ANNUAL REPORT

2022

Our 2022 Annual Report sums up the dynamic year we had – adding value for our members and partners from across the globe as an enabler of proactive collaborations and new partnerships. We hope you enjoy reading about our accomplishments!

Inside the report

From the CEO

Permacrisis and Partnerships

While 2022 was a year of NIR achieving goals as an organisation, it was a devastating year for global peace and security as the war in Ukraine sent shockwaves across the globe. As an initial response, NIR facilitated exchanges with our members on how to deal with the immediate effects. Support from our Sustainability Impact Accelerator to Ukraine in establishing a national emergency response system continued despite some initial challenges. With exchanges on Ukraine and a wide range of other topics, Meeting Point NIR was taken to a new level. Our Let’s Talk series gathered a record number of participants for peer-to-peer exchanges on 24 occasions to discuss challenges and opportunities identified by members. An extensive and wide range of current topics were discussed, such as the EU directives on corporate sustainability requirements, responsible sales and purchasing and many other Environmental, Social and Governance (ESG) related topics as well as markets. By facilitating relevant exchanges with different departments ranging from compliance and sustainability to finance and purchasing, we deepened our member network in 2022.

We also welcomed two new valuable members – Hitachi Energy and the Swedish Export Credit Corporation (SEK). Hitachi Energy has technologies that are central to the energy transition, not least in low- and middle- income countries. With lending in 60 countries, SEK plays a pivotal role as financier of Swedish exporters as well as exporters’ subsidiaries and customers abroad. The addition of these two key members means that our membership is now larger than ever before. Both sustainability challenges and opportunities were in focus in 2022. The ongoing transition for countries and industries will require new collaborations and partnerships to ensure that it does not happen at the expense of people and the environment. Business as usual is simply not an option. Scalable models to avoid negative impact and drive a positive sustainability outcome need to be developed. This is where NIR adds value – as an enabler of proactive collaborations and new partnerships.

We took major steps this year towards achieving our three-year strategic goals set by our Board of Directors in 2020. By taking great strides towards the strategic objective of having three major programmes with the Swedish International Development Cooperation Agency (Sida) as our funding partner, we strengthened our unique position as an enabler of collaborations between Swedish international development cooperation and Swedish business. As the world became less secure over the last year, the importance of due diligence, risk management, security and safety, including IT and travel security, was pushed even further into the limelight. We responded by further developing our due diligence and risk management processes. All NIR staff completed Hostile Environment Awareness Training (HEAT), and we adopted a revised Travel Action Protocol. We also improved our IT and data security as we moved our offices into Business Sweden at the World Trade Centre.

Despite the trying times and current challenges, we have not lost sight of directly tackling some of the most pressing issues at hand. We will continue to work closely with our members and partners in developing scalable models to avoid adverse impact and drive a positive sustainability outcome in low- and middle income countries. This shared vision with our members and partners will guide us in 2023 and beyond.

Meeting point NIR

Our members doing business in complex markets, regardless of business model or industry, face similar challenges and risks of adverse impact. Knowledge exchange is a valuable way to address such challenges and risks. Meeting Point NIR is a cornerstone of our operations as it unites our members in a space to exchange on these issues. Through Meeting Point NIR, we facilitate peer-to-peer exchanges between our members to discuss and address ESG related topics, trade and markets. In 2022, we held 24 exchanges which gathered over four hundred participants. 

Our Programmes

Effective and targeted capacity development to support national plans to achieve the SDGs

Partnerships – collaborative action between multiple stakeholders, such as our members, the value chain, other businesses, civil society, authorities and governments – are key in complex markets. By acting sustainably and responsibly, Swedish business promotes global sustainability and contributes to decent jobs and sustainable economic growth. Yet, in more complex markets, risks for adverse impacts on communities, the environment, governance and transparency often all exist alongside security and conflict risks. In these contexts, a single company or actor’s ability to mitigate and to positively influence such risks to bring about meaningful change is limited by factors outside its own sphere of influence. Partnerships though create opportunities to use an integrated and holistic approach to managing risks and leveraging a positive sustainability outcome. Our Sida-funded programmes provide practical and demand-driven ESG support to in-country partners to reduce risks for people, the planet and business with the end goal of promoting sustainable and inclusive economic development. Our members positively impact the SDGs beyond their own business and industry by engaging in our pogrammes and providing a corporate view on what is required for improving ESG conditions. Through NIR, our members and the broader Swedish business community can partner with international development cooperation.

Words From OUR Members and ParTNERs

CONTACT

Tel: +46 8-783 00 50 

Visiting adress: 

Klarabergsviadukten 70

BOX 13009, 10301, 

Stockholm

Sweden

PRIVACY AND COOKIE POLICY

International Council of Swedish Industry 2022. All Rights Reserved. 

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.