Nokia 2012 Annual Report Download - page 6

FORWARD-LOOKING STATEMENTS
It should be noted that Nokia and its business are exposed to various risks and uncertainties and
certain statements herein that are not historical facts are forward-looking statements, including, without
limitation, those regarding:
• the expected plans and benefits of our partnership with Microsoft to bring together
complementary assets and expertise to form a global mobile ecosystem for smartphones;
• the timing and expected benefits of our strategies, including expected operational and
financial benefits and targets as well as changes in leadership and operational structure;
• the timing of the deliveries of our products and services;
• our ability to innovate, develop, execute and commercialize new technologies, products and
services;
• expectations regarding market developments and structural changes;
• expectations and targets regarding our industry volumes, market share, prices, net sales and
margins of our products and services;
• expectations and targets regarding our operational priorities and results of operations;
• expectations and targets regarding collaboration and partnering arrangements;
• the outcome of pending and threatened litigation, regulatory proceedings or investigations by
authorities;
• expectations regarding the successful completion of restructurings, investments, acquisitions
and divestments on a timely basis and our ability to achieve the financial and operational
targets set in connection with any such restructurings, investments, acquisitions and
divestments; and
• statements preceded by “believe,” “expect,” “anticipate,” “foresee,” “target,” “estimate,”
“designed,” “aim”, “plans,” “intends,” “will” or similar expressions.
These statements are based on management’s best assumptions and beliefs in light of the information
currently available to it. Because they involve risks and uncertainties, actual results may differ
materially from the results that we currently expect. Factors, including risks and uncertainties, that
could cause these differences include, but are not limited to:
1) our ability to make the Windows Phone ecosystem a competitive and profitable global
ecosystem that achieves sufficient scale, value and attractiveness to relevant market
participants, making Nokia products with Windows Phone a competitive choice for
consumers;
2) our success in the smartphone market, including our ability to introduce and bring to market
quantities of attractive, competitively priced Nokia products with Windows Phone that are
positively differentiated from our competitors’ products, both outside and within the Windows
Phone ecosystem;
3) our ability to produce attractive and competitive devices in our Mobile Phones business unit,
including feature phones and devices with features such as full touch that can be categorized
as smartphones, in a timely and cost efficient manner with differentiated hardware, software,
localized services and applications;
4) the success of our HERE strategy, including our ability to establish a successful location-
based platform and extend our location-based services across devices and operating
systems;
5