Saab 2012 Annual Report Download - page 59

SAAB ANNUAL REPORT 2012 55
ADMINISTRATION REPORT > RISK AND RISK MANAGEMENT
OPERATING RISKS
RISK
Develop and introduce
new systems and prod-
ucts
Management of long-
term customer projects
Environmental risks and
liabilities Compliance risks
SIGNIFICANCE
The risk is that Saab does
not achieve the levels of
business required for its
products to be protable.
The risk is that Saab
will be unsuccessful in
meeting customer re-
quirements, as a result
of which the commit-
ment is not fullled.
In its operations, Saab
handles a wide variety
of chemical products
that are classied as
harmful to humans and
the environment. The
most important envi-
ronmental risks involve
hazardous chemicals,
building and plant res,
and soil contamination.
That we break our com-
mitment is to act ethically
correct in all that we do
based on current legisla-
tion, our own Code of
Conduct and common
industry standards.
3&410/4*#*-*5:
The Group takes an ac-
tive approach to product
management. A high
degree of modularisation
in project management
allows Saab to reuse
product solutions in its
offerings.
Every contract with a
customer to supply a
product, solution or ser-
vice is always preceded
by a thorough analysis
of the conditions and
risks associated with
the delivery, based on
an internal process
established within Saab
for the management of
customer contracts.
Saab has introduced
strict routines for as-
sessment, supervision
and control of various
environmental risks.
Our Code of Conduct is
complemented by detailed
directives and policies
within relevant areas. In-
cluded in our compliance
program are also extensive
internal training efforts and
clear management struc-
tures with special compli-
ance functions designated
to manage operating risks
as well as further develop-
ment and improvement of
existing regulations and
processes. Saab has also
established a whistleblow-
ing system.
2012
In 2012 the implementa-
tion of different measures
started in 2011 to further
enhance our development
processes continued, for
example new Centers of
Excellence within Saab
to improve development.
A portfolio management
system, an overall man-
agement tool to make
decisions regarding which
investments to prioritise
in a market and prot
perspective, was also
developed in 2012.
In 2012, we worked on
follow-up and ensure
the implementation of
the risk management
system dened in 2010.
In addition, we also car-
ried out preparations to
adapt these processes
to the new market area
organisation, effective
from 1 January 2013.
In 2012, Sensis and
E-COM were integrated
in Saab’s environmental
risk work.
In 2012, further training of
employees within corrup-
tion risk assessment were
carried out.
2013
In 2013 we will introduce
a uniform product data
base that will support our
efforts to create a better
structured packaging of
Saab’s product offering,
which aims at lowering
project costs and in-
crease quality in tenders.
The aim is to lower risk in
project execution.
In 2013 we will continue
to work with continu-
ous improvements and
secure the implemen-
tation of our project
management process.
Our focus is on im-
proving and making
transportation, heating
and ventilation in prop-
erties and production
facilities more efcient.
Efforts on communica-
tion to increase climate
awareness and improve
possibilities to utilise
electronic communica-
tion, for example video
conferencing.
We will complement the
existing training program
with a web-based anti-
corruption training. We will
also launch further tools
used as support in the
corruption risk assessment
tool that is mandatory in
every business initiative
and also in other ways
continue the work to de-
velop processes and work
ways that limits our risk
exposure in this area.