Improving business conditions in complex markets

Meeting Point NIR

Meeting Point NIR is our tool to facilitate peer-to-peer exchanges between our members in a safe space to allow for in-depth sharing of experiences, learning from good practices and building partnerships to develop joint solutions.  

Let's Talk

Exchanges on challenges and opportunities in a safe space under chatham house rules. Let's Talk is a flexible tool for rapid response to current events and making sense of complexities. In 2023 we had over 500 partcipants in 26 different sessions.

Compliance Academy​

The regulatory environment is rapidly changing and becoming more complex. The Academy is for those working with compliance to receive practical training on how to best do compliance. The practical training is by peer-to-peer sharing and learning from good practicesr running over a one-year cycle.

Proffesional Networks

5 Networks for peers

- Responsible Sourcing Network
- Human Rights Network
- Circularity Network
- Sanctions Network
- Anti-corruption Network
Sharing knowledge and staying current

To respond to complexitites it is equally important to understand the development needs in low- and middle-income countries and the connection to business operations. Meeting Point NIR offer three different pathways for Swedish Industry to connect with and learn from development partners and country represenatives.  The Engagement with peers and taking on new knowledge make it possible  to develop and adapt the sustainablity footprint of their organisations.  

Case in Point

Supporting Algerias infrastructure and mining vision

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As part of NIR’s universe, SEB, a truly international bank that follows our customers’ needs around the world, sees NIR’s role in facilitating the government’s aid and trade ambitions as an opportunity to follow developments. And follow how we, as a bank with an international presence, can contribute with advice and understanding of what the collaboration will look like when it is up and running
Jenny EklundClient Executive Asia and Senior Vice President, SEB
Jenny Eklund
“I have been waiting a long time for an academy where compliance professionals can come together to gain a deeper and broader understanding of all the components of an efficient ABC program. At the same time, I have hoped for an academy that will provide an opportunity to learn about other industries and to build professional networks. NIR’s Compliance Academy achieves all these objectives."
Petter TörnquistChief Ethics & Compliance Officer, Saab
Petter Törnquist
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Team Sweden

Team Sweden is a network of government authorities, agencies and Swedish companies that support major infrastructure projects globally, with the aim to contribute to the development of sustainable projects. 

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.