing skills

53. Common Requirements (3/3) Languages Excellent computer skills Broad knowledge of host markets Commitment to BP Centro

54. CEO (1/2)  Overall responsibility  Work closely with:  Other department managers  Federal Government bodies  Franchisees : “The Mc Donald's”  Hold final decision power

55. CEO (2/2)  Company representative  Plan and implement future expansion  Providing vision and strategy

56. VP of Finance (1/2) Job Statement: –Establishes and maintains BP Centro’s financial policies and procedures –Provides operational and administrative direction –Ensures soundness of company financial structure –Manages company relationships –Reports to the CEO

57. VP of Finance (2/2) Essential Functions: –Analyzes operating results vs. plans and objectives –Provides financial operating reports –Provides procedures and systems –Custodian of funds, securities and assets –Conduit of information

58. VP of Operations (1/2) Job Statement: –Provides strategic and operational direction –Assists CEO in establishing strategic objectives –Evaluates results –Establishes and coordinates responsibilities –Reports to CEO

59. VP of Operations (2/2) Essential Functions: –Advises the CEO on strategic business development –Develops division strategy and organization –Encourages managers to evaluate and take actions –Sets performance goals to each division –Monitors division performance vs. performance goals –Leads program

60. VP of Marketing (1/2) Annual marketing plan Long term marketing strategy Overall marketing budget New sponsorships Execute the advertising strategy

61. VP of Marketing (2/2) Select media Product improvements Analyze and forecast sales Coordinate duties

62. VP of Human Resources (1/2) Strong, effective and respected HR organization Programs on staffing, recruiting, compensation and development Promote and strengthen the core-values of the company

63. VP of Human Resources (2/2) Market competitiveness Training modules Employee morale programs and events Delegate tasks to HR personnel

64. MID-MANAGEMENT JOBS Team 5 Heidi Idman Laura Orenius Johanna Saarinen Ethiopia Segaro Amanda de Wolfe

65. Organization Structure Middle Management CM Finland Regional Managers Facility managers CM Russia CM Baltics Regional Managers Regional Managers Facility managers Facility managers Ass. Fac. managers Ass. Fac. managers Ass. Fac. managers Internship Programs

66. Country Manager Responsibilities  Co-operates with the VPs  Defines the “big picture” of the country  Supervises Regional Managers  Manages the country budget  Oversees quality of overall service

67. Country Manager Qualification  Master’s degree (equivalent)  Experience of 8+ years  Excellent leadership skills  Excellent communication skills local language plus English  Ability to work under pressure  Excellent computer skills

68. Regional Manager Responsibilities  Supervises Facility Managers  Manages the regional budget  Responsible for the regional developments/activities  Performs related duties assigned by the Country Manager  Makes contracts with franchisees

69. Regional Manager Qualification  Bachelor’s degree (equivalent)  Experience of 5+ years  Excellent leadership skills  Excellent contract management  Good communication and interpersonal skills  Language skills: local language plus English  Good computer skills

70. Facility Manager Responsibilities  Reports to the regional manager  Supervises Assistant Facility Managers  Trains employees constantly  Supervises the quality of work  Responsible for the facility Manages day to day operations

71. Facility Manager Responsibilities Oversee the activities of Maintenance team Ensures that all work tasks are performed efficiently Ensures the smooth flow of work in the facility Flexible and ready to adapt to changes Able to lead and motivate employees

72. Facility Manager Qualification  Bachelor’s degree (equivalent)  Experience 3+ years  Intiative person and a good team player  Excellent communication skills  Strong leadership skills with the ability to demonstrate promotability

73. Assistant Facility Manager Responsibilities Partcipates in decision making Performs related duties assigned by the Facility Manager In charge of the facility’s needs

74. Assistant Facility Manager Qualification Polythecnic: Degree (equivalent) Availability 24/7 Prior work experience in the service sector preferred

75. Internship Programs Requirements: –Highly motivated –Enthusiastic with new ideas –Interested in working for the company –Positive attitude and good with people

76. Job Design Job Enlargement:  Giving more responsibilities  New tasks that require training  Assigning specific tasks

77. Job Design Job Enrichment:  Monetary compensation  Possibility for training  Possibility to travel and relocate

78. Job Design  Upward Communication system  Job rotation  Adjustments in workschedules (flex- time, 4day work week, job sharing)  Employee Involvement Group

