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16 SAAB ANNUAL REPORT 2011
STRATEGIC GOALS
DELIVERING ON STRATEGIC GOALS
Outcome/goal attainment
Sales decreased in 2011 compared to 2010 as a
result of lower activity levels in major projects and the
challenging business climate in South Africa.
Outcome/goal attainment
Profitability increased in 2011 compared to 2010.
This included capital gains MSEK 1,169 (14),
compared to structural costs of MSEK 616 in 2010.
Underlying profitability increased in 2011, with
successful project execution as one of the most
important drivers.
Priorities 2012
In 2012, we will continue to focus on a
number of key markets, including the
US, Sweden, India and the UK. Our
priority is to increase local competence
and establish a stronger local presence
in selected markets.
Long-term financial goals and outlook for
2012, see page 1.
Priorities 2012
In 2012, we will continue to focus on
improving tied-up capital and generat-
ing strong cash flow. It is important to
us to have a strong balance sheet and
sound profitability to facilitate growth-
enhancing investments.
Long-term financial goals and outlook for
2012, see page 1.
1.
PROFITABLE
GROWTH
Activities during the year
During the year, we focused on expanding operations
in priority markets, including through focused acquisi-
tions. Among other things, we expanded in the UK
through a new office and a design centre for the de-
velopment of Sea Gripen. We also strengthened our
presence in the US, through the acquisition of Sensis
Corporation. In addition, we established a research
centre in Brazil and a product and technological
development centre in India, where we also signed a
number of strategic agreements with partners.
2.
PERFORMANCE
Activities during the year
We have continued to focus on standardising opera-
tions and our functional processes to achieve func-
tional synergies. Our improved processes for project
implementation and risk management have enabled
us to identify savings and improve our forecasting
abilities. Our cost base is now more transparent,
which has given us greater flexibility when cost
adjustments must be made.
PROFITABLE
GROWTH
PORTFOLIO
GR
OWTH
PERFORMANCE
PEOPLE
0
5,000
10,000
15,000
20,000
25,000
MSEK
2009 2010 2011
0
4
8
12
16
20
%
2009 2010 2011
Sales EBIT
Administrative
costs
0
300
600
900
1,200
1,500
MSEK
2009 2010 2011
0
6
12
18
24
30
%
2009 2010 2011
Gross margin
Saab’s four strategic priorities are profitable growth, performance, a focused portfolio and people. In 2011, we took a
number of important steps toward meeting them.