Corporate Governance and transparency

Saba maintains the will to reinforce transparency, efficiency, responsibility and sustainability as the basic pillars guiding the actions of the company which are channelled to the whole organisation via its governing bodies. In this sense, since Saba was created in 2011, its governing bodies have maintained management and supervisory monitoring of the company as main lines of action, its CEO taking on the responsibility for its daily operations. Everything has one common denominator: the belief that companies must be managed properly and be an active part of the different locations where they operate, of their growth and ultimately, their progress.

The company works constantly to implement the best corporate governance practices with a two-pronged approach. Firstly, it ensures strict compliance with guidelines and, secondly, it provides an integrated security and value system for the entire structure of the organisation and, just in the same way, its stakeholders. This is why Saba is still interested in new changes such as those introduced by the new Good Governance Code, approved in 2015. This code gathers new approaches arising in a period when the economic and financial crisis forced standards, values and practices, among other things, to be reviewed in order to respond to citizens’ demands for honesty and transparency.

Crime Prevention Handbook

Saba gets the entire organisation involved with the best practices of good corporate governance, and has set up communication channels with the Mission, Values, Code of Ethics and the business and development strategy. We are strengthening interaction with stakeholders, enabling us to obtain constant feedback and align the performance of Saba’s activity with expectations in areas such as quality, information and transparency.

Likewise, the push in 2016 for the Crime Prevention Handbook has been completed in 2017, with the final approval given by the company’s Board of Directors. Since 2011, Saba has gradually implemented a series of crime prevention measures:

  • Approval of the Code of Ethics and its extension to the Group’s subsidiaries.
  • Distribution of the Code of Ethics to the entire staff of Saba.
  • Creation of the Ethical Channel (complaints channel).
  • Constitution of the Ethics Committee.
  • Constitution of the Crime Prevention Commission.

The Handbook approved in 2017 addresses the latest legislative changes in criminal matters, based on existing control systems and those that, as a result of the revision carried out due to article 31 of the Criminal Code, have been reinforced or introduced in Saba with the aim of preventing crimes being committed within the Group. The company will now ensure, through the Ethics Committee, that it establishes the appropriate means of coordination in countries where it operates, thus providing homogenisation and coherence to the dissemination of good practices in Saba.

The main objectives of the Crime Prevention Model are:

  • To establish a system of prevention and control aimed at reducing the risk of crime.
  • To provide an explicit and public record of Saba’s unequivocal condemnation of any type of behaviour which is illegal and/or contrary to the ethical principles that are considered key values ​​of the Saba group.
  • To establish adequate control measures that allow Saba to prevent crimes being committed.
  • To supervise the controls implemented in order to verify their adequacy.
  • To periodically update the Model, whether due to organisational changes within Saba or as a consequence of changes in current legislation.
  • To raise awareness, among the Governing Body, Saba executives and all employees, of the importance of complying with the Crime Prevention Model and of the ethical principles contained in the Saba Code of Ethics.
  • To provide appropriate training to disseminate the Prevention Model.