Saipem do Brasil’s relations with local stakeholders

In the complex, multi-layered and articulate socio-economic context in which the base of Guarujá is located, particular care has been dedicated to exhaustive, accurate and effective stakeholder identification and analysis. Saipem do Brasil stakeholders were engaged in an extensive involvement programme aimed at enhancing mutual knowledge and improving the qualitative and quantitative impact characterisation and identifying the relevant actions to be taken. This process included workshops, interviews, meetings and direct data collection, through which Saipem do Brasil implemented a flexible and diversified approach to stakeholder engagement during 2013.
The main pillars of this commitment were:

  • technology and innovation: the complexity and challenges of project operations in the Pre-Salt basins and the opportunities arising from the fact that CTCO (Centro de Tecnologia e Construção Offshore) is situated in a region like Baixada Santista, with a number of universities, and in the middle of Brazil’s most productive economic region, is the background to the technological research and innovation underway. To bring this forward even further, the foundations were laid for engagement with universities and Clients for the development and implementation of research projects related to Saipem activities;
  • human capital development: the strategy for this pillar is the business demand for a qualified workforce with critical skills that cannot be found on local labour markets, and the need of local stakeholders to be part of value generation dynamics based not only on job creation, but also on the quality of the positions created. For Saipem do Brasil, this means forging a fine-tuned partnership with SENAI (Serviço Nacional de Aprendizagem Industrial) and other training institutions to respond promptly and effectively to business needs;
  • effective and business-focused stakeholder engagement: in such a complex socio-economic environment, stakeholder management is not only crucial, but conditions operational processes (i.e. how to transport materials to/from the base; how to implement activities and monitor the impacts they generate in the local area; how to ensure the availability of qualified personnel; how to manage the licensing process, etc.). In particular the engagement with local communities was managed through official initiatives and events and through informal day-to-day contacts;
  • environment and health: the promotion of health and the endeavour to improve living conditions emerge as key objectives, since zones of social and environmental criticality are still present in the surrounding areas and have implications for Saipem do Brasil’s business. This is also important for the ongoing licensing process.