Saab 2014 Annual Report Download - page 36

STRATEGY
EMPLOYEES
Saab works actively to develop leaders and employees as
well as to continue to build a culture that promotes
performance, commitment and diversity.
e ability to attract, retain and develop employees
is important so as to be able to realise Saab’s strategy.
Saab oers many forms of skills and leadership
development, both internally and externally. Some
training is mandatory for all employees and is
oen oered exibly and cost eciently through
e-learning.
A large part of the human resource development
plays out on a daily basis and in co-operation with
colleagues. Saab also endorses learning in the form
of networks and mentorships. ere are many
opportunities to try out dierent job assignments
within the Group, nationally and internationally.
DEVELOP LEADERS
Saab’s trainee programme, “Saab Graduate leader-
ship programme”, is designed for recent graduates
and young professionals who have the potential
and desire to become future leaders. As part of the
programme, participants gain experience by wor-
king in dierent parts of the Group, at home and
abroad. ey also receive leadership training, per-
sonal development and the opportunity to build a
network of contacts within Saab.
Other important gateways for students are sum-
mer jobs and thesis work. In Sweden, Saab’s goal is
accept at least 400 summer workers and 150
master’s students each year. At the same time that
they gain work experience, they also benet the
company by helping to drive development forward.
For employees to reach their potential requires
skilled and committed leaders. To strengthen its
managers, the company focuses on four areas:
business acumen, performance leadership, inter-
nationalisation and being both a manager and a
leader. e four areas have helped to clarify the
expectations placed on managers at Saab. In addi-
tion to courses with role-playing and leadership
conferences, workshops are held throughout the
organisation.
PERFORMANCE CULTURE
To assist employees in realising their potential,
each is required to meet with a manager to set
individual goals aligned with Saab’s business goals.
Goals and results are followed up at least twice
a year. Reviews include not only whether the
employee met the goals, but also whether they
did so in accordance with Saab’s values.
In a performance culture, personal responsi-
bility is critical so that every employee has the
opportunity to impact their development. For
the individual employee, clear guidelines and
super vision increase motivation and reduce stress.
For the company, a performance-based culture is
critical for success in a globally competitive
business environment.
PROFESSIONAL PRIDE
Employees who feel proud of and are committed
to their work and the company are vital to a know-
ledge company like Saab. In the annual employee
survey, 82 per cent responded that they are very
proud to work at Saab; high compared to other
companies.
Among the aspects that employees are proud
of are Saab’s high technology and breadth of
expertise, but also a corporate culture that oers
a work-life balance.
FOCUS ON POSITIVE WORK ENVIRONMENT
By working actively on occupational health issues,
Saab reduces the risk of accidents, illnesses and
workplace injuries in both the short and long term.
In 2014, Saab introduced a new Group-wide
global work environment policy. Saab also began
developing a global occupational health and safety
process based on the OHSAS 18001 international
standard.
82%
Share of Saab’s
employees who feel
very proud to work
at Saab.*
#8
Saab’s ranking in
Universum’s survey
of the most popular
employers among
Swedish engineering
students.
76%
Share of employees
who consider Saab
a very attractive
employer.*
* Saab’s employee survey
32 – SAAB ANNUAL REPORT 2014