Fernando Oliveira de Araujo
Universidade Federal Fluminense
E-mail: fernandoaraujo@id.uff.br
Edmarson Barcelar Mota
Fundação Getulio Vargas
E-mail: edmarsonbacelarmota@gmail.com
Luana Hoffmann de Assis
Universidade Federal Fluminense
E-mail: luanahoffmann@id.uff.br
Submission: 08/04/2015
Revision: 22/04/2015
Accept: 01/05/2015
ABSTRACT
This article presents the case of
implementation of the licensed landfill CTR Nova Iguaçu (the first initiative
all around the world certified by the Clean Development Mechanism – CDM, from Kyoto Treaty), providing an analysis of the practices of
management of stakeholders adopted with the neighboring communities surrounding
the enterprise. Besides the local investigation at the enterprise concerned,
the study is supported by technical-scientific literature, highlighting the
themes of stakeholder’s management, change management, and processes of project
management, based on the PMI’s 5th Ed PMBoK view. As conclusions, it is seen,
in the situation displayed, that actions of identification, planning and
monitoring of the stakeholders were crucial to the initiative success, under
the economical perspective and concerning corporative image.
Keywords: Management of stakeholders; High
complexity projects; Landfill implementation; CTR Nova Iguaçu
1. INTRODUCTION
More
intensively from the UN Conference on Environment and Development, held in Rio
de Janeiro in 1992 (also known as Rio Summit, Rio Conference, or Earth Summit).
Concerns about climatic changes resulting mainly from the impact of human activities in the environment
have been seen by the National States, supranational, non-governmental
organizations, and even by private companies as a central issue to be dealt
with.
One
of the main results of the Earth Summit of 1992 was the proposition of Agenda
21 (A21) – a document that establishes how important it is that
every country
commits to and reflects about how they can contribute with solutions for the
social-environmental problems.
Five
years after the Conference of Rio de Janeiro, a Special Session of the General
Assembly of the United Nations was held in New York, USA, intended
to review the five first years of Agenda 21. That meeting identified the main
difficulties related to implementing the proposals of the A21, prioritizing the
actions to be adopted in the following years, and established the UNFCCC
(United Nations Framework Convention on Climate Change) having the objective of
reaffirming the signatory countries’ commitment to stabilizing the
concentration of greenhouse gas (GHG) in the atmosphere.
Among
the main spin-offs of UNFCCC, meetings denominated Conferences of the Parties
(COPs) which must be held at least once a year among the participating
countries were provided for. At the third COP, in 1997, in Japan, the Kyoto
Treaty was signed.
According
to Segreti and Bito (2005), the Kyoto Treaty was set between 186 countries of
the UNFCCC (United Nations Framework Convention on Climate Change) divided into
two large groups (Annex I Countries – industrialized
countries and great carbon dioxide emitters, and Non-Annex I Countries – developing
countries). The Treaty concerned represents the first international target plan
to reduce global GHG emission. The main goal of this Treaty was to achieve a
reduction of 5.2% in gas emission by 2012.
The
Treaty establishes three “economical mechanisms of flexibility” which
are able to foment that the countries of Annex I comply with the requirements
of carbon emission reduction outside their territories. Two of these mechanisms
are only about the Annex I countries and they refer to Joint Implementation and
Emission Trading. As for the third mechanism, called Clean Development
Mechanism – CDM, the result of a Brazilian proposal to the United
Nations Framework Convention on Climate Change (UNFCCC).
CDM
consists of the possibility of a country that is committed to emission
reduction (Annex I Countries) to acquire Certified Emission Reductions (CERs)
generated by projects deployed in developing countries (Non-Annex I Countries),
as a form of complying with some part of their obligations quantified in the realm
of the Kyoto Treaty. The idea consists in that a particular project, when being
implemented, provides an environmental benefit (GHG emission reduction or CO2
removal) in the form of a negotiable financial asset: CER. Such projects must
imply reductions of additional emissions that take place in the absence of the
project registered as CDM, assuring real, measurable and long term benefits for
mitigation of the global climate change (MCT, 2009; SISTER, 2007).
