The Swedish Workplace Programme (SWP) is a unique initiative to advance responsible business conduct in partner countries through workplace collaboration and open dialogue. By bringing together companies, unions and employer associations, SWP strengthens productivity, reduces labour rights risks, and supports decent work for all, thereby helping to build more resilient workplaces and supply chains.
The Swedish Workplace Programme: de‑risking value chains and raising labour standards
Abstract
Swedish companies face specific challenges when operating in contexts where there is no tradition of social dialogue and where compliance with labour laws is limited. When workers and managers lack effective channels for dialogue, businesses become more exposed to absenteeism, strikes, disruption and low productivity. The absence of trusted reporting channels can also leave employees unprotected when safety concerns or human rights violations arise.
The Swedish Workplace Programme (SWP) is a unique initiative for promoting responsible business conduct in partner countries through workplace collaboration and open dialogue. By working in partnership with companies, unions and employer associations, SWP helps workplaces become more sustainable, reduce human and labour rights risks, and support decent work for all. This programme is implemented by the International Council of Swedish Industry (NIR) in partnership with the Swedish Metal and Industrial workers union (IF Metall). It builds on a previous programme focused specially on addressing Human Immunodeficiency Virus (HIV) risks for employees of Swedish companies operating in sub-Saharan Africa.
SWP operates at the intersection between development co-operation and private sector engagement, by using development support to build dialogue capacity inside companies. Through training, coaching and peer learning, SWP equips companies and worker representatives to establish or strengthen routines for regular, structured dialogue that can solve workplace problems. The programme has been implemented since 2019 through local hubs in Colombia, Kenya, South Africa and Viet Nam, primarily engaging companies linked to Swedish and European value chains. A defining feature of SWP is its neutral, third-party role. Rather than acting as an auditor or compliance mechanism, SWP serves as a trusted convener that enables managers and workers to solve operational and organisational challenges. The programme initially started with Swedish companies and now also works with local suppliers of Swedish companies.
Thanks to its unique approach, the SWP has achieved results within supported firms and beyond. For instance, in Kenya the programme promoted:
Greater worker influence and firm productivity: the SWP has supported social dialogue in two large local firms:
At Bodastar, a large Kenyan firm in the automotive sector, it strengthened worker representation and conflict-resolution mechanisms. This coincided with a production increase from approximately 500 to 1 800 units over a one-year period, alongside improvements in quality, hygiene and workplace safety.
At Ashut Engineering, a Kenyan furniture manufacturing firm, newly created structured dialogue committees helped resolve long-standing operational bottlenecks, leading to a doubling of production output.
A culture of social dialogue in the local business environment: The SWP helps shape market norms over time in ways that benefit both local industry and Swedish businesses. Beyond partnerships with specific companies, SWP has also worked with the Kenya Association of Manufacturers and the Amalgamated Union of Kenya Metal Workers, helping to build a culture of social dialogue across the industry. This can create opportunities for Swedish and European firms seeking to operate and grow in Kenya.
Promoting a culture of social dialogue is a win-win for businesses and their employees. Workers gain voice, safety and influence, while companies gain productivity, predictability and operational resilience.
Supporting social dialogue can create the basis for establishing formal trade unions. By setting up committee structures with workers’ representatives, and improving understanding between managers and workers, SWP helps create the conditions for stronger workers representation, the development of trade unions and more durable workplace dialogue.
Moving from implementing the SWP within Swedish companies to working with their local suppliers is impactful but complex. While Swedish companies have a clear interest in making their supply chain more responsible and resilient, successful implementation of SWP with local companies depends on trust, long-term engagement and strong local partnerships.
Global Deal (2026), The Swedish Workplace Programme - What happens when labour-market actors work together to promote workplace co-operation?, https://flagship-report.theglobaldeal.com/case-study/the-swedish-workplace-programme-promoting-workplace-co-operation.
Swedish Workplace Programme (n.d.), Promoting Decent Work Through Dialogue, https://nir.se/programmes/swedish-workplace-programme/.
Swedish Workplace Programme (n.d.), “Partnership Driven Workplaces”, https://nir.se/wp-content/uploads/2022/05/ONE-PAGER-GLOBAL-SWP.pdf.
OECD (forthcoming), OECD Development Co-operation Peer Reviews: Sweden 2026, OECD Development Co-operation Peer Reviews, OECD Publishing, Paris, Development co-operation peer reviews and learning.
To learn more about Sweden’s development co-operation, see:
OECD (2026), "Sweden", Development Co-operation Profiles, OECD Publishing, Paris, https://www.oecd.org/en/publications/development-co-operation-profiles_04b376d7-en/sweden_557d7c2d-en.html.
More In practice examples from Sweden are available at Development Co-operation TIPs • Tools Insights Practices.
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