79. Team 6 Aura Marttinen Philipp Messmann Elina Haverinen Mikko Penttinen Heta Ryynänen

80. What is Recruitment? Finding the best Individual for an open job! Who is our human capital ? Where can we locate it? Internal: Locating from within the company External: Locating from outside the company

81. Labor Market The area from which applicants are to be recruited. For BPC that means: Finland Russia The Baltics (Estonia,Lithuania,Latvia)

82. CEO How: Internally Chosen from and by the Executive Board of Directors Why:International Work Experience Within the Company Thorough Connaissence of the Company Knowledge of Company’s Culture and Core Competencies Prior experience of the company’s policies abroad When: Year 1

83. Functional Managers (VPs) How: Internally and Externally Efficiently searched by Executive Search Firms (‘Headhunters’) Why:Difficult to find qualified applicants only internally Experience/knowledge from the company preferred Experience in the functional field (HRM, Finance, Marketing, and Operations) When:Year 1 Finland Years 2 to 4 Russia and Baltics

84. Country Managers How: Internally and Externally Efficiently searched by Executive Search Firms (‘Headhunters’) Why:Difficult to find qualified applicants only internally Experience/knowledge from the company preferred When:Year 1 Finland Years 2 to 4 Russia and Baltics

85. Regional Managers How: Internally and Externally Local Newspaper Advertisements, Online (Intranet and Internet) Job Advertisements Why:Familiarity with local policies, culture, and language When:Year 1 Finland Years 2 to 4 Russia and Baltics

86. Facility Managers How: Internally and Externally Local Newspaper Advertisements, Online (Intranet and Internet) Job Advertisements, Public Employment Agencies, Universities Why:Familiarity with local policies, culture, and language Previous work experience preferred When:Year 1 Finland Years 2 to 4 Russia and Baltics

88. Assistant Facility Managers How: Internally and Externally Local Newspaper Advertisements, Online (Intranet and Internet) Job Advertisements Public Employment Agencies, Universities, Polytechnics Why:Familiarity with local policies, culture, and language, Previous work experience not mandatory When:Year 1 Finland Years 2 to 4 Russia and Baltics

89. Internship Programs and Job Rotation 3 month Internship programs in every new region for middle-level management Job rotation executed in a form of semi-annual two week exchange periods in another region/country in a similar position

90. Correlation Very poor CEO CM/FuM Job Title:Availability: Poor Fair Good Very good RM FaM AFM

91. Future Outlook Shift more from external to internal recruitment Employee referrals Posting and bidding Replacement charts Promotions

92. Team 7 Marjaana Kivioja Marcos Räisänen Satu Seppä Tiina Timonen Rami Virtanen

93. Qualifications CEO –leadership, strategy, knowledge about the company, communication, teamwork, analytical and language skills Functional Managers –communication, interpersonal and functional planning skills (HRM, Finance, Marketing, and Operations ), ability to work under pressure

94. Qualifications Country Managers –familiarity with local policies, culture, and language, communication, interpersonal skills Regional Managers –familiarity with local policies, culture, and language, communication, interpersonal skills

95. Qualifications Facility Manager –individual and team work abilities, organizing and leadership skills, communication Assistant Facility Managers –readiness to learn, motivation, team working ability

96. Selection process Initial interview in HR Dep. Employment tests Background investigation Supervisory interview Medical examination Preliminary selection in HR Dep. Application Review Hiring decision NB: an applicant may be rejected after any step in the process

97. Selection Process Application Review

98. Review of applications and resumes Put candidates in order of best qualified Select the most appropriate applicants

99. Selection Process Application Review Initial interview in HR department

100. Initial interview in HR Department Highly Structured Interview –Questions Based on Job Requirements –Distinct Types of Questions –Sample Good Responses –Multiple Raters –Consistency Applied –Documentation –“Fostered by EEO Requirements”

101. Types of Interview Questions  WARM-UP QUESTIONS e.g.What made you apply for this position?  WORK HISTORY e.g. What special aspects of your work experience have prepared you for this job?  JOB PERFORMANCE e.g. Everyone has strengths & weaknesses as workers. What are your strong points for this job?  EDUCATION e.g. What special aspects of your education or training have prepared you for this job?  CAREER GOALS e.g. What is your long-term employment or career objective?  SELF-ASSESSMENT e.g. What kind of things do you feel most confident in doing?  MOTIVATION e.g. What is your professional goal?  WORK STANDARDS e.g. What are your standards of success in your job?  LEADERSHIP e.g. What approach do you take in getting your people to accept your ideas or department goals?