According
to Guedes and Ribeiro (2011), among
the projects that join CDM recommendations, having a strong potential to
generate CERs, are licensed landfills – which are
engineering work that must be led to achieve four main goals:
·
Reduction
of pollution risks caused by smells, fires, insects;
·
Future
use of the available land through a good compaction and covering;
·
Minimization
of water pollution problems caused by
lixiviation, and;
·
Control
of the emission of gases (released during degradation processes).
Figure
1 illustrates the operational process of a licensed landfill.
Figure 1: Operations of a licensed landfill
Source: CTR Nova Iguaçu, 2010
This
paper investigates the case of CTR Nova Iguaçu licensed landfill project
implementation, located in Santa Rita district, municipality of Nova Iguaçu, in
the metropolitan region of Rio de Janeiro, analyzing how relevant the
identification, alignment and monitoring of the stakeholders is for the
initiative success.
1.1.
Delimitation of the problem situation
Despite
the licensed landfills’ undeniable benefits concerning generation of CERs – Certified
Emission Reductions, joining CDM recommendations, it is relevant that the
negative aspects resulting from the implementation of such an enterprise,
especially to surrounding communities are also considered.
Concerning
that, it is important to consider that the reality around such enterprises is
often dramatically impacted by the rage of its operations. In particular,
concerning the case of CTR Nova Iguaçu, it is pointed out that the company is
located on one of the main ways of access to the rural area of the municipality
of Nova Iguaçu. That intensifies considerably the traffic of garbage trucks on
the road that links the municipality center to areas of environmental
protection (APA Gericinó-Mendanha) and biological reserve (of Tinguá).
This
intensification of trucks on central roads has intensified traffic in the
region, increasing sound pollution (the trucks run on the road at high speed 24
hours a day) and air pollution (very strong smell), deteriorating the local
structure (destroyed asphalt, holes on the road and leachate in the streets and
roads), and increasing the number of insects and rodents in the region. Figure
2 illustrates the location of CTR Nova Iguaçu.
Figure
2: Location of CTR Nova Iguaçu
In
this sense, it is seen that the development of actions articulated and
structured through an effective management of stakeholders (such as
communities, companies, government, and other institutions nearby) represents
factors that are critical to the success of the enterprise CTR Nova Iguaçu.
This
study examines the externalities and challenges from the process of
implementing a certified landfill (CTR Nova Iguaçu), especially with regard to
the management of stakeholders, particularly the communities located in the
surrounding the enterprise.
1.2.
Problem questions
·
Can
the adherence of the good practices in the 5th edition of the PMBoK (PMI, 2012)
related to the management of stakeholders to the licensed sanitary landfills be
seen?
·
To
which extent does the management of stakeholders contribute to the reduction of
risks of implementation and operation of enterprises whose stakeholders feature
belligerent needs and expectations, such as in the case of licensed landfill?
·
Which
are the main learned lessons concerning the management of stakeholders
resulting from the analysis of the case of CTR Nova Iguaçu?
1.3.
The study relevance
This
study presents itself as relevant as it discusses a thematic considered central
to the implementation of high complexity projects: management of stakeholders.
Additionally the research extrapolates the theoretical perspective, analyzing a
real case of a licensed landfill, pointing out the relevance of the
implementation of stakeholder management processes, inspired in the recommendations
of PMI (2012) in order to make such enterprise implementation and maintenance
viable.
1.4.
Methodological procedures
As
shown in the Figure 3, this study is divided into two sides: the one
theoretical and the other empirical. On the theoretical side, the themes of
stakeholders, processes management, and change management are discussed. In
empirical terms, the case of CTR Nova Iguaçu was analyzed locally, evidencing
this enterprise’s efforts to identify, plan management, implementation
management, and control the engagement of different stakeholders.
