Saab 2012 Annual Report Download - page 21

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SAAB ANNUAL REPORT 2012 17
Activities during the year
During 2012, a number of strategic acquisi-
tions were made that complement the
portfolio and strengthen market position.
Sörman Information was acquired by
Saab’s independent subsidiary, Combitech,
during the rst half of the year. This acqui-
sition is in line with Combitech’s strategy to
grow its position in the Nordic region. Dur-
ing the second half of the year, Combitech
acquired 70 per cent of the shares in Bayes
Risk Management AS, Norway, with the
option of acquiring the remaining 30 per
cent within 18 months.
During the year, Saab acquired HITT
N.V., which primarily strengthened the
position within air and marine trafc man-
agement. German company MEDAV GmbH
was also acquired, strengthening our posi-
tion within signals intelligence.
In India, two cooperation agreements
were entered into to strengthen our local
market presence.
Activities during the year
Developed management development
programme based on eight leadership
skills that are the foundation for success-
ful management. A Group-wide trainee
programme was introduced and efforts
targeting future talent were stepped up
through collaborations and meetings with
lower secondary students and students
at prioritised universities. Many new
employees were recruited during the year.
The Group-wide introductory programme,
“This is Saab”, was highly valuable to
these efforts.
Transactions
First half of 2012:
r$PNCJUFDIBDRVJSFT4XFEJTIDPNQBOZ
Sörman Information
r1VCMJDPGGFSUPBDRVJSF%VUDIDPNQBOZ
HITT N.V.
Second half of 2012:
r$PNCJUFDIBDRVJSFT/PSXFHJBODPNQBOZ
Bayes Risk Management AS
r$PPQFSBUJPOBHSFFNFOUXJUI*OEJBODPN-
pany Pipavav
r"DRVJTJUJPOPG(FSNBOZDPNQBOZ
MEDA V GmbH
r+PJOUWFOUVSFXJUI*OEJBODPNQBOZ
QuEST Global Manufacturing
Results 2012
Key HR ratios
Employer of choice – internally
index 75 (67)
Percentage of female
managers, % 22.1 (20.6)
Priorities 2013
Continued investments in product de-
velopment and renewal and prioritisation
and strengthening of Saab’s competitive
position in a number of selected markets
and technological specialties. Continu-
ous mapping of potential acquisitions that
complement the portfolio and strengthen
our offering.
Priorities 2013
r'VSUIFSTUSFOHUIFOPVSNBOBHFNFOUXJUI
a focus on business orientation, com-
munication and employee involvement
on all levels.
r*NQSPWFMPOHUFSNUBMFOUNBOBHFNFOUCZ
strengthening Saab’s employer offering.
r%FWFMPQBOEIBSNPOJTF)3TVQQPSUGSPN
a global perspective.
3. PORTFOLIO
4. PEOPLE
PROFITABLE
GROWTH
PORTFOLIO
PERFORMANCE
PEOPLE
Saab’s four strategic priorities are protable growth,
performance, a focused portfolio and people. In 2012, we
continued taking several important steps in our strategic
priorities to achieve our long-term goals.