Tieto’s major risks are addressed in the company’s new strategy that was launched in 2008 and the operating model taken into use in the beginning of 2009. In 2009, the main focus of risk management has been on strategic risks related to the changed situation in the IT market.

In 2009, Tieto continued to upgrade efficiency in risk management. Corporate management keeps risk management at the top of its agenda in order to ensure the successful management of high-risk projects. The improvement of related processes and tools is an ongoing process.

Some of Tieto’s biggest risks are linked to the quality of project deliveries. In 2009, Tieto continued the cleanup of high-risk projects. These efforts progressed according to plans. The Service Excellence Programme launched in October 2009 also set its sights on improving quality. The implementation of the Sales and Delivery Portfolio Management process continued, focusing on improving risk management in the whole delivery chain from the sales phase to the final approval of the delivery.

In order to increase corporate-level risk control, Tieto has also focused on its internal controls and enhanced the performance of its financial reporting process. The corporate-wide common accounting and reporting platform Tieto ERP has been developed further to support Tieto’s risk management.

In 2009, Tieto established the Internal Audit function to carry out both business and internal audit activities.