LFV Annual Report 2019 1
L F V 2019 DIRE C T OR S ’ REPOR T EFFECTIVE CHAN
GE WORK FOR THE FUTURE LFV carries out change work to secure long-term competitive strength in an effective and attractive organisation. Each year, goals, strategies and activities are updated so that LFV will be able to continue to meet the demands and expectations of customers, owners and other interested parties. LFV BUSINESS PLAN 2019–2023 LFV has an overall business plan with main goals, sub-goals and activities to follow up on operations. Each unit in LFV has a business plan that must support LFV's overall main goals. Outcome and implemented and planned activities to achieve the goals are MAIN GOALS OF THE PRESENT YEAR'S BUSINESS PLAN PERSPECTIVE MAIN GOAL LFV will sell products and services to select focus markets Customer and sales LFV's trademark will be perceived by customers, associate parties and potential employees as attractive and interesting LFV will provide attractive and profitable products and services Culture and employees LFV will have a leadership and staff that is distinguished by customer focus and commercial activity with flight safety as a foundation LFV will be an attractive employer where the employees' competence is developed based on the needs of customers and interested parties Operations and delivery Finances LFV will work proactively to continuously improve aviation safety work LFV will enforce goals from EU's performance plan concerning delays LFV will carry out active work to decrease the environmental impact LFV will enhance its competitive strength by improving work approaches, processes and innovative capability LFV will plan for its preparedness within the scope of civil defense LFV will meet the owner's financial goals Comments on the main goals of the four perspectives Customer and sales LFV decided this year to refrain from actively serving the international market via its subsidiary LFV Aviation Consulting AB. A focus on the commercial business internationally will be in LFV's associated companies, Entry Point North AB and Saab Digital Air Traffic Solutions AB. The operative units are responsible for sales and delivery on the national level. During 2019, a customer and interested party study was conducted to follow up on how LFV is perceived and what can be improved. The satisfied customer index is 69.2 and the benchmark is 70. That is a good result. We 28 are now working to develop an activity plan and present the result internally and externally. This type of study is conducted in regular intervals so that we can gain an overview of what customers and associated parties think about us and is important information about customer satisfaction, trust and expectations for us. Culture and employees LFV measures and follows up on goals associated with leadership index, commitment index, team effectiveness index and organizational and social work environment reported each quarter. Goals and activities are also coupled to the five-year reference periods that were defined by the EU Commission and the goals that LFV's owners have set up for the organisation.