Saab 2013 Annual Report Download - page 8

4 SAAB ANNUAL REPORT 2013
C H A I R M A N ’ S STAT E M E N T
INTERNATIONALLY RESPECTED
INNOVATION POWERHOUSE
I am addressing this statement to our shareholders
and others with an interest in Saab. Allow me to share
some reflections having taken an active role in Saab’s
development for a long time, as a director and as
chairman.
Saab operates in an industry where a long-term approach and
nancial stability form part of the business itself. Customers are
oen defence authorities or the equivalent, which, regardless of
what nation they represent, place high demands on reliability and
cost eectiveness. e combination of technological, nancial and
political challenges requires that Saab demonstrates stability and
strong survival ability – regardless of economic conditions.
Ability to manage our heritage in a changing
business environment
Saab was born in an entirely dierent age from the one we live in
today. Back then we were facing a world war; Sweden was neutral
and decided, with scarce resources, to develop its own defence
capabilities. Today, Saab acts in a global defence and security
market, where strategic military priorities have changed as new
threats and security needs have taken shape.
Geopolitical shis, control of natural resources and secure
global transport solutions for freight and passengers are some of
the driving forces that inuence our industry. e level of eco-
nomic growth aects all industries. e past few years have been
marked by strained government budgets, with the need to priori-
tise expenditure, which has resulted in reduced defence spending,
particularly in Europe and the US. At the same time, emerging
countries in Asia and South America have increased their mili-
tary spending. In 2012, global defence spending declined for the
rst time since 1998.
Overall, this is the reality we have to deal with. It is not un-
complicated. Saab is one of the defence and security companies
that are well positioned for the developments in the international
market. We strive to oer our customers the most ecient and
eective solutions. We can partly thank our origins for this:
Cost-eectiveness and innovativeness are two strong genes in
Saab’s DNA. But heritage and a good start have to be managed
and developed. Saab continues to develop its ability. One example
is the increased international presence that we have successively
built up, and learnt important lessons from, over many years.
An important milestone in our ongoing internationalisation was
to establish a local market area organisation in our key markets
during 2013. is means that, using our own capabilities and
expertise, we are able to service the needs of dierent markets
better and more quickly with solutions for improved civil security
– regardless of whether these are military or civilian security
solutions.
International collaboration builds trust
In a globalised world where technological development is acceler-
ating, new opportunities and challenges are developing. Technol-
ogy transfer and exchange of skills are important, especially for
a company like Saab, acting from an export-dependent country.
Long-term and trusting collaboration between dierent actors
and countries benets all parties. At a time when many countries
are actively working to attract foreign companies to set up and
“SAAB HAS LONG
RECOGNISED THAT ACCESS
TO THE VERY BEST EXPER-
TISE IS ESSENTIAL IN ORDER
TO REMAIN AT THE CUTTING
EDGE OF TECHNOLOGICAL
DEVELOPMENT.”