Saab 2013 Annual Report Download - page 47

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SAAB ANNUAL REPORT 2013 43
Comments on 2013 results
Key data 2013 2012 2011
Total number of employees 14,140 13,968 13,068
Sweden 11,342 11,125 10,321
– Linköping 5,035 4,768 4,406
– Järfälla 1,314 1,291 1,214
– Gothenburg 1,250 1,296 1,205
– Karlskoga 777 772 718
– Arboga 560 607 611
– Other cities 2,406 2,391 2,167
South Africa 729 761 1,064
USA 662 705 652
Australia 297 329 324
UK 215 184 147
Holland 133 139 4
Czech Republic 123 137 143
Germany 97 85 26
Norway 95 102 55
Switzerland 60 51 46
Denmark 59 67 68
Canada 55 54 14
India 54 37 44
Finland 50 57 74
Kenya 45 42 34
Percentage women, total, % 22 22 22
Number of consultants 1,376 1,665 1,368
– of which external 884 1,145 1,044
HR-related key data for Sweden 2013 2012
Employer of choice – externally
(Universum)
8th 25th
Employer of choice – internally 751) 75
Share of female managers (SE), % 25.1 22.1
1) Based on a global employee survey conducted in January 2014
The latest employee survey was conducted in January 2014. Among other things
we measure employees’ views of Saab as an attractive employer, which had a re-
sult of 75.
Number of employees in
Sweden vs. Rest of the World %
Sweden, 80
Other countries, 20
Educational background, %
Natural sciences, 3
Social sciences, 2
Other, 12
One positive thing about working in a large organisa-
tion with quite similar operations is that there are many
opportunities to temporarily change job assignments
and locations. Niklas Eriksson at EDS in Gothenburg is
a good example of how  exible resource balancing can
lead to personal development as well as cover tempo-
rary resource requirements. Niklas took the opportunity
to work at a different location a few days per week
when a resource requirement arose in Järfälla.
“I like to work with different things, and I like new chal-
lenges. The job in Järfälla deals with automated test-
ing, which I thought made the offer particularly
interesting.”
What do you think is the best thing about this
approach?
”Well, of course it’s a positive thing to be able to be
where the need is the greatest. It’s also good for EDS
that we who work in the business area get to know
each other. It builds trust, and sharing resources isn’t
such a big step when the need arises again. We also
know more about the expertise we have in place and
we make valuable personal contacts.”
FLEXIBLE RESOURCE BALANCING – HOW IT WORKS IN PRACTICE
Economy, 7
Technology, 76