Saab 2015 Annual Report Download - page 31

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Saab operates in a constantly changing global
market, where it is important to have clear values
to guide the company’s strategy and daily work.
Saab’s core values are expertise, trust and drive.
STRATEGIC PRIORITIES
Talent recruitment
A big challenge is recruiting and retaining top talent.
To stay competitive, Saab has to have the best
employees in several areas. e company especially
needs engineers, who are in short supply in Sweden.
Saab has long been committed to working with
young people to encourage an interest in engineer-
ing and the sciences. is begins at an early age
through sponsorships and partnerships with
organisations that support young people’s interest
in technology. e company encourages upper
secondary students to pursue a higher education
by showing them the opportunities in research,
technology, engineering and mathematics. At the
university level, the focus is on positioning Saab as
an attractive employer.
An annual summer job programme for around
400 students, 150 dissertation candidates, school
visits, math volunteers, career fairs, open houses
and lectures are examples of Saab’s commitment to
young people and potential employees.
During the year, Saab retained its eighth place
position in Universum’s ranking of the most popular
employers among Swedish engineering students.
Among men Saab ranked in the top three and
among the women Saab is climbing in the ranking,
but from a low level.
Diversity
Mixing people, ideas, experiences and cultures
together creates a dynamic and innovative company
with higher protability. Diversity is an important
part of Saab’s global recruiting process, and of
leadership training.
For Saab, it is vital that all employees understand
the importance of diversity in the workplace and
appreciate each individual’s unique contributions to
the company. Saab is empowering employees in this
regard through an initiative called Employee Boost
(see page 29), which is led by managers at every level
of the entire company.
Attracting, retaining and developing leaders and employees is
critical to ensure that we have the right strategic competence.
Saab also works actively to build a culture that promotes diversity,
performance and personal leadership.
STRATEGY
PEOPLE
Pertcentage female managers, 2007 – 2015
10
15
20
25
30
151413121110090807
%
Percentage of female managers Percentage of female employees
In 2007, the share of women in
management positions was
13 per cent and at year-end 2015
the share was 27.2 per cent.
Lina and Aylin building cardboard aircraft
at IGEday with Saab in Järfälla, Sweden.
Photo: Lars Pehrson / SvD / TT.
SAAB ANNUAL REPORT 2015 – 27