102. Selection Process Application Review Initial interview in HR Dep. Employment tests

103. Perform psychological and honesty tests Teamwork ability tests Good predictor of job performance

104. Selection Process Application Review Initial interview in HR Dep. Employment tests Background investigation

105. Check references and work history Good citizen (criminal record) Reliability of applicant Information will be obtained from: –former employers –school, college, university officials –credit bureaus –individuals named as references

106. Selection Process Application Review Initial interview in HR Dep. Employment tests Background investigation Preliminary selection in HR Dep.

107. Preliminary Selection in HR Dep. Ranking of applicants based on previous processes Select the best candidates for “second” round

108. Selection process Application Review Initial interview in HR Dep. Employment tests Background investigation Preliminary selection in HR Dep. Supervisory interview

109. Supervisory Interview In depth panel interview, behavioral type questions (conducted by closest supervisor, consultant and representative of HR department ) Multiple opinions In depth knowledge about applicants behavior and decision making capabilities

110. Selection Process Application Review Initial interview in HR Dep. Employment tests Background investigation Preliminary selection in HR Dep. Supervisory interview Medical examination

111. Given to ensure that the health of an applicant is adequate to meet the job requirements Test held by professional medical institution Protection against possible later law suits Can be costly

112. Selection Process Initial interview in HR Dep. Employment tests Background investigation Supervisory interview Medical examination Preliminary selection in HR Dep. Application Review Hiring decision

113. Hiring Decision Goal of the whole application process (most important step) Final decision based on all steps of the selection process

114. Selection Process Tasks: Functional, Country and Regional Managers Positions Outsourced HQ Outsourced HQ Application Screening Initial Interview Employment Tests Background Investigation Preliminary Selection Supervisory Interview Medical Examination Hiring Decision

115. Selection Process Tasks CEO –elected by Executive Board of Directors Facility and Assistant Facility Managers –conducted by closest supervisor and representative of HR department

116. Cost Partnership with global consulting agency Outsourcing selection process reduces personnel needs and expenses in HR department Selection methods are designed to reflect the importance of specific position Opportunity Cost

117. Validity and Reliability The combination of the different steps in the selection process will assure that each applicant’s characteristics are correctly evaluated Reliability –More than one interviewer at supervisory interview –Standardization e.g. BP employment test

118. Training and Career Development Marjo Metsälä Robert Pably Jenni Helppi Hanna Välisalo

119. Training Layers Top management (CEO, VPs, CM) Regional Managers Facility Managers Assistant Facility Managers Internship Program Management Trainee Program

120. Orientation Orientation is for all employees –Orientation packet Top Management in UK Lower layers in Helsinki

121. Top Management-CEO Objectives –Create Corporate Culture, Internalizing Policies and Procedures –Create Effective Internal Relationships Methods –Staff Meetings –Seminars and Conferences in UK/USA –Mentoring/ Coaching

122. Top Management- FuM, CM Objectives –Create Corporate Culture, internalizing policies and procedures –To develop communication skills interpersonal skills functional skills Methods –Staff Meeting –Seminars and Conferences in UK/USA –Mentoring/Coaching –Lateral Transfer –Management Games –Case Studies –Behavior Modeling –Role Play

123. Regional Manager Objectives –Create Corporate Culture, Internalizing policies and procedures –Create positive Working Environment –To develop Good Communication Skills Good interpersonal skills Methods –Job Rotation –Staff Meetings –Lateral Transfer –Mentoring/Coaching –Case Studies –Behavior Modeling –Role Play –Benchmarking –Voluntary Courses

124. Facility Managers Objectives –Create Corporate Culture –Franchisee relations –To develop Communication skills Leadership skills Organizational skills Stress Management Methods –Job Rotation –Staff Meetings –Lateral Transfer –Mentoring/Coaching –Case Studies –Behavior Modeling –Computer-assisted instruction –Voluntary courses –Role Play

125. Assistant Facility Managers Objectives –Create Corporate Culture, Internalizing Policies and Procedures –To Develop Team Work Quality Control Communication skills Methods –Job Rotation –Lateral Transfer –Mentoring/Coaching –Behavior Modeling –Computer-Assisted instruction –Voluntary Courses –Role Play

