Saab 2013 Annual Report Download - page 38

34 SAAB ANNUAL REPORT 2013
SUSTAINABILITY AT SAAB
RESPONSIBILITY IS PART
OF THE BUSINESS
Because many of Saab’s projects run for over 30 years,
our business is based on long-term thinking. Long-
term business practices are closely linked to sustaina-
ble business practices. For us, sustainability and long-
term thinking mean that we run our business in such
a way as to maintain stakeholder con dence and that
we contribute to the societies in which we operate.
Ultimately, it’s a matter of building a foundation for the
future and achieving our long-term goals.
No company operates in isolation from society and all companies
depend on, and impact, their surroundings. Most of the e ects a
company has are necessary for society – jobs, economic growth,
provision of products and services, research and development –
but all industries also have areas in which companies burden the
environment in one way or another.
For us, being a responsible company is a matter of being aware
of the parts of our business operations that burden society –
taking responsibility for them by minimising their impact – while
at the same maximising their bene cial e ects. Saab’s goal is to
form a picture through dialogue with our key stakeholders of
our impact on the societies in which we operate, and to create
con dence in the company and  rmly establish our way forward.
Con dence won through demonstrable results is an absolute
prerequisite for Saab’s ability to achieve its long-term goals.
Priority areas
 ere are four cornerstones in Saab’s overarching corporate re-
sponsibility model: Ethics, Society, Environment and Our People.
We have been working actively in all of these areas for many years.
Saab established a Corporate Responsibility unit in 2012 to
further strengthen its sustainability initiatives.  e unit’s main
task is to ensure that Saab meets customer expectations.  is
includes the expectations of customers and partners, employ-
ees, owners and society at large. An important tool in this work
is Saab’s a liation with the UN’s Global Compact and its ten
principles for sustainable business methods.  ese principles have
been incorporated into Saab’s Code of Conduct and guide our
employees in their decision-making and daily work.
During the past year Saab maintained ongoing dialogue with
stakeholders and participated in debates on technology and se-
curity, defence industry requirements and business ethics.  is is
one way to share knowledge and jointly discuss solutions in terms
of how we can improve our sustainable business practices.
Several dialogues between leading Saab representatives were
also held this year to establish the future agenda for Saab’s sustai-
nability work. As a result of these discussions, responsible export
and our anti-corruption e orts are now even more prioritised
sustainability issues. Saab’s societal investments will be focused on
innovation, education and improving development opportunities
for young people. In the areas of environment and diversity (in
which gender equality plays a signi cant role), we will continue to
work to achieve our ambitious goals.  ese focus areas have been
integrated as an essential part of Saab’s business strategy.
Responsible exports
As Saab has developed into a more export-oriented company, it
has become natural for us to view our exports from a responsibili-
ty perspective.  is is also something that our stakeholder groups
expect us to do.
We o en encounter, as do other companies, business envi-
ronments that are very di erent from the one we are used to in
Sweden and our area of the world. Our anti-corruption e orts
and zero tolerance policy for unethical business practices are
examples of how we deal with these issues.
Saab’s Market Network Management unit is responsible for
conducting counterparty due diligence and manages Saab’s
process for appointing marketing consultants and other business
partners.  e unit also conducts anti-corruption training for em-
ployees and marketing consultants and develops anti-corruption
tools. Read more on page 37.
Saab established a new market area organisation in 2013 to
increase its presence in selected markets.  e new organisation
places Saab employees in local markets, improving Saab’s capacity
to manage business processes and ensure that they follow Saab’s
ethical guidelines.
Strict regulations
When it comes to exports in the broader sense, most people agree
that international trade generally leads to development and pros-
perity.  e use of weapons represents both the greatest protection
against and the greatest threat to peace and security, so it is quite
natural that the export of defence materiel needs to be surroun-
ded by restrictions and regulations. To ensure that defence mate-
riel is used in accordance with international law, the manufacture
and sale of weapons and other materiel is always done within a
strictly controlled framework.
Society
Suppliers
and partners
Owners
Saab’s key stakeholders
Employees
Customers