{"id":511,"date":"2016-12-05T10:26:42","date_gmt":"2016-12-05T10:26:42","guid":{"rendered":"https:\/\/lbc.leadershipbt.com\/2016\/12\/05\/o-desafio-de-turnaround-da-emel\/"},"modified":"2026-10-20T10:23:59","modified_gmt":"2026-10-20T10:23:59","slug":"o-desafio-de-turnaround-da-emel","status":"publish","type":"post","link":"https:\/\/lbc-global.com\/pt\/o-desafio-de-turnaround-da-emel\/","title":{"rendered":"O desafio de turnaround da EMEL"},"content":{"rendered":"<h3 class=\"wp-block-heading\">Contexto complexo<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Mais do que produzir um plano estrat\u00e9gico de elevada complexidade anal\u00edtica e conceptual, compreens\u00edvel apenas para quem o produziu e com elevada probabilidade para n\u00e3o ter efeitos pr\u00e1ticos, a&nbsp;<a href=\"https:\/\/www.emel.pt\/pt\/\" target=\"_blank\" rel=\"noopener\">EMEL<\/a> apostou num processo de gest\u00e3o estrat\u00e9gica moderno e orientado para a a\u00e7\u00e3o, desenvolvido com o suporte da LBC.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A maioria das pessoas ainda v\u00ea a EMEL, Empresa P\u00fablica Municipal de Estacionamento de Lisboa, EM, simplesmente como uma entidade de fiscaliza\u00e7\u00e3o e gest\u00e3o de parques de estacionamento.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Desde 1994, data em que foi criada, o contexto estrat\u00e9gico da EMEL tornou-se mais complexo obrigando-a a adaptar-se e a superar um conjunto de condicionantes \u00e0 sua atua\u00e7\u00e3o e a alargar progressivamente a sua atividade, sendo respons\u00e1vel por:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Cerca de 38.000 lugares \u00e0 superf\u00edcie;<\/li>\n\n\n\n<li>Mais de 50.000 d\u00edsticos de estacionamento de residentes;<\/li>\n\n\n\n<li>21 parques de estacionamento (incluindo parques de rota\u00e7\u00e3o, parques de estacionamento de longa dura\u00e7\u00e3o e garagens residenciais) e ainda;<\/li>\n\n\n\n<li>Gest\u00e3o do estacionamento condicionado em 3 bairros hist\u00f3ricos (Bairro Alto, Alfama e Bica\/ Santa Catarina).<\/li>\n<\/ul>\n\n\n\n<div style=\"height:30px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\">Novo posicionamento<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Atualmente o foco estrat\u00e9gico da EMEL ultrapassa o da mera entidade de fiscaliza\u00e7\u00e3o. \u00c9 um verdadeiro agente de mobilidade da cidade de Lisboa, atuando atrav\u00e9s da componente estacionamento na melhoria das condi\u00e7\u00f5es de circula\u00e7\u00e3o na cidade. A sua atua\u00e7\u00e3o \u00e9 complementar e conjugada com a de outros intervenientes, nomeadamente a <a href=\"http:\/\/www.cm-lisboa.pt\/\" target=\"_blank\" rel=\"noopener\">C\u00e2mara Municipal de Lisboa (CML)<\/a>&nbsp;(p.e. atrav\u00e9s do Plano Director Municipal e Plano de Mobilidade), as restantes autarquias da \u00e1rea metropolitana e as empresas de transporte p\u00fablico (ex.: Carris e Metro).<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">O novo posicionamento da empresa coloca-a perante importantes desafios estrat\u00e9gicos a que \u00e9 necess\u00e1rio dar resposta, entre os quais:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Adapta\u00e7\u00e3o da empresa \u00e0s novas compet\u00eancias de fiscaliza\u00e7\u00e3o resultantes da revis\u00e3o do C\u00f3digo da Estrada, nomeadamente em termos de fiscaliza\u00e7\u00e3o fora dos alv\u00e9olos (dos lugares demarcados pagos);<\/li>\n\n\n\n<li>Capacidade de gest\u00e3o do estacionamento em novas \u00e1reas da cidade;<\/li>\n\n\n\n<li>Diversifica\u00e7\u00e3o do atual modelo de explora\u00e7\u00e3o, adaptando-o \u00e0s necessidades das diferentes \u00e1reas da cidade e das diferentes desloca\u00e7\u00f5es que geram;<\/li>\n\n\n\n<li>Adequa\u00e7\u00e3o das tarifas praticadas aos objetivos de mobilidade da cidade e a condi\u00e7\u00f5es de mercado;<\/li>\n\n\n\n<li>Melhoria da imagem externa da empresa face ao Mun\u00edcipe e ao Cliente;<\/li>\n\n\n\n<li>Diversifica\u00e7\u00e3o dos meios de pagamento (permitindo uma maior comodidade aos utilizadores e maior efici\u00eancia dos processos internos);<\/li>\n\n\n\n<li>Agiliza\u00e7\u00e3o do processo de instaura\u00e7\u00e3o de contraordena\u00e7\u00f5es que permita dissuadir comportamentos abusivos dos utilizadores;<\/li>\n\n\n\n<li>Aumento da efic\u00e1cia e efici\u00eancia interna na gest\u00e3o do estacionamento, para atingir maior produtividade e melhores resultados;<\/li>\n\n\n\n<li>Revis\u00e3o do modelo de relacionamento e compensa\u00e7\u00e3o EMEL-CML.