ANNUAL REPORT 2009 - Saab

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ADMINISTRATION REPORT > SAAB’S EMPLOYEESTHE RIGHT DIRECTIONWITH THE RIGHT EMPLOYEESSaab encourages every employee to change and developas the operating environment changes. Saab’s HR work isbased on the Group’s overall strategies.With the right employees in the right places, our challenge is to be anefficient, unified and competitive company. In this way, we will reachthe operating targets we have set.Changing in aligment with the operating environmentIn 2009, we focused on adapting the organisation to changing marketconditions.Current cost cuts, which require, among other things, a reductionin the number of employees, have dominated HR work in theGroup. As part of Saab’s Billion+ Programme, the purpose which isto cut costs and improve operating efficiencies, we have as a goal toreduce the number of employees by 500 within the span of two years.This is primarily being done through attrition. We are also trying toreduce the number of consultants we use, as well as the number oftemporary hires. We apply a model to co-ordinate resource surplusesand deficits in the Group.In 2009, we implemented two series of lay-offs in our Swedishoperations as an element in a long-term strategic adjustment tochanging market conditions. A great deal of time has been devotedto these efforts. As an employer, Saab implements such changes withthe greatest possible respect for our employees, while protecting ourcompetitive strength and our brand.Current market conditions and Saab’s ongoing change processalso create the need for competence renewal. This means that we atthe same time have recruited partly from other areas of the organisation.This has mainly involved technology-oriented positions andexpertise tied to marketing and civil security, as well as experience ininternational business, i.e., Saab’s current focuses.PrioritiesFrom a more long-term perspective, Saab prioritises HR-relatedactivities in four strategic areas:• Create conditions for global co-operation• Develop leadership• Create opportunities for diversity• Increase the Group’s popularity as an employerCreate opportunities for global co-operationIn 2009, the Saab Group continued to develop and implement uniformprocesses in the HR unit. The goal is even better quality in ourmission-critical HR issues.NO. OF EMPLOYEES 2009, %EDUCATION 2009sick leave 2005–2009, %3,53,02,52,01,51,00,5Women, 22%Men, 78%Professor, PhDMaster of ScienceOther academicCollege level engineeringOther engineeringUpper secondary schoolOther0,02005200620072008200944 saab ANNUAL REPORT 2009
ADMINISTRATION REPORT > SAAB’S EMPLOYEESLast year’s Advanced Corporate Management Network(ACMN) focused on international and multicultural aspectsto develop Saab’s business and employees. The 18 participantsin the programme came from Sweden, Australia,South Africa, the US and the Czech Republic. The overridinggoal of ACMN, which is designed based on Saab’soperations and business, is to prepare participants to gofrom operating to strategic leadership.The review of all operations that we conducted – and continue tomake – has clearly demonstrated the importance of maintaining theright skills in the organisation. It has also contributed to greaterinternal job rotation and collaborations between business areas.In 2009, employees in South Africa joined the voluntary sharematching programme. As a result, all Group employees are now partof the programme.REORGANISATION IS A CATALYSTPrior to launching the new organisation, which takes effect on 1 January2010, we conducted a comprehensive analysis of our operating structures,roles, competencies and employee reviews. Among other things, we havereviewed contractual structures and operating systems to ensure that astandardised infrastructure is in place in the entire organisation.The reorganisation provides a major boost to efforts to develop Group-wideapproaches.At the same time, it further improves opportunities for competencerenewal.Leadership developmentIn 2009, Saab reduced its training activities due to the current efficiencyprogramme. However, as an element in the continuing effortsto strengthen leadership, we have prioritised the annual leadershipprogrammes for managers, particularly new managers and projectleaders.The following Group-wide internal leadership programmes wereoffered at various levels of the Group in 2009.• Self-awareness – Planning – Development• Saab’s Mentoring Programme for Women• New Managers at Saab• Foundation Leadership Training• Foundation Project Management Training• Leadership for Experienced Managers• Advanced Project Management• Advanced Corporate Management Networksaab ANNUAL REPORT 2009 45
Page 2 and 3: CONTENTSSaab in brief 2Saab 2009 3L
Page 4 and 5: SAAB IN BRIEFSaab serves the global
Page 6 and 7: LOOKING FORWARDOur principal scenar
Page 8 and 9: LOOKING FORWARDlarge cities as node
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ANNUAL REPORT 2009 - Saab

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