Figure
3: Research Organization
Source: apud Araujo, 2011
2. LITERATURE REVIEW
2.1. Stakeholders and project management processes
According
to the PMBoK (PMI, 2012), the word stakeholder is associated with the collective
of the parties involved or affected in a project. The concept is broad, but its
depth and pertinence in a project are outstanding, since the identification,
categorization and definition of management practices specific to each of the
stakeholders can differ a successful project from a failed one.
According
to the intensification of a project complexity, that is, the bigger the number
of variables or dimensions involved (i.e. people, organizations, tasks,
interests, and others), the more difficult its management becomes, and that is
regardless the technical, technological or scientific challenges involved,
which represent the uncertainty aspect.
Still
according to PMBoK (PMI, 2012), the management of stakeholders of the projects
involves the identification and classification of processes of its interests
and possible forms of action, manifested or not, followed by a plan to deal
with these aspects seen and documented or agreed by the team, with the
monitoring and control of the actions as the project unfolds, doing the
necessary adjustments and alignments to the management plan. Very often, such
adjustments or changes arise as a result of the change in the project scope,
premises and restrictions, financial or time aspects, and risks.
Bourne
(2009: 4) defines success in managing relationship with the stakeholders
through the commitment along the project cycle to the following processes:
·
Identification
of the stakeholders;
·
Understanding
of their expectations;
·
Management
of these expectations;
·
Monitoring
of the effectiveness of the actions for engaging the stakeholders;
·
Ongoing
review of the perception of the potential community of stakeholders.
The
stakeholder's attitude and how to deal with this important aspect represents a
central element in terms of good practices in project. Bourne (2009: 95-96)
relates three associated dimensions: emotional (mental or sentimental state);
view before life, and; the result associated with perceptions, learnings and
experiences. The basic elements that shape an attitude can be classified in the
four dimensions: culture (of the organizations involved); identification with
the activities and their results (personal values and identification with the
purposes of the activities); importance seen in the activities and their results,
besides personal characteristics (personality and position in the
organization).
According
to Hiatt and Creasey (2003), some principles are essential and they should be
used as references to deal with stakeholders and with projects where the change
management aspect is more relevant and almost all the medium and large sized
projects feature these characteristics. The principles pointed out by the
authors are:
·
The
right answer is not enough.
·
Change
is a process.
·
Consider
the profile and needs to adjust the processes of transmission and reception of
communication.
·
Take
into consideration the status quo and the processes of resistance.
·
Notice
and act considering also the organization’s system of values and culture, but
keeping focus on the project objectives.
·
Perception
of the meaning and most appropriate forms for actions in the incremental
changes and in the radical changes – the
strategies are different.
·
Change
requires action by the “authority”
and leaders.
2.2. Stakeholders and the change management
The
change management is another indispensable aspect and where the management of
stakeholders shows great affinity and synergy. In a great part of the projects
developed over the second decade of the 21st century, expected to be
more intensive in the future, the projects will have implications in the
environment where they will be used and they will need to deal with the
behavioral and social dimensions of the change, and that has a lot to do with
behavior and communication.
PROSCI
Inc. is an organization dedicated to researches and benchmarking in management
of the change and related benchmarking processes. Among experts in project
management, it is considered the most prestigious institution in this thematic
and its reports are considered the most reputable qualitative source for
understanding and making decisions in the contexts of project management
regarding “changes” and relationship
with stakeholders.
PROSCI
report (PROSCI INC, 2012: 9) points out that “projects
with an excellent change and management of stakeholders have about six times
more possibilities of meeting or exceeding the project expectations and goals”.
It
is also convenient to point out from PROSCI report (PROSCI INC, 2012: 22) two
essential aspects that are at the top of the list of recommendations that
experienced project managers declare:
·
Always
communicate, and as much as possible.
·
Get
involved in the basic view aspects of the project and strategic people (main
stakeholders).
In
this context, the importance of related aspects and behavioral aspects along
with these important stakeholders are noted, as their interference transcends
technical or managerial aspects in the project – which
are very important, but not the only ones to be considered.