126. Internships Objectives –To create a recruitment pool for future employees –Familiarize future employees with the Corporation Culture Methods –On the Job Training –Mentoring/Coaching

127. Management Trainee Programs Objectives : –Develop management abilities and knowledge in Practice Methods –Job Rotation –Case-Studies –In-Class training –Mentoring/Coaching

128. Training Methods

129. Training Schedule

130. Baltics and Russia Orientation –Top Management to UK –Lower layers trained locally Training Process –Same as in Finland

131. Performance Appraisal Team 9 Niina Saarinen Helen Jiang Miia Wahlroos Laura Malin

132. Administrative Purposes Compensation HR functions: promotion, transfer, layoff HR planning “Paper trail” Influences employee behavior => improves organizational performance

133. Developmental Purposes Individual development –Feedback and discussions –Possibility to improve job performance, not only evaluate past Eliminate problems New goals Training needs

134. Cultural Characteristics Appraisal - an unfamiliar concept –Traditionally only hard facts measured –Qualitative sides neglected Finns tend to be discrete –Avoid negative feedback –Seldom discuss personal traits Russians and Baltics are different from Finns

135. Rating Methods Results Method –Management by objectives (MBO) Behavioral Method –Behavioral observation scales (BOS)

136. Sample Items General skills Management/Leadership skills Management SkillsActualRequested by position Comments 5 4 3 2 1 5 4 3 2 1 ________ -Planning ________ -Organization ________ -People development ________ -Decision making ________ -Control ________ Ranking A B C D E

137. Training of Appraisers Explain the objectives Define the standards Avoid misunderstanding Reduce biases Using the form –Scales and rankings –Comments serve as references for interview

138. CEO Appraisal Annually –Self-appraisal –HQ –Functional managers –Country managers Semi-annually –MBO

139. Requirements Co-operation Objectives easily quantifiable The employees can control the process and outcome Consistent goals Review times specified

140. MBO Advantages Mutual goal setting Reward and promotion decisions Objectives defined Performance improved Co-operation improved

141. MBO Disadvantages Time consuming Costly Some goals difficult to measure Hard to get full commitment

142. Functional and Country Managers Annually –Self-appraisal –360-degree appraisal Semi-annually –MBO

143. Regional, Facility and Assistant Facility Managers Annually –Self-appraisal –360-degree appraisal

144. 360-Degree Advantages Comprehensive system Quality of information Lessens bias/prejudice Complements TQM Increases employee self-development

145. 360-Degree Disadvantages Administratively complex Feedback can be intimidating Conflicting opinions Invalid evaluations

146. To Ensure Quality and Acceptance Assure anonymity Use statistical procedures Identify and quantity biases Make respondents accountable Prevent “gaming” of the system => Training

147. Appraisal Interview Data analyzing –HR department Face to face conversations –Feedback –Training needs

148. TEAM 10 Presented by Satu Strömberg Maria Rintala Laura Hirvonen

149. COMPENSATION POLICIES Competitive base salaries Bonus system 1: MBO –CEO –Country Managers –Functional Managers Bonus system 2: Other bonuses –Regional Managers –Facility Managers – Assistant Facility Managers

150. COMPENSATION POLICIES (Cont.) Indirect Compensation Open Pay Policy Non Financial Compensation

151. FINNISH REGULATIONS Equal rights law No legislated minimum wage (Työsopimuslaki 17 §) Right for paid vacation or for vacation compensation P arents and family take-off Regulated working hours - overtime agreed with employee - working hours not subject to business hours

152. POINT SYSTEM

153. RATE STRUCTURE

154. SALARY RANGES monthly FIM

155. EXPATRIATES Expats are paid according to their home country’s salary range Premium paid to cover the host country’s cost of living

156. BENEFITS Flexible benefits package Management option program for CEO

157. CORE BENEFITS Apartment guaranteed Health care Day care Cellular phone Recreational facilities Meal ticket

158. ADDITIONAL BENEFITS IN FINLAND Company car or company bicycle Fitness benefits Discount on goods and services –purchased from the complex

159. ADDITIONAL BENEFITS IN RUSSIA AND BALTIC Education for children Additional health services Fitness benefits Discount on goods and services –purchased from complex

160. Have a nice summer-break !!! & bye, bye, Randy :-))) HRM class 2001