Saab 2012 Annual Report Download - page 20
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16 SAAB ANNUAL REPORT 2012
STRATEGIC GOALS
HOW SAAB DELIVERS
ON STRATEGIC GOALS
Activities during the year
Our focus over the year has been to pre-
pare for the new market area organisation
where six market areas were established
on 1 January, 2013.
Despite challenging market conditions
throughout 2012, order bookings increased
by 9 per cent in the year, partly as a result
of larger development and support orders
from the Swedish Defence Materiel Ad-
ministration regarding the Gripen system.
Hungary also decided to continue to oper-
ate Gripen until 2026.
We also received several large and
important orders, among them our man-
portable weapon system Carl-Gustaf to the
U.S. Army, our surface-to-surface missile
RBS15 Mk3 to Germany and an upgrade
an upgrade of a Combat Management
System to Thailand.
Activities during the year
Continued focus on standardising the
most important processes to achieve
functional synergies. We have also focused
on capturing synergies from acquisitions,
including Sensis which was acquired in
2011. Improving efciency within all parts
of our operation is always on the agenda.
Saab also created a uniform Quality and
Environment certicate (ISO9001 and ISO
14001) for operations in Sweden, South
Africa and Australia.
Outcome/Goal Attainment
Total sales increased 2 per cent in 2012
year-on-year. Excluding acquisitions, sales
decreased by 2 per cent. Foreign exchange
effects had no signicant impact on sales.
The operating margin was 8.5 per cent
(12.5). Excluding non-recurring items the
operating margin was 7.6 per cent (7.5).
Outcome/Goal Attainment
Administrative costs were virtually un-
changed during the year at approximately
5.1 per cent (5.2). Marketing costs rose
due to the set-up of our new market or-
ganisation. The gross margin improved to
29.9 per cent (28.5).
Priorities 2013
Ensure that the desired gearing effect is
achieved from the new market organisa-
tion. This includes increasing awareness
of and condence in Saab as a business
partner.
For long-term nancial goals and outlook
for 2013, see page 44.
Priorities 2013
Efforts to reduce costs and improve ef-
ciency at every level – from research and
development to sales – will continue. This
includes ensuring that all research and de-
velopment projects are commercially viable
and support the offering. A uniform product
development process will be launched in
2013, as will international certication work
in other countries, including the U.S.
1. PROFITABLE GROWTH
2. PERFORMANCE
Sales, billion SEK EBIT, %
23 24
2012201120102009
24
25
2012201120102009
4.9 5.1 5.2 5.1
13
9
2012201120102009
4
6
29 30
2012201120102009
25
23
Gross margin, %
Administrative
costs, % of sales