The
literature that correlates the management of stakeholders and change management
is still recent and incipient. However, it is pointed out that, more
intensively from 2011, some techniques and tools to improve the way of dealing
with such dimensions have been proposed. PMI – Project
Management Institute and IPMA – International Project Management Association have put
more and more emphasis on the management of stakeholders. The PMBOK version of
2012 presents a new knowledge area in project management – management
of stakeholders in project (PMI, 2012).
In
their work, Hiatt and Creasey (2003: 2-3) reproduce the lamentation of managers
about how they could have dealt with some of the relevant stakeholders in their
projects:
·
“I
should have communicated better”.
·
“Next
time I will involve more people”.
·
“If
the board of directors had got more involved and with more public amplitude in
their performance, it would have probably been better”.
·
“I
had little support or was even sabotaged by managers who felt threatened by the
project, due to the lack of proper understanding”.
The
PMBoK (PMI, 2012: 17) explains the three large groups of competences that the
project manager must have, so that one of them is the personal competence,
which incorporates competences of relationship and behavior, also highlighting
the ones that are considered the main ones:
·
Lead.
·
Create
and manage teams.
·
Motivate.
·
Communicate
efficiently.
·
Influence.
·
Make
decisions.
·
Notice
political and cultural contexts.
·
Be a
good negotiator.
·
Be
trustworthy.
·
Manage
conflicts.
·
Be a
coach.
Other
additional competences may be necessary depending on the type of project, the
organization’s nature and complexity, as well as aspects of its culture.
As
it is possible to see the behavioral and communication aspects that should be
developed more widely in the managers, especially in the ones who hold
positions of more relevance or responsibility are essential to the success of
the projects.
2.3. Management of the change and projects: structural and human aspects
The
management of the change is an inevitable demand in certain types of projects,
whether it is due to dealing with a new technology, its learning process and
peculiarities, or to the structural, social and emotional impacts, in addition
to other possibilities.
When
dealing with medium, large or mega projects, the possibilities of demand for
managing the changes increase in the context of the project itself as well as
in its dimensions of extension or application to the stakeholders who are more
directly involved in its use and application.
Whereas
change refers to how to move, migrate, to the future state, the change
management represents the process support, backup and help in the technical,
behavioral, social and emotional dimensions to those who are directly involved
in the process or to the ones who will be impacted and very often still do not
have the perspective of a more distended horizon.
The
difference between change and change management may be understood as follows:
the changes in the organizations or impacted groups will create new future
states. In order to achieve these future states, the collaborators and the ones
involved must perform their tasks in a different way. The success of the future
state is directly associated with the individuals or groups’ success in
achieving their own future states. The change management represents, in this
context, a structured and intentional way of helping and facilitating everyone
involved to adopt the changes required by the project.
Intellectual
preparation must not be confused with emotional promptness (CONNER, 1995: 19).
For this reason, the emotional side of the change management is one of the most
important and most attention requiring factors.
To
Conner (1995) some other aspects must be considered in change management:
·
Micro-changes:
changes in the individual sphere.
·
Organizational
changes: the organization members need to change.
·
Macro-changes:
everyone must change.
·
Binary
change (either it is or it is not) versus analog change (continuous): the
changes, in human terms, take place in a continuum and not abruptly.
·
The
“pain” of the present state exceeds
the price of the transition state.
·
A
great part of our problem with organizational changes that occur in projects,
especially the bigger ones, is that we do not communicate adequately to the
people the impact that these decisions will have on them at the personal level.
Cameron
(2009: 13) recommends four approaches to deal with the human dimension of
change management: behavioral, cognitive, psychodynamic and humanistic
psychological. Figure 4 illustrates these approaches to the individual change.
