Saab 2013 Annual Report Download - page 34

30 SAAB ANNUAL REPORT 2013
New generation of Saab’s cutting-edge radar technology
Saab is further developing its radar system, including with AESA
technology, to strengthen its market position and product portfolio.
The objective is to improve the competitiveness of land-based, naval
and airborne applications by improving functionality, including greater
range and enhanced ability to see small targets in challenging radar
environments.
The further development is inspired by Saab’s
major investments in research and develop-
ment and its experience with the Giraffe AMB,
Sea Giraffe AMB, Arthur and Erieye radar sys-
tems. To keep costs down Saab is applying
modular development, with which common
designs can be reused in multiple products
and product areas.
There is major focus on making the new
systems software-controlled, meaning that
the systems are loaded with different software
to create different capabilities. In the long run
this is a matter of making systems multifunc-
tional – for instance, air surveillance for nding
aircraft or drones that can simultaneously de-
tect small projectiles with a ballistic trajectory.
In addition to improved performance, resil-
ience is a key customer demand. The new
radar systems will therefore be extremely
powerful and critical parts will have redundant
solutions (i.e., a parallel solution that starts up
automatically if the critical part breaks down).
Due to the convergence of the civilian and military sectors with regard
to information and communications technology (ICT), Saab is looking
for ways to utilise component solutions from the civil market to help
boost development. Saab is also shortening product-to-market lead
times with incremental developments, making adaptations along the
way. Development is model-based to quickly achieve good design
solutions.
TIKAB is included in the business area Support and Services,
which has a strong position in the global market for integrated
support solutions. TIKAB further strengthens Saab’s position in
the market.
e alliance with Pipavav strengthens Saab’s local presence
in the important Indian defence and security market. Saab and
Pipavav signed an MoU (Memorandum of Understanding) back
in August 2012, specifying that Saab would make a strategic
investment in Pipavav. A Technical Partnership Agreement (TPA)
was signed by the companies on the same date.
Priorities going forward
Saab’s ambition is to create a focused, competitive portfolio. In-
vestments in product development will be focused on the twelve
key product areas. Acquisitions will strengthen the portfolio in
these key areas or, alternatively, strengthen Saab’s position in
selected markets. A stronger presence in important markets will
produce a more market-adapted portfolio and closer customer
relationships that, in the long term, can lead to research and deve-
lopment opportunities. It will become increasingly important to
attract foreign customers early on in the development process.
Saab will continue to collaborate with academia on ”exporting
the Swedish innovation system”, including through the establish-
ment of bilateral innovation platforms that enable joint activities
between countries’ universities, business sectors and public insti-
tutions. is type of bilateral collaboration is already in place in
Brazil, Indonesia, Malaysia and Switzerland. As an example, Saab
has joined with Chalmers University of Technology, the Royal
Institute of Technology (KTH) and Linköping University to oer
grants to talented young Indonesians to pursue Master’s degrees
and perform internships in Sweden. e rst group of grant hol-
ders is scheduled to arrive in Sweden in August 2014.
Saab Ventures
Some of Saab’s development projects result in product ideas that
fall outside the core areas. ese projects have been consolidated
in a corporate portfolio, where Saab Ventures’ role is to initially
drive and develop the businesses together with other co-investors
before nding a natural home for each company. Saab Ventures’
other purpose is to nd and invest in small, rapidly growing com-
panies that could eventually complement Saab’s core portfolio.
During 2013 Protarius AB’s so armour and ballistic protection
operations were acquired through an asset acquisition. e acqui-
red operations are now part of Saab Barracuda. New investments
were made in C-leanship Aps, increasing Saab’s ownership inte-
rest from 38 per cent to 47 per cent. New investments were also
made in several feasibility studies.
Corporate portfolio
Company Specialisation
Ownership
interest, %
C-leanship Aps Hull Cleaning Vehicles 47
Cold Cut Systems AB Cutting Fire Extinguisher 29
Minesto AB Tidal Energy Solution 10
Wrap International AB Spectrum Management 23