Saab 2014 Annual Report Download - page 57

of current laws and Saab’s processes for hiring con-
sultants and other advisors.
Use of marketing consultants and other advi-
sors is customary in a complex world. At Saab,
every co-operation is tested, evaluated and motiva-
ted centrally. A clear decision-making process is
followed, and every decision is preceded by a
thorough analysis. Saab also oers training for the
marketing consultants it retains. Undergoing this
training and signing a commitment to follow Saab’s
guidelines are prerequisites for signing a new
contract. All Saab employees are also required to
complete web-based anti-corruption training.
e programme, which is designed to specically
reect the risks that arise in Saab’s operations, is
available in both English and Swedish.
In 2014, Saab created a new whistleblower unit
and policy that was introduced at the end of the
year and allows external reporting via the internet
and telephone. In addition, Saab launched a pro-
gramme to audit its marketing consultant cont-
racts. Other initiatives included an update of Saab's
teacher-led anti-corruption training and expan-
sion of the target group to include people outside
the marketing organisation. Saab also began a
review and update of our Code of Conduct. e
aim is to launch an updated edition of its Code of
Conduct and a special code for suppliers and busi-
ness partners in 2015.
INFORMATION SECURITY RISK
Saab’s knowledge, information and intellectual
assets are of vital importance to the Group's com-
petitiveness, as are well-functioning IT systems,
networks and ecient communication. Saab also
manages information in condence that is critical
to its customers and in many cases to their national
security. Consequently, maintaining and continu-
ously improving information and IT security is cri-
tical if Saab is to achieve its business goals, comply
with current requirements and maintain the trust
of customers, owners, authorities and partners.
Society greatly needs to improve IT security at
the same time that the gap in security is growing
ever faster. IT developments in general have acce-
lerated, while the security measures to protect
systems and information have not kept pace. e
vulnerabilities in today’s global IT systems are, and
will for the foreseeable future remain, one of the
most complex issues Saab faces. IT services in
modern businesses are oen complex and spread
out both physically and organisationally. Informa-
tion security risks are becoming more dicult to
assess and identify as data passes multiple juris-
dictions and technological systems. Information
security has also taken on a growing political
dimension of late. Cyber espionage and cyberat-
tacks are part of the “security policy toolbox” in a
growing number of countries. As a result, society’s,
and Saab’s, information and IT security is subjec-
ted to increasingly complex threats, which are not
necessarily just technological in nature.
Management of information security risk
To prevent risks in information security, Saab
works with a set of administrative and technologi-
cal protections that include clearly dened roles,
processes, routines and technological solutions for
information, IT and communication security.
During the year, several new projects and collabo-
rations were launched in an eort to further
improve security. Saab's focus in 2015 is to protect
its most critical information and communication
against the most sophisticated threats.
To ensure that they handle information in
accordance with current regulations, all new per-
sonnel undergo security training when hired. As
an employee, they then receive continuous training
and information. e focus in 2015 is to further
increase security awareness through training.
Saab formulated an overarching long-term
security strategy in 2014, where one of the goals is
to be a leader in corporate security and risk mana-
gement. Security will be a natural and integral part
of Saab’s operational management processes, lead-
ership and culture. As part of the action plan, a
reorganisation was implemented and the Group’s
security function was signicantly strengthened in
2014. e focus in 2015 is to integrate security as a
natural part of Saab's Win Business process.
SIGNIFICANT RISKS
Political and market risks Financial risks Operating risks
Exportl regulation
Macroeconomic factors
Currency risks
Interest risks
Refinancing risks
Credit and counterparty risks
Commodity risks
Pension obligation
Develop and introduce new
systems and products
Long-term customer projects
Environmental risk and liabilities
Compliance risks
Information handling risks
SAAB ANNUAL REPORT 2014 – 53