Saab 2013 Annual Report Download - page 29

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SAAB ANNUAL REPORT 2013 25
Activities during the year
Two minor strategic acquisitions were made
in 2013. An agreement was signed in May to
acquire Teknikinformation i Krokom AB (TIKAB),
with 67 employees. The acquisition broadens
Saab’s service portfolio and strengthens Saab’s
competiveness as a supplier of support solu-
tions. In September Saab acquired the British
company Hydro-Lek Limited, with 25 em-
ployees. The acquisition strengthened Saab’s
product portfolio of remote-controlled, autono-
mous and hybrid underwater vehicles with the
ambition to further grow the company.
Saab and Boeing signed a co-operation agree-
ment for the joint development and construc-
tion of an entirely new, advanced and cost-
ef cient training aircraft for the upcoming US
Air Force procurement of new training aircraft to
replace their aging  eet of T-38s (the so-called
T-X programme).
Activities during the year
Efforts were stepped up this year to develop
a more performance driven organisation
characterised by a results focus, business un-
derstanding and strong leadership. To this we
are now adding more clear-cut methodology
to give tangible shape to how our individual
goals best ful l the company’s long-term
business strategies.
Alongside our comprehensive management
development programme, we are working
to further strengthen leadership. Part of this
effort is our internal initiative to formulate ex-
pectations placed on management in a more
performance driven organisation and specify
in practical terms how these expectations are
to be achieved.
Saab advanced in two external Employer of
Choice rankings in Sweden. We are also near-
ing achievement of our goal to have at least
30 per cent female managers by 2015. As of
the close of 2013, 25.1 per cent (22.1) of Saab
managers are women.
Transactions
• TIKAB
• Hydro-Lek Limited
Co-operations
• Boeing
Research and Development
Total expenditures in research and develop-
ment (R&D) in 2013 amounted to MSEK 6,543
(5,946), representing about 28 per cent of
sales (25). A major part of the development
efforts were made in the development of Gri-
pen and in development of radar and sensor
technologies. Of total R&D expenditures,
MSEK 1,332 (1,798) was internally funded,
of which a total of MSEK 24 (292) was
capitalised.
Results 2013
Key HR ratios in Sweden 2013 2012
Employer of choice – externally
(Universum) 8th 25th
Employer of choice – internally 751) 75
Share of female managers, % 25.1 22.1
1) based on a global employee survey conducted in
January 2014
Priorities 2014
Investments in prioritised areas for product
development and renewal.
Ongoing mapping of potential acquisitions
that complement the portfolio and strengthen
the offering.
Continued bilateral co-operation with aca-
demia.
Priorities 2014
• Continue to develop a more business-
oriented organisation distinguished by a
performance driven culture.
• Further strengthen leadership by focusing
on results and business understanding.
• Strengthen and harmonise the HR support
function based on a global organisation
that is also close to the market.
• Ensure and develop future talent man-
agement by strengthening Saab as an
employer.
3. PORTFOLIO
4. PEOPLE
Saab’s four strategic priorities are pro table growth, performance,
a focused portfolio and people. In 2013, we continued taking
several important steps in our strategic priorities to achieve our
long-term goals.
PROFITABLE
GROWTH
PORTFOLIO
PERFORMANCE
PEOPLE
Read more on page 41