Figure
4: Four
approaches to individual change
Souce: Cameron,
2009
Also
according to Cameron (2009) the four approaches mentioned may be summarized in
its scope and applications as presented in Chart 1:
Chart
1: The
Psychodynamic, Behavioral, Cognitive and Humanistic Psychological approaches
Thematic |
Psychodynamic |
Behavioral |
Cognitive |
Humanistic Psychological |
Regarding
what is behind the behavior |
Yes |
No |
Yes |
Yes |
Regarding
the behavior manifested, trying new things |
No |
Yes |
Yes |
Yes |
Acknowledgment
of the importance of “make sense”, resistance |
Yes |
No |
No |
Yes |
Use
of imagination and creativity |
No |
Yes |
Yes |
Yes |
Use
on groups and on individuals |
Yes |
No |
No |
Yes |
Emphasis
on the person as a whole |
No |
No |
No |
Yes |
Emphasis
on satisfaction, appreciation, and individualization |
No |
No |
No |
Yes |
Adoption
of medical models of mental diseases |
Yes |
Yes |
Yes |
No |
Feeling
of the person’s experience as an important instrument to the change |
Yes |
No |
No |
Yes |
Mechanistic
approach to the client |
No |
Yes |
Yes |
No |
Open
to new paradigms of patterns of research |
No |
No |
Yes |
Yes |
Source: Cameron, 2009
The
organizations work according to a set of processes, beliefs and policies that
characterize their culture. In the realm of project management, associating the
human dimension and elements of the change management, Cameron (2009: 109)
proposes a chart (Chart 02) that correlates some of the patterns or approaches
available with four usual metaphors in understanding the aspects of
organizational culture and management.
Chart
2: Patterns of Change Management and Metaphors associated
Patterns or Approaches |
Machine |
Political System |
Organism |
Flow and Transformation |
Lewin (pattern of three steps) |
P |
|
P |
|
Bullock & Batten (planned change) |
P |
|
|
|
Kotter (eight steps) |
P |
P |
P |
|
Backhard & Harris (Formula of
change) |
|
|
P |
|
Nadler & Tushman (congruent pattern) |
|
P |
P |
|
William Bridges (transition management) |
P |
|
P |
P |
Senge (systemic pattern) |
|
P |
P |
|
Stacey & Shaw (complex
processes of response) |
|
P |
|
P |
Source: Cameron, 2009
As
evidenced, in projects that cause or have a potential to generate changes it is
necessary to take into consideration the change management aspect when
designing its scope and along its implementation. The literature contemplates
relevant and applicable signalizations so that project and organizational
managers acknowledge and deal appropriately with both the technical issues and
the human dimension.
3. CASE STUDY: THE CTR NOVA IGUAÇU
The
CTR Nova Iguaçu is an enterprise inaugurated in 2003 through investments of
Grupo S.A. Paulista and the consortium Nova Gerar, with incentives from the
municipal authority, to replace the extinct dump site of the city (Lixão da
Marambaia), where about 100 waste collectors used to work in unhealthy
conditions.
The
operations of CTR Nova Iguaçu are licensed at the local (Secretary for
Environment of Nova Iguaçu), state (FEEMA), and federal (IBAMA and INEA)
levels, being assertively monitored by the Public Prosecutor’s Office
(Ministério Público in Portuguese) of Rio de Janeiro. The enterprise is able to
perform reception, treatment and final destination of urban and industrial
solid waste, from healthcare service and from rubbles out of building
construction (CATALÃO and ARAUJO, 2010).
The
landfill takes an area of 1.2 million m² and has the capacity for 30
years of operation. At the planning of its construction, besides the pipeline
network for leachate and gas catchment, the impermeabilization of
the location was provided for in order to avoid the soil contamination. That
was done with successive layers of clay and a polyethylene sheet of high
density. The possibility of an inadequate spill to the soil is very small. At
the unit, the biomedical waste is forwarded directly to treatment in a specific
unit (CATALÃO and ARAUJO, 2010).