<\/li>\n<\/ul>\n\n\n\n<div style=\"height:30px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\">Plano de a\u00e7\u00e3o<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Como resultado do projeto realizado, a EMEL construiu um Plano de Neg\u00f3cios a 4 anos, identificando os principais desafios da empresa, os vetores estrat\u00e9gicos de desenvolvimento, os projetos-chave e respetivas proje\u00e7\u00f5es financeiras, de forma alinhada com pr\u00e1ticas internacionais.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Para Jos\u00e9 Pedro Melo, Senior Manager no escrit\u00f3rio da LBC de Lisboa, \u201co forte envolvimento interno dos quadros da empresa neste processo e a din\u00e2mica gerada pelos v\u00e1rios workshops realizados, permitiu o compromisso transversal de toda a organiza\u00e7\u00e3o).\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A estrat\u00e9gia definida assenta em 4 vetores de desenvolvimento estrat\u00e9gico, envolvendo a transforma\u00e7\u00e3o do relacionamento com os principais stakeholders.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Adicionalmente, e como ferramenta essencial de operacionaliza\u00e7\u00e3o da estrat\u00e9gia, foi definido um Plano de A\u00e7\u00e3o, que calendariza e detalha cada projeto identificado no Plano de Neg\u00f3cios e identifica os recursos respons\u00e1veis pela sua implementa\u00e7\u00e3o.<\/p>\n\n\n\n<div style=\"height:30px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\">Processos de implementa\u00e7\u00e3o<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Para aferir o sucesso das diversas iniciativas estrat\u00e9gicas foram definidos indicadores de medi\u00e7\u00e3o do impacto da concretiza\u00e7\u00e3o da estrat\u00e9gia.<br>Desta forma, est\u00e3o j\u00e1 em implementa\u00e7\u00e3o v\u00e1rias a\u00e7\u00f5es, que se cr\u00ea que venham a contribuir significativamente para o aumento da mobilidade na cidade de Lisboa, estando a LBC\u00a0a apoiar alguns destes processos de implementa\u00e7\u00e3o. Os resultados operacionais e financeiros da EMEL mostram j\u00e1 uma evolu\u00e7\u00e3o bastante positiva em 2006, prevendo-se uma evolu\u00e7\u00e3o mais acentuada em 2007.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A gest\u00e3o estrat\u00e9gica adotada na EMEL baseia-se nos seguintes princ\u00edpios:<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>Adaptabilidade e agilidade. A empresa deve desenvolver capacidade de adaptabilidade para reagir com agilidade \u00e0s mudan\u00e7as no seu contexto;<\/li>\n\n\n\n<li>Estrat\u00e9gia acion\u00e1vel. A estrat\u00e9gia n\u00e3o \u00e9 um processo te\u00f3rico e filos\u00f3fico, mas um plano acion\u00e1vel e implement\u00e1vel no curto prazo;<\/li>\n\n\n\n<li>Envolvimento e comprometimento alargado. A defini\u00e7\u00e3o estrat\u00e9gica n\u00e3o \u00e9 restrita ou liderada por especialistas, requerendo essencialmente o envolvimento e o comprometimento da lideran\u00e7a de topo e das lideran\u00e7as operacionais;<\/li>\n\n\n\n<li>Portef\u00f3lio de iniciativas. O processo estrat\u00e9gico \u00e9 baseado num portef\u00f3lio de iniciativas orientadas para resultados e n\u00e3o num plano estrat\u00e9gico centralizado e est\u00e1tico;<\/li>\n\n\n\n<li>Resposta a todos os stakeholders. A a\u00e7\u00e3o estrat\u00e9gica deve responder a todos os stakeholders, mun\u00edcipes, contribuintes, C\u00e2mara Municipal como acionista, trabalhadores, parceiros e outros agentes da mobilidade em Lisboa;<\/li>\n\n\n\n<li>Atua\u00e7\u00e3o sobre oportunidades conhecidas. A a\u00e7\u00e3o estrat\u00e9gica deve-se focalizar nas oportunidades mais pr\u00f3ximas de concretiza\u00e7\u00e3o e de benef\u00edcio e sobre a aprendizagem recente para aumentar as probabilidades de sucesso;<\/li>\n\n\n\n<li>Defini\u00e7\u00e3o de indicadores de monitoriza\u00e7\u00e3o. A execu\u00e7\u00e3o estrat\u00e9gia dever\u00e1 ser suportada por um conjunto de indicadores que permitam a monitoriza\u00e7\u00e3o em tempo real dos resultados pretendidos e orientem a necess\u00e1ria corre\u00e7\u00e3o, em vez de uma an\u00e1lise exaustiva \u00e0 posteriori.<\/li>\n<\/ol>\n\n\n\n<h3 class=\"wp-block-heading\">&nbsp;<\/h3>","protected":false},"excerpt":{"rendered":"<p>EMEL&#8217;s new strategy allows the company to perform better in terms of mobility management in the city of Lisbon and, at the same time, the company&#8217;s financial viability in the medium term.<\/p>","protected":false},"author":2,"featured_media":510,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[259],"tags":[],"setor":[105],"pais":[91],"servico":[315,314],"class_list":["post-511","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-project","setor-transportation-mobility-and-logistics","pais-portugal","servico-corporate-business-strategy","servico-strategy-innovation"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.6 - 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