Impact Project

Regional Responsible Business Conduct Capacity Development -Standards and Practice

The Challenge

Strengthening institutional capacity for responsible mining governance

Latin America plays a central role in supplying the critical minerals needed for the global energy transition. As demand for these minerals continues to grow, so do expectations for mining to create economic value while respecting human rights, protecting the environment and strengthening trust among stakeholders.

Although internationally recognised frameworks for Responsible Business Conduct (RBC) already exist, the challenge today is not the absence of standards—it is the capacity to translate them into consistent institutional practice. Across the region, mining associations, civil society organizations and other governance actors continue to face significant barriers in accessing knowledge, strengthening organizational capacities and fostering meaningful collaboration.

Recognising this challenge, MARS acts as a regional catalyst for institutional strengthening, helping organizations build the capacities needed to contribute to more responsible, inclusive and sustainable mining governance.

National mining associations play an important role by connecting actors across the sector and helping turn commitments into practice.

OUR APPROACH

Transforming Existing Knowledge into Practical Institutional Capacity

The regional component of MARS strengthens institutional capacity by helping organizations access, contextualise and apply internationally recognised Responsible Business Conduct (RBC) frameworks in ways that respond to the realities of Latin America’s mining sector. Rather than developing new standards, we contribute to transforming existing knowledge into practical institutional capacity.

Our approach combines four mutually reinforcing elements. We mobilise trusted knowledge by connecting international frameworks, practical guidance and regional experience. We create opportunities for institutional reflection that help organizations understand their current capacities, identify priorities and navigate emerging challenges. We foster collaborative learning through peer exchange, dialogue and communities of practice. Finally, we support continuous institutional improvement through the MARS Competence Centre, a long-term platform that connects knowledge, practical methodologies, learning resources and regional networks.

Together, these elements create a continuous cycle of learning, collaboration and institutional strengthening that enables organizations to contribute more effectively to responsible, inclusive and sustainable mining governance.

THE CHANGE WE SEEK

Stronger Institutions, Better Governance, and Lasting Impact

MARS regional pillar seeks to strengthen the institutional conditions that enable more responsible, inclusive and sustainable mining governance across Latin America. By improving organizational capacities, mobilising knowledge and fostering collaboration among key actors, the programme contributes to more informed decision-making, stronger accountability and greater trust across the regional mining ecosystem.

WHAT This Means

  • For mining associations:  
    Stronger institutional leadership, greater capacity to support their members and a more strategic role in advancing Responsible Business Conduct.
  • For civil society organizations:
    Better access to trusted knowledge, practical methodologies and stronger organizational capacities to participate effectively in mining governance.
  • For Indigenous Peoples and their representative organizations:
    New opportunities to build dialogue, strengthen mutual understanding and explore more constructive approaches to engagement within mining governance processes.
  • For public institutions and the wider governance ecosystem: More informed dialogue, stronger collaboration and improved institutional conditions for responsible and sustainable mining.

     

     
 

Building the Foundations for Change

With Mining Associations

Building leadership commitment for institutional change

MARS has strengthened senior leadership engagement across participating mining associations by positioning Responsible Business Conduct as a strategic institutional priority rather than solely a technical sustainability issue. Through regional dialogue, practical learning and peer exchange, chief executives, general managers, political representatives and sustainability leaders have begun building a shared understanding of how internationally recognised RBC frameworks can support stronger governance, organizational performance and long-term competitiveness. The programme has also engaged representatives from 25 mining companies in practical learning on due diligence and stakeholder engagement, helping broaden regional understanding of responsible mining practices and encouraging greater alignment across the mining ecosystem.

Strengthening Regional Collaboration

Strengthening Regional Collaboration MARS has begun building a regional community of practice by creating opportunities for mining associations to exchange experience, reflect on common challenges and learn from one another. Early participation by senior representatives from Chile's Consejo Minero, Colombia's ACM, and mining associations from Ecuador and Bolivia has strengthened regional collaboration and reinforced a shared commitment to advancing Responsible Business Conduct across the sector. The strong engagement of participating associations and their expressed interest in continuing the initiative beyond its initial phase demonstrate growing ownership of the regional learning process and the value of sustained collaboration.

Creating a Shared Framework for Institutional Reflection

V3 LAB developed, together with participating mining associations, an Institutional Reflection Tool that was subsequently endorsed by the OECD. Rather than assessing performance, the tool provides a structured framework for associations to reflect on their evolving role in advancing Responsible Business Conduct (RBC), identify opportunities for greater collective influence and define priorities for continued institutional development. By establishing a shared reference point for reflection and dialogue, the tool supports peer learning, strengthens strategic thinking and encourages associations to explore how they can further contribute to responsible mining governance across the region.

