Blackberry 2012 Annual Report Download - page 254

Download and view the complete annual report

Please find page 254 of the 2012 Blackberry annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 274

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106
  • 107
  • 108
  • 109
  • 110
  • 111
  • 112
  • 113
  • 114
  • 115
  • 116
  • 117
  • 118
  • 119
  • 120
  • 121
  • 122
  • 123
  • 124
  • 125
  • 126
  • 127
  • 128
  • 129
  • 130
  • 131
  • 132
  • 133
  • 134
  • 135
  • 136
  • 137
  • 138
  • 139
  • 140
  • 141
  • 142
  • 143
  • 144
  • 145
  • 146
  • 147
  • 148
  • 149
  • 150
  • 151
  • 152
  • 153
  • 154
  • 155
  • 156
  • 157
  • 158
  • 159
  • 160
  • 161
  • 162
  • 163
  • 164
  • 165
  • 166
  • 167
  • 168
  • 169
  • 170
  • 171
  • 172
  • 173
  • 174
  • 175
  • 176
  • 177
  • 178
  • 179
  • 180
  • 181
  • 182
  • 183
  • 184
  • 185
  • 186
  • 187
  • 188
  • 189
  • 190
  • 191
  • 192
  • 193
  • 194
  • 195
  • 196
  • 197
  • 198
  • 199
  • 200
  • 201
  • 202
  • 203
  • 204
  • 205
  • 206
  • 207
  • 208
  • 209
  • 210
  • 211
  • 212
  • 213
  • 214
  • 215
  • 216
  • 217
  • 218
  • 219
  • 220
  • 221
  • 222
  • 223
  • 224
  • 225
  • 226
  • 227
  • 228
  • 229
  • 230
  • 231
  • 232
  • 233
  • 234
  • 235
  • 236
  • 237
  • 238
  • 239
  • 240
  • 241
  • 242
  • 243
  • 244
  • 245
  • 246
  • 247
  • 248
  • 249
  • 250
  • 251
  • 252
  • 253
  • 254
  • 255
  • 256
  • 257
  • 258
  • 259
  • 260
  • 261
  • 262
  • 263
  • 264
  • 265
  • 266
  • 267
  • 268
  • 269
  • 270
  • 271
  • 272
  • 273
  • 274

A: Maneesh is right to feel uncomfortable
frequent invitations from our suppliers can easily lead to the appearance of bias. Maneesh
must politely inform this distributor that while the occasional, moderately priced meal is welcome, too many invitations could create a
potential conflict of interest. He must also raise the issue to his manager for additional support. Remember, even appropriate gifts and
entertainment may become inappropriate when offered on a frequent basis.
Doing Business with Friends and Family
At times, we may find ourselves working alongside members of our families, or even close friends of ours. It is important that we
conduct ourselves appropriately in these situations, and avoid allowing our personal relationships to improperly influence, or appear
to improperly influence, our business decisions. As a rule, we should never have direct decision-making authority over a family
member or other person with whom we have a significant personal relationship. This includes situations where we might have
authority or influence over that person’s employment, performance review, salary administration, promotion, assignment of work or
other employment-related decisions. We should also avoid even indirect reporting relationships with such persons that could appear to
result in preferential treatment or favoritism.
Just because someone you are close to—whether it is your spouse/partner, relative or close friend—is or becomes a RIM employee,
customer, supplier, competitor, or has another business relationship with RIM, does not necessarily mean there is a conflict of
interest. However, you must make full disclosure of significant personal relationships to your Organizational Development Business
Partner at any time that it arises during the course of your employment.
If you have any questions or concerns, please consult your manager or your Organizational Development Business Partner for
guidance.
Outside Activities
It is important that we feel good about RIM and the work we do here. Our Company understands that some of us may want to engage
in outside activities. This includes participating on a board of directors or advisory board, conducting an outside business or engaging
in part-time employment while working in our current position at RIM. However, our commitment to RIM means we must never
participate in outside activities that are so demanding that they interfere with our ability to fulfill our responsibilities to our Company.
If you are considering taking on any outside activity that may pose a real or potential conflict of interest, seek approval as noted above
before doing so. This is particularly important for those of us at a manager-level or above, who have additional job responsibilities
within RIM.
9