A new year – CEO update

As we step into 2026, hope drives us. While risks remain global and systemic, so do opportunities.

2025 reminded us that uncertainty is the new normal. Geopolitical fragmentation, climate extremes, and digital threats challenged businesses everywhere. Yet, amid complexity, we saw resilience rise. Organizations shifted from prediction to adaptability – embracing flexibility & foresight.

At NIR, we strengthened our role as a connector in 2025:

✅ 50 meetings
✅ 900+ total participants
✅ 450+ unique voices

We expanded partnerships and celebrated 65 years of building trust and stability. Together with members, in-country partners and Sida, we advanced sustainable infrastructure, responsible mining, and decent work in low- and middle-income countries.

The next decade will be shaped by the green transition, and it starts with people. Investing in skills and jobs will turn ambition into action. And as regulations evolve, human rights due diligence will become an EU-wide legal obligation, risk-based and grounded in risks to people and planet. Companies will need to assess impacts, take meaningful action and engage stakeholders.

These shifts will require decisive action: mobilizing partnerships and co-investment, aligning capital with responsible business and development goals, investing in supplier capacity and compliance, collaborating on climate adaptation and food security, and establishing responsible critical minerals governance. We will sharpen our tools to support and enable dialogue – peer-to-peer & beyond.

Thank you to our members, partners, followers and friends for your trust and collaboration. Let’s continue to turn risks into opportunities and build a just, inclusive, and sustainable global economy, together.

Christine Bäckström

CEO

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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.