About the company

People

Saba is aware that it is not possible to create value in a sustainable manner and face the challenges and opportunities that arise in the environment in which it operates unless people's needs and expectations are taken into account. To do this, the company's strategy involves continuous dialogue and the implementation of communication channels that contribute, in this sense, to responding to these perspectives of the team, by building appropriate policies.

As of December 31, 2022 Saba's workforce is made up of 2,017 people, 32% (655) women and the remaining 68% (1,362) men. It should be noted that the percentage of employees with some type of disability at Saba stands at 2.9%, a fact that demonstrates our desire to offer equal opportunities to all talent, regardless of their personal conditions. At the close of the FY2022, the workforce with a permanent contract represented 82% of the total.

Distribution of the workforce by geographical area
As of 31 December 2022

2.017

people


82%

permanent contracts

Saba has continued deploying the project to modernise and digitise the working environment

Saba's organisational model is designed to meet the objectives of operational efficiency, constant innovation and growth, all under the premise of “Think globally and act locally”, a consequence of the nature of the company's business and geographical diversification.


Saba continues to promote the commitment and performance of its employees, accompanying its transformation process with various strategic initiatives:


  • Strengthening of the transformation of corporate culture, based on collaboration and entrepreneurship, which revolves around the set of corporate values and which generate differentiating identity traits.
  • Evolution of the personnel relationship model: closer, promoting the empowerment and responsibility of each employee.
  • Promoting professional development and talent, based on knowledge and the establishment of a leadership model that enables the achievement of future challenges.
  • New collaborative work schemes, forming multidisciplinary teams which share objectives and challenges, and work with autonomy and execution capacity in order to improve quality, productivity, efficiency and commitment.
  • Adapting organisational structures in a way that facilitates transformation.
  • Ensure at all times the occupational health and safety of people and labour relations.

For Saba, the work-life balance is part of the strategy to facilitate the achievement of effective equality for men and women. Saba is committed to joint responsibility as a key value to be promoted in society, to achieve effective equality, by adopting measures that help to re-balance these roles. These criteria are established by the Group without distinction of gender, prioritising the same opportunities in any field of work (salary, training, promotion, development, occupational risk prevention, etc.).

On the other hand, Saba has continued deploying the project to modernise and digitise the working environment, establishing a hybrid work model in the offices, combining physical presence with remote working. Additionally, flexibility measures adapted to the particular needs of each employee have been implemented.