Saab 2015 Annual Report Download - page 27

Download and view the complete annual report

Please find page 27 of the 2015 Saab annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 126

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106
  • 107
  • 108
  • 109
  • 110
  • 111
  • 112
  • 113
  • 114
  • 115
  • 116
  • 117
  • 118
  • 119
  • 120
  • 121
  • 122
  • 123
  • 124
  • 125
  • 126

MARKET-ALIGNED PORTFOLIO
Saab’s market is characterised by change and its
portfolio undergoes continuous renewal and adjust-
ments to meet customers’ needs through external
collaborations, investments and divestments.
Collaborations
Collaborations are an important part of Saab’s strategy.
e Group’s presence in important markets leads to
close customer relationships that, in the long term,
can develop into co-operations with universities,
local communities and other businesses.
In connection with the order from Sweden for the
Type A26 submarine, Saab teamed up with Damen
Shipyards Group in the Netherlands and Naval
Shipyard S.A. in Poland to explore future opportunities
in the international submarine market.
PORTFOLIO COMPANIES AND ACQUISITIONS
e aim of product investments and acquisitions is
to strengthen the portfolio in Saab’s core areas or
increase its local presence in selected markets.
In 2015, Saab and the US company DigitalGlobe
formed a joint venture, Vricon Inc., to oer high-
resolution immersive 3D data.
At the end of 2015, Saab and UMS Aero Group
AG established a strategic partnership for unman ned
aerial vehicles. Saabs assets relating to the Skeldar
unmanned helicopter were transferred to the jointly
owned UMS Skeldar AG.
During 2015, Saab acquired 15 per cent of
the Brazilian company Akaer Engenharia which
operates in the aerospace industry.
SAAB VENTURES
Some of Saab’s development projects result in
product ideas that fall outside the core areas.
ese projects have been consolidated in Saab
Ventures, whose role is to 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, fast-growing companies that could
eventually complement Saab’s portfolio.
STRATEGY
PORTFOLIO
TRANSACTIONS 2011–2015
2011 2012 2013 2014 2015
Acquisitions
and
investments
• Sensis • HITT
• Medav
• Sörman
Information
• Bayes Risk
Management
• TIKAB
• Hydro-Lek
• Pipavav Defence
and Offshore
Engineering
• Saab Kockums
• Bayes Risk
Management
• Akaer Engenharia
• Securecom
• Vricon Inc.
• Saab South Africa Pty Ltd
• UMS Skeldar AG
• Järfälla Veddesta Holdings AB
• Combient AB
Divestments Divestments of a
number of holdings,
including port-
folio holdings in
Ventures, e.g. C3
Technologies
Divestments of
portfolio holdings
in Ventures
Divestments of
portfolio holdings
in Ventures
• Scandinavian Air
Ambulance
• Fastighets AB
Odengatan
• Hawker Pacific
Airservices
• Saab Grintek
Technologies (Pty) Ltd
• Advance Development
Group Inc
• Pipavav Defence and
Offshore Engineering
• Omnigo (Pty) Ltd
Saab Ventures’ holdings
Company
Ownership
interest
C-leanship Aps
(c-leanship.com) 47.9%
Cold Cut Systems AB
(coldcutsystems.se) 28.7%
ReVibe Energy AB
(revibeenergy.com) 35.9%
Wrap International AB
(wrap.se) 22.6%
During the period 2011–2015 Saab has executed more than 30 transactions. In total the transactions have had a
positive net effect on cash flow of MSEK 410.
Transactions
Funds from divestments Funds invested
-2,000
-1,000
0
1,000
2,000
3,000
Total20152014201320122011
MSEK
SAAB ANNUAL REPORT 2015 – 23