We check every seam  

The world of interior design is brimming with innovation and renewal. But in a jungle of choices, there’s also the uncertainty of making the right design choices, because there are plenty of pitfalls. Behind every piece of furniture lies a supply chain—involving materials, production, people, and decisions that have an impact long before the product finds its place in the room.

With over 50 years of experience in interior design, we’ve learned a great deal about what it takes to make good choices. And we’ve learned that it’s not enough to just look at the product in front of us. We also need to understand where it comes from, how it was produced, and how the supplier addresses any challenges that may arise along the way.

In 2018, we therefore developed the SSR—Supplier Sustainability Review—our own approach to evaluating and monitoring our suppliers and supply chains. Since 2024, the SSR has also been an integral part of our procurement process.

SSR gives us a better understanding of what we buy and the producers we work with. This knowledge helps us ask better questions, follow up when necessary, and guide you toward well-informed choices.

Our Approach to Sustainable Supply Chains

SSR is not a one-time audit. It is an ongoing, risk-based process in which we set requirements, gather information, evaluate, and follow up with our suppliers.

Senab’s Code of Conduct forms the foundation of our work. New suppliers must agree to it before they can be registered in our systems. The Code of Conduct is based on the UN Global Compact’s ten principles, and our process follows the OECD Guidelines for Responsible Business Conduct. From there, the work continues as an ongoing process.

Here's How We Work


1. First, we set requirements

Our Code of Conduct and our common supplier requirements lay the foundation for our collaboration.

2. Next, we identify risks

Among other things, we look at where production and subcontractors are located, the type of production involved, and how transparent the supplier is about its supply chain. This may involve, for example, production in countries or industries where the risks are higher, or a lack of information about origin and subcontractors.

3. Next, we evaluate

We assess how the supplier addresses the challenges we have identified and their ability to meet our requirements. This may, for example, involve how they handle working conditions, environmental requirements, quality, traceability, and responsibility further down the supply chain.

4. We go into greater depth where necessary

Where there is a greater need for follow-up, we dig deeper. We request additional information, follow up on deviations, and require corrective actions where necessary. This may involve additional documentation, third-party audits, or other verification that the actions are actually being implemented.

5. Then we share our knowledge

We apply what we learn to our own purchasing decisions, in ongoing dialogues with suppliers, and, above all, to provide our customers with a better basis for decision-making.

And then the process starts all over again. Supply chains change, new information becomes available, and responsible purchasing requires continuous monitoring.

As part of our work, we review our purchasing volume annually using SSR.

Transparency Makes a Difference

The more we know about what goes on behind the scenes, the better we can understand where we need to take a closer look.

The assessment is based, among other things, on the location of production and subcontractors, the type of production involved, the information the supplier can provide us, and how far they have progressed in their sustainability efforts.

One risk, for example, could be that traceability further down the supply chain is limited, or that a supplier cannot demonstrate how it monitors its own subcontractors. That doesn’t automatically mean something is wrong—but it does mean we need to know more.

If we identify actual discrepancies, we take action. In such cases, we continue the dialogue, demand corrective measures, and follow up to ensure they are implemented.

For us, transparency isn't about knowing everything from the start. It's about asking questions, following up, and taking action based on what we learn.

We'll take a closer look at this

  • Our Code of Conduct sets out common requirements for our suppliers. These include issues such as human rights, working conditions, ethics, the environment, and supply chain responsibility.

    It also provides us with a basis for monitoring areas where risks may be greater, such as a lack of transparency regarding working conditions or how the supplier monitors its own subcontractors.

    Read Senab's Code of Conduct here

  • To understand the risks, we need to know where and how the products are manufactured.

    The further back in the supply chain we go, the more difficult traceability can become. For example, if the country of origin is unknown, subcontractors are unidentified, or production takes place in a market where risks are generally higher, we need to intensify our monitoring.

    That is why we want to work with suppliers who themselves manage their risks systematically—and who are willing to share information about their production and subcontractors with us.

  • We also ask how our suppliers are working toward the UN's Global Goals for Sustainable Development.

    They provide us with a common language and can help us identify areas where we can grow together.

    Read more about the SDGs here

  • In our Code of Conduct and our supplier agreements, we set requirements regarding, among other things, safety, quality, and compliance with applicable laws and regulations—both for the products and for how they are manufactured.

    Here, one risk could be, for example, a lack of sufficient documentation regarding materials, chemical requirements, quality, or how production is monitored.

    Furniture facts and related certifications can provide us with external verification of some of these requirements. Combined with our own knowledge of our suppliers, this puts us in a better position to guide our customers toward products that meet the project’s requirements.

  • Our responsibility doesn't end once the furnishings have been delivered

    That is why we also want to work with suppliers who develop products and services designed to last longer—and together create better conditions for repair, upgrading, reuse , and other circular flows.

    Ideally, what we choose today should be something that someone will make good use of tomorrow.

  • The demands for understanding and reporting climate impact are increasing. That is why we request, among other things, EPDs and other climate data from our suppliers. With this data, we can then assist our customers early in the project phase through climate budgeting and advice on the full life cycle of products, and later through climate monitoring of completed interior design projects.

    When climate data is lacking, it becomes more difficult to compare alternatives and understand the consequences of different choices. The better the data we have, the better we can guide our customers and track developments over time.

From Hundreds of Conversations to Better Decisions

SSR complements the ongoing dialogue we already have with our suppliers. Over time, it builds something that is hard to replace—knowledge about the suppliers, the products, and what lies behind them.

This is the knowledge we use when we choose who we want to work with. But we also use it when we help our customers make choices. Because the goal isn’t to gather information just for the sake of it. The goal is to use it in our daily work.

The “Approved by Senab” symbol is our way of illustrating the work behind our supplier selection process. It indicates that Senab has conducted an assessment of the supplier and its supply chain in accordance with our internal criteria. It is not an eco-label, certification, or independent verification of the product’s environmental performance.

We want to get even better at inspecting the seams

In 2025, we further strengthened the resources allocated to our supplier audits. And in 2026, we also implemented Factlines, a new software solution that enables us to gather information more effectively, manage risks in a structured manner, and track developments over time.

Our goal is for more than 90 percent of our suppliers to have accepted and signed our requirements and for our audits to cover 90 percent of our total purchasing volume.

In 2025, suppliers accounting for 88 percent of our purchasing volume had accepted our requirements, and 78 percent of the year’s purchasing volume had been audited. So there is still more work to be done—and that is exactly why we are continuing our efforts.

Knowledge that makes it easier to make the right choice

Everything has to come together—when an interior design needs to be updated, we like to start by looking at what’s already there and what can be reused. Then we add what’s needed. And when adding new elements is the right approach, we need to understand what we’re choosing—from the supplier and the manufacturing process to quality, environmental impact, and the potential for a long lifespan.

That's where SSR comes in. The more we know, the better we can guide you. And the better equipped you'll be to make a decision that stands the test of time.

That’s how we make the knowledge behind our choices part of what we offer you as a customer. We ask the questions, follow up on the answers, and keep learning—so that together we can make better choices.

Are you curious to learn more about how we work with SSR and sustainable supply chains?

Feel free to talk more with our Sustainability Manager, Lotta Amsén