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Pratik Kukreja
The Mozilla Foundation is a non-profit organization that exists to support and provide leadership for the open source Mozilla project. The organization sets the policies that govern development, operates key infrastructure and controls trademarks and other intellectual property. It owns two taxable for-profit subsidiaries: the Mozilla Corporation, which employs several Mozilla developers and coordinates releases of the Mozilla Firefox web browser, and Mozilla Messaging, Inc., which primarily develops the Mozilla Thunderbird email client. The Mozilla Foundation was founded by the Netscape-affiliated Mozilla Organization, and was officially launched on July 15, 2003. The organization is currently based in the Silicon Valley city of Mountain View, California, USA.
The Mozilla Foundation describes itself as "a non-profit organization that promotes openness, innovation and participation on the Internet.".[3] The Mozilla Foundation is guided by the principles of the Mozilla Manifesto which is declared in several languages.[4][5] Mozilla Europe, Mozilla Japan and Mozilla China are non-profit organizations whose mission is to help promote and deploy Mozilla products and projects. They are independent of, but affiliated with, the Mozilla Foundation.

A UK resident company, or partnership, or sole trader making trading or investment profits wishes to provide incentives to any of its suppliers, customers; together with current & prospective employees.

Using strategies successfully applied for over a decade now, the business can fund an incentive and employee retention plan, by transferring contributions into a tax free Trust based environment thus removing them from the trading accounts and taxation.

Then

The Contributions are deductible against corporation tax/income tax;
Post Tax profits can also be used;
Incentives can be accessed tax free in a variety of ways;
The resulting Funds grow tax free in a highly regulated jurisdiction;
These funds are available tax free to post death beneficiaries.
Features

These benefits are provided through the implementation of a highly technical product by a Solicitor; providing comprehensive written professional advice, together with specialist consultation and client support –

The Remuneration Trust: -

Uses statutory reliefs;
Is fully disclosed to HMRC;
The principles being known and accepted by HMRC since 1994;
Approved by the House of Lords on appeal in 2005;
Implemented with your existing professional advisers;
We will recommend independent professional trustees.



As companies reach beyond their boundaries to find and develop ideas, they are exploring new models to manage innovation. In projects that tap external talent, questions quickly arise about process management, intellectual-property rights, and the right to make decisions. Some executives have been at this game longer than others. Mitchell Baker, chairman and former chief executive officer of Mozilla Corporation, has devoted the past ten years to leading an effort that relies extensively on people outside her company-not just for creative ideas, but also to develop products and make decisions. The result: Mozilla's Firefox browser, with 150 million users, has become a rival of Microsoft's market-leading Internet Explorer.

As Firefox flourished, the process that created it became a model for participatory, open-source collaboration. Baker's role, central from the beginning, has taken many twists and turns. Ten years ago, she was a software lawyer at Netscape Communications-which developed the original commercial Web browser-when the company decided to release its product code to the public. Baker's interest in defining and managing the project quickly earned her a place as one of its leaders. She continued to guide the project after Netscape was acquired by AOL, led the subsequent spin-off (to the nonprofit Mozilla Foundation and its subsidiary, the Mozilla Corporation) to develop the next-generation Firefox browser, and presided over Firefox's impressive growth. In her role as "chief lizard wrangler,"1 she balanced and blended Mozilla's commercial needs with the motives and efforts of an army of volunteers who develop the code and distribute the browser. Over the years, Baker has helped define the legal and functional model that allows an open-source community and a corporation to share responsibility for product development while managing the project and maintaining the organization's momentum-not to mention its financial viability.

Today, Mozilla and Firefox are successful on several levels. Having recaptured market share lost to Internet Explorer, Firefox now holds 15 percent of the browser market in the United States and a higher share elsewhere. In 2006, the company's revenue-sharing arrangement with Google for searches that originate in Firefox delivered revenues three times greater than Mozilla's expenses,2 an impressive rate of return. Finally, the organization's open-source development model is a visible and well-tested experiment in managing innovation beyond corporate borders. To learn more about that model, McKinsey director Lenny Mendonca and Robert Sutton, a professor at Stanford University's Graduate School of Business, met with Baker in her Mountain View office before her change in roles.

The organization behind Firefox, the world's second most popular Web browser, has embarked on an ambitious project to change this. Instead of forcing people concerned about privacy to scroll through pages of "notwithstanding anything to the contrary," the Mozilla Foundation is designing a standard set of colored icons to reveal how data-protective--or how intrusive--Web sites are.
It does seem a bit odd that, in the era of the iPad and cars that nearly drive themselves, technologists have been unable to puzzle out a better way to display that privacy information. The Mozilla Foundation's tentative solution is to employ the leverage it has through Firefox, used by something like 350 million people worldwide, to convince publishers to disclose their privacy practices in a standard way that would be displayed in a Web browser's address bar.
"The most important thing we can be doing now is to create the information architecture which defines what people should care about privacy," said Aza Raskin, head of user experience for Mozilla Labs. A list of eight categories used for brainstorming includes whether the Web site shares information with third parties, whether data are retained after use, whether data are encrypted, and whether collected data are personally identifiable.

A preliminary suggestion that has been submitted to the Mozilla Foundation as a set of privacy icons for Firefox.
(Credit: Mozilla.org)
The Mozilla Foundation's eventual goal is to create icons as easy to understand as care labels on a shirt that say whether it should be dry cleaned or washed in cold water. Using the letter P inside a circle has been discussed, even if it bears an unfortunate resemblance to the ubiquitous blue signs for parking lots, as has borrowing icon ideas from Creative Commons. (The project is unrelated to the ad industry's recent announcement of a blue "i" icon for behavioral advertising.)
At a meeting last week in Mozilla's headquarters in Mountain View, Calif., a few dozen attendees including representatives from the Federal Trade Commission began to sketch out how a standard for privacy icons would work. "They were thinking that you might have several icons in the address bar for each site," said Seth Schoen, staff technologist at the Electronic Frontier Foundation. "Maybe they would be showing things that were good about that site's privacy practices, and maybe they would be showing things that were bad about that site's privacy practices."
Mozilla Labs' Raskin has been forthright about using privacy icons in the Web browser as a tool to reward and punish. Raskin wrote last month that: "If Firefox encounters a privacy policy that doesn't have Privacy Icons, we'll automatically display the icons with the poorest guarantees: your data may be sold to third parties, your data may be stored indefinitely, and your data may be turned over to law enforcement without a warrant, etc."
Didn't P3P do this already?
The challenge for the organization will be avoiding the problems that plagued P3P, or Platform for Privacy Preferences, an earlier effort to convince publishers to rate their own sites in a standard manner. Almost from the moment of its launch more than a decade ago, P3P began a long slide into irrelevance, and today major sites like Google.com, Apple.com, CNN.com, and Twitter.com do not use P3P to summarize their privacy policies.
At the time of its creation, though, P3P enjoyed the enthusiastic support of the World Wide Web Consortium and Internet icons like Tim Berners-Lee, who predicted that the technology will become the "keystone to resolving larger issues of both privacy and security on the Web." In an echo of what's being planned for Firefox today, Microsoft said in 2001 that Internet Explorer 6 would require ad networks to adopt P3P if they wanted their Web technology to continue to work with the new browser.
 
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