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40 SAAB ANNUAL REPORT 2011
SAAB’S RESPONSIBILITIES > EMPLOYEES
Culture and behaviours
Knowing and understanding our future direction is important to
creating commitment and condence in the future. In autumn
2011, Saab’s business plan for 2012-2016 was therefore presented to
the Group, and through the business areas to every employee.
During the autumn, the Group’s employees received the up-
dated code of conduct, which establishes a number of important
principles, including that trust is the cornerstone of our business.
Descriptions are provided of the rules that apply to the business as
a whole, how we are expected to act in our workplaces, the impor-
tance of business ethics to building trust and how to communicate
internally and externally.
Competence and leadership
We have continued to try to create the right opportunities for cur-
rent employees to develop. By maximising the commitment and
competence of every employee, Saab will be better able to meet its
overarching goals.
During the autumn, 150 managers met to discuss the future. e
topics included professionalism at every level of operations and Saab’s
foundation: its employees. By 2020, 50 per cent of the Swedish popula-
tion will be born aer 1978, which means that Saab’s demographics
will change as well. e managers received valuable insight on the new
generation of employees and discussed the future demands on Saab’s
leadership and corporate culture. An important part of this work to at-
tract new talents is our cooperations with institutes of technology and
universities. Learn more on page 43.
During the year, around 300 managers, project leaders and young
talents sharpened their leadership abilities while building skills and
know-how through our management development programmes.
e basic programme has been modied and will be launched
in 2012. e new management development concept will focus
on personal development, business knowledge and international
business culture and will be open to all Saab managers around
the world. We also oer international management development
programmes, including the Advanced Corporate Management
Network (ACMN), which has brought together participants from
Sweden, South Africa, England and Australia. e purpose of the
programme is to learn more about Saab’s entire operations in order
to develop as a leader in an increasingly international environment.
Aer the recruiting process for Saab’s new training programme
was completed during the year, 15 trainees were hired to begin in
the rst quarter of 2012. During the year, competence mapping
assessments were done in selected functions in order to harmonise
development activities.
During the year, a decision was made to launch a global Saab
Academy to give further attention to talent management and de-
velopment in all of Saab’s operations. Saab Academy will be started
in 2012.
Priorities 2012
tContinue to develop Saab Academy
tImprove talent management
tDevelop HR support globally and locally