//Case Study

6 steps of workplace cooperation changed company engagement in sustainability and human rights

SKF Latin Trade is based in Bogotá and oversees Colombia, Ecuador, Central America and the Caribbean. The company operates in diverse sectors (mining, oil and gas, Food and beverages, metals, pulp and paper, etc.) where sustainability is an imperative. With the onset of COVID-19 in 2020, SKF Latin Trade faced the challenge of how to adjust to new ways of working while improving sustainability given market demands and the prevailing global situation.

1

Getting everyone onboard

After participating in a Swedish Workplace Programme (SWP) Sustainable Business Platform, SKF signed on to partner with SWP to enhance workplace cooperation. The first crucial step of the SWP programme is ensuring buy-in. This was achieved through conversations with management allowing for a baseline assessment process, through interviews and surveys conducted using a neutral third party – SWP.  The assessment offered a different strategic view of the company and where to prioritize efforts, and for employees this was an opportunity to highlight challenges and offer their solutions.

2

Forming a new
Workplace Committee

A workplace committee with representatives from management and employees was established through a transparent and democratic election process. In the process of forming the committee biases of management and employees was challenged as nominees explained why they wanted to be elected. Hence, both parties were given an opportunity to find common ground.

3

Identify challenges
and action plan

Based on the baseline assessment feedback, which was presented to the whole company, the committee and management team prioritized improvement opportunities in gender equality, diversity and inclusion, and sustainability. 

This committee is an opportunity to impact lives, and by doing so, impact the company, , because companies are made up by its people.
Committee Member

4

Implementation

TRAINING
Training for committee members in change management equipped them to identify gaps in the ongoing and upcoming change process and challenge assumptions, setting the scene for more sustainable change.
HUMAN RIGHTS
SKF in Colombia launched a local Human Rights Platform in September 2021 (aligned to HQ Policy). Human Rights ambassadors were trained strengthening their skills to generate awareness with colleagues, clients, suppliers, and partners regarding human rights, social dialogue and workplace cooperation.
SUSTAINABILITY
Dialogue and consultation enabled better localization of SKF Care (the global sustainability framework) aligning it to the sustainability priorities of the Colombian context.
WOMEN EMPOWERMENT
Together with SWP - A Women Empowerment Programme (WEP) was launched with initiatives that included raising awareness in the workplace on gender equality by creating male champions; review of policies and practices that impede equality; and training for female employees to give women more opportunities for movement within the company.
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5

Share Best Practice

SKF Latin Trade is now sharing the dialogue approach in its value chain and ecosystems through a sustainability platform which consists of periodic talks on standards, guidelines and best practices as well as a training component. Human Rights awareness is extended to suppliers, contractors, clients and distributors with conversations to educate and communicate the company’s commitment and due diligence process. SKF is now aiming to go beyond compliance with the expectation of positively influencing the value chain.

For SKF the committee becomes very important, and its work is vital for the company. Managing gaps and improvements with our staff and addressing sustainability is essential for the company.
Francisco L RodríguezManaging Director SKF Latin Trade

6

3 Learnings

The above measures and experiences have created an enabling environment for dialogue where employees fully engage in conversations. Dialogue and workplace cooperation have changed how procedures are created or adopted at SKF in Colombia as the process is more inclusive. Gender and human rights are now mainstreamed into all initiatives and committee members serve as reference group for corporate projects.

1. MANAGEMENT BUY-IN

Management buy-in of the process empowered committees to act. This represented moving beyond the typical perception of the risks of employee empowerment towards the value of employees influencing their workplaces.

2. INCLUSION

The workplace committee was fully representative as it included employees working offsite who had, at times, felt left out of discussions. The committee ran a programme “Your committee listens to you” as a systematic way to get regular feedback from all employees.

3. TOOLS AND PROCESSES

The programme tools and process provided support for working in change management and a road map for localisation of global policies. The tools created a joint vocabulary for management and employees and levelled the playing field by building capacity of both parties.

WHY IS THIS IMPORTANT?

Learn more about why social dialogue and sustainbility in Colombia. Why this is important for development.  

SWP IN COLOMBIA
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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.