The
most relevant project developed by CTR Nova Iguaçu is Novagerar, responsible
for the production of 3,000m³ of biogas/hour. The project Novagerar was the
first enterprise in the world to be officially registered as a project of Clean
Development Mechanism (CDM) of the Kyoto Treaty. The registration was done at
the Executive Board of the United Nations at the Committee for the Clean
Development Mechanism on November 18th, 2004, at the CDM’s headquarters in
Bonn, Germany (CATALÃO; ARAUJO, 2010; GUEDES; RIBEIRO, 2011).
According
to Guedes and Ribeiro (2011), the company’s goal is to elevate biogas
production average to 14,000m³/hour by the year 2022, generating 10 megawatts
of energy – enough to illuminate public roads and buildings of a
city with one million inhabitants, such as Nova Iguaçu, with an additional
advantage: according to the Kyoto Treaty, greenhouse gases (GHGs) which are not
launched into the atmosphere are worth carbon certificates. That is, following
the procedures of the Clean Development Mechanism (CDM), the enterprise can
also negotiate these carbon credits with international organizations,
contributing to leverage the financial dimension and the population’s life
quality.
Despite
the enterprise widespread benefits to the environment, the society in general,
and the stockholders, through contracts with companies and local governments,
besides the trading of CERs – Certified Emission Reductions in the carbon market,
there is the situation that, especially to the residents of the surrounding
communities, such enterprises also bring complex harms with them.
As
reported, since the beginning of the project implementation, in 2003, there was
an expressive raise in the traffic of trucks on the highway that provides
access to the CTR Nova Iguaçu, 24 hours a day, besides the smell from
decomposition of solid residues, the proliferation of insects and rodents, with
direct impacts on life quality in the region and devaluation of real estates.
3.1. Management of stakeholders practices as absorbers for the pressure on
the enterprise
According
to Araujo & Nepomuceno (2013), Baixada Fluminense is a region integrated by
13 municipalities (Figure 5). In particular, the city of Nova Iguaçu is
bordered by Miguel Pereira (North); Duque de Caxias (Northeast); Japeri
(Northwest); Rio de Janeiro (South); Mesquita (Southeast); Seropédica
(Southwest); besides Belford Roxo (East) and Queimados (West).
Figure
5: Municipalities
Constituting Baixada Fluminense
Source:
Portal Caxias Digital, 2012
According
to information from its City Hall, Nova Iguaçu is the largest municipality of
Baixada Fluminense in terms of territorial area, with 524.04km², (it
corresponds to 11.1% of the Metropolitan Area), and the second largest in
population, estimated in 831 thousand residents by IBGE (2000). It has a high
demographic density, 1,449.60 residents/km² – although
inferior to the state average, which is 2,328.08 residents/km².
Oliveira
(2005) wrote:
Baixada Fluminense is the expression, the result, the materialization of
a metropolis that reproduced itself segregating. Our short history is about a
region that accelerated its population densification from the 1950s with the
country's industrialization process. People were expelled from the economical
dynamic center [...] to the new urban allotments with no infrastructure, which
appeared in the few municipalities in the region of Baixada Fluminense. And
people went on living in that way, building their small houses, opening their “stalls” to improve their budget and working in the capital city of the State or,
until 1975, in the City-State Guanabara. Then the old jargon: the cities of
Baixada are dormitory cities (OLIVEIRA, 2005).
In
its process of territorial constitution, the municipality of Nova Iguaçu
featured important asymmetries: on one side the domain of great rural owners,
in particular during the coffee and orange growing periods; and on the other, a
group of residents that, finding themselves jettisoned from the best
opportunities in their city, sought job and occupation in the city of Rio de
Janeiro, initiating the pendulous flow that is still seen.
In
this complex and multifaceted context, the community-based movements, with
strong support from missions of the Catholic Church, began to get strong in the
municipality, making vindications towards promoting a more balanced
socioeconomic development, investments in educational, health and sanitation
infrastructure, besides efforts against the violence in the extermination
groups’ actions.