With Indigenous CommuNiTies

Exploring the Conditions for a Regional Engagement Framework

MARS conducted an exploratory dialogue with Indigenous leaders and recognised experts from across Latin America to better understand whether a regional framework for engagement between Indigenous Peoples and the mining sector could provide value. Rather than validating a predefined solution, the process identified the conditions under which such an initiative could be considered legitimate, relevant and practically viable. The dialogue highlighted that any future regional framework should be co-designed with Indigenous Peoples, grounded in existing rights frameworks, adapted to diverse territorial realities and built through a gradual process of trust, participation and shared learning.

Laying the Foundations for the MARS Competence Centre

An exploratory design process was undertaken to define the institutional model of the future MARS Competence Centre. Through interviews with mining associations, civil society organizations, Indigenous partners, academic institutions and other stakeholders, the programme identified priority knowledge needs, institutional challenges and opportunities for strengthening organizational capacity across the regional mining ecosystem. The process resulted in the definition of four complementary pillars—data, resources, capacity building and dialogue—which together provide the foundation for a long-term platform for knowledge mobilisation, collaborative learning and institutional strengthening.

Project Timeline

January–June 2026 // Supporting Institutional Reflection and Learning

Participating mining associations are engaging in a structured institutional reflection process using the Institutional Reflection Tool developed by V3 LAB through the MARS programme. Rather than measuring performance, the process encourages associations to reflect on their evolving role in advancing Responsible Business Conduct (RBC), identify opportunities for greater collective influence and define priorities for continued institutional development. Through a facilitated reflection process, each association receives a confidential report that supports internal dialogue, strategic decision-making and tailored capacity development. At the regional level, the process also contributes to shared learning and helps strengthen collaboration among participating associations.

January–June 2026 // Development of the beta version of the MARS Knowledge Platform begins

Work began on the construction of the Beta version of the site, agreements with regional and international content partners, content development and the governance model for the future knowledge platform.

June–December 2025 // Developing a Regional Reflection Framework for Mining Associations.

V3 LAB co-developed, together with the six participating mining associations, an Institutional Reflection Tool designed specifically for mining associations. Building on internationally recognised Responsible Business Conduct (RBC) frameworks and existing good practices, the tool provides a structured process for associations to reflect on their evolving role, identify opportunities to strengthen their collective influence and define priorities for continued institutional development. The participatory development process also created a shared language and common reference point for dialogue, peer learning and the gradual strengthening of Responsible Business Conduct across the region.

June–October 2025 // Peer exchanges and training workshops with mining associations.

Associations discussed sustainability, governance and standards, while trainings connected them with member companies through practical cases, experts and company experiences.

January–December 2025 // Laying the foundations for the MARS Competence Centre.

A user-focused knowledge platform was designed, based on interviews with relevant stakeholders to identify information needs and a benchmarking process. User needs and challenges were identified and the four main pillars of the future platform defined – data, resources, capacity building and dialogue.

May–December 2025 // Exploring an Indigenous Peoples Engagement Protocol.

Interviews and expert exchanges validated interest in co-creating a protocol grounded in Free, Prior and Informed Consent (FPIC), diversity, co-design and adequate resources for participation.

January–May 2025 // Exchanges to Advance Innovative Approaches for Positioning Indigenous Peoples as Key Actors.

Expert inputs helped sharpen the programme’s focus on Free, Prior and Informed Consent (FPIC), rights-based engagement and practical guidance to support more meaningful dialogue between Indigenous Peoples and the mining sector.

January–March 2025 // Creating the Conditions to promote RBC agenda within Mining Associations in the Region.

Mapping findings shaped a trust-based strategy combining peer learning and practical training for mining associations.

November 2024 // Mapping the Mining Association Landscape.

Public data and leader interviews established a baseline on mining associations’ RBC, sustainability, human rights and due diligence practices.

Implementing partner

V3 LAB leads the regional institutional strengthening component of MARS, bringing expertise in Responsible Business Conduct (RBC), organizational capacity development and multi-stakeholder collaboration. By mobilising knowledge, facilitating institutional reflection and strengthening regional learning networks, V3 LAB helps build the capacities needed for more responsible, inclusive and sustainable mining governance across Latin America.

Additional partner

Center For Responsible Business Conduct. 

Contact MARS staff at NIR

Henrik Hallgren Programme Director
Andres Hernandez Regional Programme Manager
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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.