NAR’s work on organisation, communications, information, and public relations is a policy instrument for achieving the union’s objectives with a view to wage and personnel policy and research and education policy.

NAR’s work on research policy, education policy and employees rights require close cooperation between the union’s central level and its local branches. For NAR to achieve its political and strategic goals, it is important that they are well anchored in the organisation.

The prerequisites for NAR’s working methods are changing. Digitization affects where, when, and how we work, and change and restructuring will have an increasing focus. In order to adapt faster and more efficiently, it is important to focus on digitization and the opportunities it offers.

7.1 Organisation

NAR’s influence is closely related to its total number of members. A well-functioning organisation is crucial for rallying support for current issues and for providing all members with the assistance and service needed. Organising a high percentage of the staff gives NAR greater legitimacy, more influence and more financial freedom of action. Accordingly, the recruitment of new members will be given priority.

An efficient, powerful organisation presupposes that the central levels, the local branches, and the professional networks are all pulling in the same direction, and that all levels cooperate closely to promote members’ interests. The Executive Board has a central role in formulating policy strategies and priorities and drawing up clear objectives for the strategic work of the local branches. NAR will strengthen the local branches and their role as active suppliers of the terms and conditions in the union’s policy and strategic development, in addition to the work aimed at their own workplace. Furthermore, professional networks must still be able to play a central role as resource and expert bodies for the Executive Board in their respective areas.

The local trade union representatives are responsible for implementing the union’s policies at the local level and for assisting members. Consequently, local union representatives must be ensured good working conditions and well-functioning training programmes. NAR as an organisation and the union's activities should contribute to ensure a more sustainable development.

NAR will strive to ensure that:

  • NAR’s organisational structure should underpin the goal of being the largest and leading trade union in the research and knowledge sector.
  • The number of members continues to grow, by recruiting new members and by retaining
    existing members.
  • NAR is established in all enterprises within the association’s membership area and is the
    primary choice for all employees in positions that require higher education.
  • Recruitment among foreign workers and temporary employees is strengthened.
  • Local branches in merged enterprises have an organisation that caters to all members.
  • A review of meeting places within the association is carried out to ensure the best possible compliance with the structure of local branches.
  • The organisation of students within the association is further developed.
  • NAR must seek a broad collaboration across the trade unions to increase union density and strengthen the trade unions' place.
  • There should be greater transparency about the association's work at all levels in order to
    stimulate engagement and involvement among members and union representatives.
  • The training of and support for local union representatives is of high quality and covers the breadth of their tasks. This includes increasing expertise on harassment regardless of the basis, and how to put the sustainable development goals on the agenda through local co-determination.
  • Local union representatives are offered training in the sustainable development goals to strengthen local co-determination in this area, including integrating sustainability into the
    union representative training where relevant.
  • The association's contribution to key sustainable development goals such as good education, gender equality, decent work and investment in research and innovation is continued and
  • Local union representatives are involved in the development of strategies and policies through NAR’s regular bodies, ad hoc committees and in the central negotiating committees.
  • Union representatives must be guaranteed good support locally and centrally, even after they have left their positions.
  • The local branches efforts to recruit new union representatives are strengthened.
  • The professional networks can still function as unifying and identity-creating bodies.
  • Membership benefits such as insurance schemes and banking services are to be attractive, in line with the union’s values and give the union a competitive edge compared with other
  • The cooperation and influence within our confederation is developed further.
  • Work tools used locally and centrally in the association are modern and up-to-date so that the association more quickly and efficiently can meet the adjustment and change that digitalisation entails.
  • The association follows up the UN Sustainable Development Goals in its work – including, as far as possible, choosing providers with collective agreements and orderly conditions for employees, choosing environmentally friendly alternatives and facilitating digital meetings and seminars in addition to physical gatherings.

7.2 Communication strategy and public relations

NAR's communication must be accessible, clear, and credible. It is important to ensure our members and our local union representatives good information. The goal of the communication and advocacy work is the greatest possible political breakthrough for NAR's policy.

NAR is both a trade union and a special interest organisation. As “the voice of researchers”, we are invited to participate in debates that concern the entire broad field of research and education. The visibility and opportunities for influence this gives us are important to make good use of.

Reputation surveys show that NAR is seen as a clear and credible voice in public debate. We will continue to manage the wide confidence NAR has as politically independent societal actor.

NAR will strive to ensure that:

  • The communication profile is clear and in line with our political and organisational priorities.
  • NAR is a leading societal actor and a trendsetting special interest organisation within the
    research and knowledge sector.
  • Politicians and other decision-makers get relevant knowledge of the situation in the research and knowledge sector, among other ways through the dissemination of our members' experiences and needs.
  • Our communication and influence work contributes to increased understanding of our
    demands for better wages and working conditions.
  • Cooperation with other relevant actors is strengthened.
  • NAR’s public visibility increases.
  • Local branches, local union representatives and leaders of professional networks have knowledge of basic communication and influence work.
  • The information given to members and union representatives is perceived as current, relevant, and adequate.
  • The periodical Forskerforum shall be a membership offer, an identity creator, and an arena for community between the members of NAR. Forskerforum shall maintain and strengthen its
    position as a leading news and debate forum in the research and knowledge sector.
  • NAR’s interests are safeguarded through international participation in Education International / ETUCE and Nordic cooperation.