In
particular, the administrative region of Vila de Cava, where CTR Nova Iguaçu is
located, is a location where the popular movements are extremely articulated,
with important historic struggles and achievements, such as the implementation
of the Unit Nova Iguaçu of CEFET/RJ (Federal Centre of Technological Education
of Rio de Janeiro), in addition to obtain public investments in the area of
urban mobility.
Acknowledging
the strength of the social movements, especially the residents’ associations of
nearby neighborhoods and the MAB – Movimento Amigos
do Bairro (Friends of Neighborhood Movement, an important community
organization that has an emblematic activity throughout Baixada Fluminense), as
soon as it obtained the operative permits, the CTR Nova Iguaçu made efforts to
identify, plan the management and implement the management and control the
engagement of the different stakeholders. In this context, it sought to engage
those stakeholders in the project, providing for social actions focusing on
actions of environmental education.
Seen
by the movements of the civil society as an organization that has a big
financial power, the CTR Nova Iguaçu faced a series of interpellations and
requests that ranged from grants to the community to jobs, and even pavementing
of public roads.
With
the increased pressure from residents’ associations and from MAB, the company’s
strategic summit understood as necessary to find ways of reducing the
community’s pleas in order to have more focus on the consolidation of
operations e investments in the Novagerar project, of carbon credits.
In
this context, the company’s Department of Communication, which comprehends
subjects of marketing, public relations and social responsibility was delegated
to seek a solution for the issue displayed. The solution found was to find a
professional with the following competences:
·
Know
the location community environment;
·
Have a
consolidated leadership profile before the community;
·
Be an
excellent communicator;
·
Have
an articulated network of contacts to facilitate the capture of demands from
the community and for the manifestations of the company’s support
possibilities.
·
See
the opportunities to establish synergies for developing social and solidarity
projects with positive repercussion to the company’s image.
·
Know practices
and techniques of project management.
After
mapping the list of necessary competences, the company went to the field to try
to find and co-opt that professional. Based on the observations and analysis of
the community’s own speech, it was identified that the target professional of
CTR Nova Iguaçu was the president of a nearby residents’ association. Youth,
ability for articulation and a long history of actions and vindications for the
sake of the community were added to the required profile.
With
that professional sensitization and recruitment for the Communication
Department, the CTR Nova Iguaçu experiences a radical change in the
relationship with the nearby stakeholders: from harmful entrant, the community
then sees the company as a partner, making investment in structured social
actions with residents’ associations.
Programs
for training guides to foment ecological tourism in the ecological reserves and
environmental protection areas in the region were proposed and developed; an
annual fund to support local initiatives to implement environmental actions was
created; a formal channel of complaints and suggestions was established; in
addition to encouraging self-managing enterprises intended to generate jobs and
income for the residents.
In
this context, it is seen that the actions of CTR Nova Iguaçu related to the
management of stakeholders, composed by processes of identification, the
management planning, the management implementation and the control of the
engagement of the different stakeholders have been successfully implemented,
contributing to the enterprise periodic alignment with the project
stakeholders’ concerns and expectations.
4. CONCLUSIONS AND SUGGESTIONS FOR NEW STUDIES
Although
having its implementation started long before the 5th edition of the PMBoK
(PMI, 2012) was published, from the analysis of the CTR Nova Iguaçu case, one
can see that the company concerned has adopted from the first years of its
operation the processes currently associated with the management of
stakeholders in projects.
From
what has been exposed, it is seen that the success in implementing the
management of stakeholders, especially the residents of the communities around
the enterprise, represents a key success factor to the project, reducing the
risk of interventions, campaigns for the operation cancellation and protests
against the company.
In
this interim the co-option and recruitment of a professional with cultural,
interpersonal, relational, technical, and political skills stands out as a good
practice. From his engagement in the company, considering his experience with
the base community movements, the company reduced the criticism and its
perception as a social entity contributing to the region development was
increased.
As
suggestions for new studies, the observation of other emblematic cases in which
the management of stakeholders is revealed as a critical factor to the project
success, so to contribute to establish comparative analyses and observation of
generalizable good practices are recommended.
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