Improving business conditions in complex markets

About us

We need to work together, mobilise & accelerate

The world faces a challenging situation but also strategic opportunities linked to the green transition and ensuring sustainable supply chains. There is a need to proactively meet an unpredictable and rapidly changing business environment. Together with our members, we respond by strengthening partnerships to foster synergies as a nexus between international trade and development cooperation. 

Swedish industry has an important role to play in this nexus by contributing to the green and digital transitions, job creation and economic and social sustainability in their value chains. 

 

Mission

We are a pioneering and purpose-driven non-profit organisation, owned and governed by our members. Our long-term goal is to improve conditions for doing sustainable business and promote inclusive economic development in low- and middle-income countries. We believe in partnerships for the benefit of people and the planet. We use a joint approach – collaborations and partnerships – for managing ESG risks and leveraging a positive sustainability impact.

Vision

We want to be a “go-to” organisation that the private and public sectors turn to when looking to scale up partnerships in the aid and trade nexus and that Swedish companies turn to when looking to do sustainable business in complex markets

About NIR

NIR is a member-based non-profit organisation. Our members represent some of Sweden’s largest export companies and the financial sector. NIR has 14 employees in Stockholm and regional coordinators in Nairobi, Johannesburg, Hanoi and Bogotá..

OUR GOVERNANCE

“The competitiveness of Swedish companies is close to my heart and I truly believe that they should be present in all corners of the world. It is only through presence that you can serve as a role model, influence and contribute..”

Annika Berglund
Chair of NIR Board of Directors
NIR SINCE 1960

Theory of Change

Increasing the sustainbility footprint

In developing markets, there are often complex factors outside a company’s sphere of influence that limit the ability to single-handedly manage such ESG risks and make a positive change. Complexites in the business environment hinder a sustainable development.

5 ESG Complexities

“Population growth, urbanisation, digitalisation and environmental concerns require that we go beyond rotation as we have known it for the past 115 years. Going forward, we need new standards and new partnerships for the development of clean technology solutions that improve energy efficiency and contribute to the necessary reduction of CO2 emissions across industries.”

Ann-Sofie Zaks
NIR Board Member for SKF

How we create change

IDENTIFY MARKETS AND RISKS RELEVANT TO MEMBERS

ENABLE COLLABORATION BETWEEN MEMBERS TO ADDRESS COMMON RISKS

COLLABORATE WITH PARTNERS TO ADDRESS AND MITIGATE IDENTIFIED RISKS

PROMOTE AN ENABLING ENVIRONMENT FOR CONDUCTING SUSTAINABLE BUSINESS

Towards sustainable inclusive economic development

IMPACT on Workers

Community Impact

Environmental Impact

Governance & TranSperency

Security & Fragile Markets

NIR's Board of Directors

The Board of Directors is comprised of senior-ranking representatives from NIR’s member companies and organisations. As of 31 December 2023, NIR’s Board of Directors was comprised of the following Board members

Annika Berglund 
Chair

Anna Medvedeva
Boliden

Magnus Nordéus
Ericsson

Ann-Sofie Zaks                        
SKF

Johan Sahlén                         
SEB

Lena Bertilsson
Exportkreditnämnden (EKN)

Tony Lindström
Volvo Group

Henrik Petersson
Saab AB

Kristoffer Hessedahl
Sandvik AB

Filip Elveling           
Hitatchi Energy

Camilla Goldbeck-Löwe 
Epiroc AB

Daniel Lundgren
Siemens Energy AB

Jonas Strömberg
Scania CV AB

Pontus Davidsson                          
Svensk Exportkredit (SEK)

Christine Bäckström                       
NIR

Eija Hietavou
Tetra Laval Group

Paul Palmstedt
AB Electrolux

Anna Sjörén
Atlas Copco AB

NIR By-Laws

Our bylaws define the structure and regulations that govern our organization, outlining roles, responsibilities, and procedural rules.
READ

Code of Conduct

Our Code of Conduct guides and strengthens our internal and external anti-corruption and risk management processes.
READ

Our Whistleblower function

NIR has zero tolerance for any form of bribery and corruption and we are committed to the highest ethical and professional standards in accordance with our Code of Conduct. NIR’s Whistleblower function is an important tool in ensuring that we comply with these values. We encourage and expect all relevant parties to speak up and report any behaviour in relation to NIR’s operations that is unethical, illegal or contrary to NIR’s Code of Conduct​
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EXECUTIVE SUMMARY

This executive summary presents the findings from the study “Workplace Cooperation: Finding Practical Solutions in the Colombian Context,” conducted by the Fundación Ideas para la Paz (FIP). The study evaluates the added value of the Swedish Workplace Programme (SWP) dialogue and cooperation model within the Colombian labor market.

Throughout 2022, FIP dedicated efforts to thoroughly understand the SWP model, including its concept, foundations, implementation process, and contributions to the labor market. In 2023, FIP documented the experiences of three companies—SKF Latin Trade, Securitas, and Epiroc—that implemented the SWP model in practice. The study also included face-to-face workshops to gather feedback from various stakeholders including civil society, businesses, government, academia, and international cooperation. The findings suggest that the SWP model has the potential to strengthen labor relations, contribute to decent work, and resolve workplace conflicts in Colombia.

The case studies highlight the importance of collaboration between employers and workers to promote decent work and sustainable development in Colombia. They demonstrate that social dialogue facilitates worker participation in labor decision-making, enhances their representativeness, and promotes cooperation between employers and employees, thus improving labor relations and contributing to the well-being of both employees and companies.

The SWP model is particularly noted for improving workplace relationships and commitment to jointly finding solutions to challenges faced by workers and the company. It empowers workers, enhances leadership, and helps integrate business policies into daily practices, reducing the initial disconnect between management objectives and the day-to-day realities of workers. The study also highlights the model’s capacity to manage conflicts constructively, transforming the perception of conflict as an opportunity for improvement. Structured dialogues deepen understanding of the underlying causes of conflicts, fostering empathy and facilitating effective resolution. This promotes a culture of collaboration and a democratic approach to decision-making, building trust.

Additionally, the model is recognized for enabling workers to make decisions, identify challenges, and propose solutions that impact their well-being, and bridging gender gaps in the workplace. Its inclusive approach adapts to the unique needs and characteristics of each company, promoting a stronger and more diverse organizational culture. It also drives good work performance and productivity by involving workers in problem identification and resolution, as well as in implementing improvements and efficiently identifying ESG (Environmental, Social, and Governance) risks for companies.

The document identifies the SWP model’s added value in empowering direct interaction among labor stakeholders in Colombia, overcoming historical or cultural reservations, and contributing to the development of stronger labor relations and improved workplace environments in the country.

Challenges and opportunities of the model are also discussed. The study points out the importance of addressing value chain risks, particularly in a global context where corporate clients demand decent work processes and due diligence. It emphasizes the need to integrate SMEs into this process and use anchor companies as drivers of social dialogue throughout the value chain. The role of the state in social dialogue and the importance of highlighting the benefits of the model for adoption across various business sectors are discussed.

The opportunities of the model include raising awareness of human rights in the workplace in line with the United Nations Guiding Principles (UNGP), to strengthen due diligence, manage risks, promote long-term sustainability, and improve organizational culture. The document also underscores the importance of involving workers in change processes, leveraging their insights for continuous improvement of processes, and fostering innovation opportunities. Lastly, it suggests replicating the model in value chains to address work environment risks and gender biases, involving suppliers and contractors, and integrating the model into corporate policies to strengthen existing programs and transform organizational culture towards resource efficiency and effective participation of employers and workers.