Saab 2013 Annual Report Download - page 41

SAAB ANNUAL REPORT 2013 37
Saab’s operations shall be distinguished by correct-
ness and a high level of business ethics. Our Code of
Conduct speci es the way we are expected to act with
each other as colleagues, in contacts with customers
and business partners and in society. We make clear
that we have a zero tolerance policy with regard to
violations of any kind. All new Saab employees receive
training on our Code of Conduct.
Many functions involved in Saab’s compliance work
Overall responsibility for Saab’s compliance programme rests with
the Board of Directors through the Audit Committee, which annu-
ally monitors and evaluates the Group’s business ethics. Evaluations
focus speci cally on (i) organisation, (ii) regulations and processes,
(iii) risk analysis and (iv) education and training.
A special steering committee, the Ethics and Compliance
Board, was established to lead and draw up guidelines for the
company’s ethics work, evaluate and decide on business ethics
issues and monitor and follow-up violations.  e Ethics and
Compliance Board meets at least six times per year and is headed
by the company’s General Counsel, who reports to the board’s
Audit Committee.
Saab has an Ethics and Compliance unit responsible for
overseeing, co-ordinating and developing corruption prevention
e orts and providing expertise in the area.
 e Group function Market Network Management (MNM)
is responsible for ethical business due diligence investigations of
counterparties and lead the procedures that apply to the enga-
gement of marketing consultants and other business partners.
MNM are also mandated to provide education and develop tools
in anti-corruption.
Finally, Saab’s Internal Audit
department is responsible for
monitoring the implementation of
the Group’s corruption prevention
processes.
We maintain our focus on training
Saab has during the year continued its training programme for all
marketing and sales organisation employees on current legislation
and the use of Saab’s corruption prevention processes and tools.
More than 100 people were trained this year in 15 separate sessions.
Since June 2011, over 700 employees have been trained in around
55 sessions.  e training programme is now being updated and we
are reviewing the need to expand the target group to include people
outside the marketing organisation.
 e Board of Directors and Group Management also recei-
ved anti-corruption training in 2013, under the direction of the
General Counsel.  e training session, approximately three hours
in duration, dealt with topics including Swedish and international
legislation, Saab’s risk environment and the company’s internal
rules and regulations.
At the end of the year Saab rolled out a web-based anti-cor-
ruption training programme for all 14,000 Group employees.  e
programme is designed to speci cally re ect the risks that arise in
Saab’s operations and is available in both English and Swedish.
Our compliance work never stops
Saab’s compliance programme will never be  nished – work is con-
tinually being done to monitor how the programme is working and
to identify areas for improvement.  e decision was made during the
year to strengthen our whistle-blower function by introducing a new
system that allows external reporting via the internet and telep-
hone. Work has begun on the new system and our goal is to begin
implementation during the second quarter of 2014. Other initiatives
underway include the development of additional tools for corruption
risk analyses and an improved system for monitoring and auditing
marketing consultants and other business partners.
BUSINESS ETHICS
ZERO TOLERANCE FOR
CORRUPTION MEANS HIGH
DEMANDS ON BUSINESS ETHICS
The Group function Market Network
Management (MNM) is responsible
for ethical business due diligence
investigations of counterparties and
lead the procedures that apply to the
engagement of marketing consultants
and other business partners. MNM are
also mandated to provide education and
develop tools in anti-corruption.