ASSIGNMENT - 2

FUNDAMENTALS OF
MANAGEMENT SCIENCES
(REAL 662)

STAKEHOLDER
INDETIFICATION &
ANALYSIS FEASIBILITY
explained with the Case Study of NIAL

RICS School of Built Environment

Amity University, Sector-125, Expressway, Noida-201301

2021

Presented to :
Prof. Ameet Sao
Asst. Prof. Rekee Prashar Presented by
Siddharth Jain – A13559021044
Lakkamraju Lakshmi Narayana Varma –
A13559021038
Antariksh Pratap Singh – A13559021072
Vaibhav Sharma – A13559021073

1
 PREFACE

As a part of the MBA Semester 1 FMS (Fundamentals of Management Science) curriculum and in order
to put down the information gained in the semester to some practical experience, we are required to
make a detailed report on “STAKEHOLDER IDENTIFICATION & ANALYSIS”. The basic objective was to gain
experience by putting the knowledge learnt to use in actual project.

The company undertaken is a public company in the real estate sector. We have included a brief
introduction to the topic, identified possible stakeholders and developed a management plan for them
through Power & Interest Matrix and CLIP analysis.

This task has helped us enhance our knowledge regarding the stakeholders and their management. We
understood their involvement and importance during the different stages of the project. For easy
understanding we have tried to identify similar kind of stakeholders and have merged some of them
within the project. It gave us a feel to actual project and helped us enhance our confidence.

ACKNOWLEDGEMENT

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I would like to sincerely express my gratitude and appreciation to my faculty advisor, Prof. Ameet Sao
and Asst. Prof. Rekee Prashar for their invaluable guidance and knowledge. Their continuous advice,
guidance, feedback and encouragement are much behind the realization of this work.

I would like to put on record the indispensable support from those people who played an important role
in advising and discussing with me to help solve a lot of issues during the course of this assignment. For
this I would like to thank my colleagues for their continuous support.

Additionally, my sincere and heartfelt gratitude goes to the entire Faculty of SBE, Amity University,
Noida for providing an invaluable atmosphere for learning and self-growth.

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CONTENTS

LIST OF FIGURES..........................................................................................................................................6
LIST OF TABLES............................................................................................................................................7
ABSTRACT................................................................................................................................................8
1. INTRODUCTION...........................................................................................................................9
1.1 Stakeholder :................................................................................................................................9
1.2 Stakeholder Management :.........................................................................................................9
1.3 Stakeholder Management Process :............................................................................................9
2. INTRODUCTION TO THE PROJECT.........................................................................................10
3. IDENTIFICATION OF STAKEHOLDERS..................................................................................12
4. STAKEHOLDER ANALYSIS......................................................................................................14
4.1 Power/ interest Grid Model :.....................................................................................................14
4.2 Stakeholder Collaboration & Conflict Matrix :...........................................................................15
4.3 CLIP Relationship VENN Diagram :.............................................................................................15
4.4 Stakeholder Profile Card :..........................................................................................................15
4.5 Stakeholder Engagement Matrix :.............................................................................................25
4.6 Conclusion :...............................................................................................................................25
5. STRATEGIES AND SUGGESTIONS FOR NIAL:.............................................................................26
5.1 Strategies & Suggestions for Local Habitants :...........................................................................26
5.1.1 Strategies of Local Habitants :................................................................................................26
5.1.2 Suggestions for Local Habitants :...........................................................................................26
5.2 Strategies & Suggestions for Government Authorities :............................................................26
5.2.1 Strategies of Government Authorities :.................................................................................26
5.2.2 Suggestions for Government Authorities:..............................................................................26
5.3 Strategies & Suggestions for Airport Authorities:......................................................................26
5.3.1 Strategies of Airport Authorities:...........................................................................................26
5.3.2 Suggestions for Airport Authorities:......................................................................................26
5.4 Strategies & Suggestions for NIAL:.............................................................................................26
5.4.1 Strategies of NIAL:.................................................................................................................26
5.4.2 Suggestions for NIAL:.............................................................................................................26
5.5 Strategies & Suggestions Architects & Engineers:.....................................................................26

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 5.5.1 Strategies of Architects & Engineers:.....................................................................................26
5.5.2 Suggestions for Architects & Engineers:................................................................................26
5.6 Strategies & Suggestions for Contractors & Sub-Contractors :..................................................26
5.6.1 Strategies of Contractors & Sub-Contractors:........................................................................26
5.6.2 Suggestions for Contractors & Sub-Contractors:...................................................................26
5.7 Strategies & Suggestions for Financing Institutions :.................................................................26
5.7.1 Strategies of Financing Institutions:.......................................................................................26
5.7.2 Suggestions for Financing Institutions:..................................................................................26
5.8 Strategies & Suggestions for Construction Workers & Helpers:................................................26
5.8.1 Strategies of Construction Workers & Helpers:.....................................................................26
5.8.2 Suggestions for Construction Workers & Helpers:.................................................................26
5.9 Strategies & Suggestions for Passengers:..................................................................................26
5.9.1 Strategies of Passengers:.......................................................................................................26
5.9.2 Suggestions for Passengers:...................................................................................................26
Biblography...............................................................................................................................................27

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LIST OF FIGURES
Figure 1 : Process of Stakeholder Management........................................................................................10
Figure 2 : Commercial Development Plan { source 1:https://www.hindustantimes.com/cities/noida-
news/noida-aviation-hub-to-get-bigger-101630367898530.html}...........................................................11
Figure 3 : Stakeholders Identified.............................................................................................................13
Figure 4 : Power Interest Matrix................................................................................................................14
Figure 5 : CLIP Relationship VENN Diagram...............................................................................................15

LIST OF TABLES
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Table 1 : Stakeholder Collaboration & Conflict Matrix..............................................................................15
Table 2 : Stakeholder Profile Card for Local Habitants..............................................................................16
Table 3 : Stakeholder Profile Card for Government Authorities................................................................17
Table 4 : Stakeholder Profile Card For Airport Authorities........................................................................18
Table 5 : Stakeholder Profile Card for NIAL...............................................................................................19
Table 6 : Stakeholder Profile Card for Architects & Engineers...................................................................20
Table 7 : Stakeholder Profile Card for Contractor & Sub-Contractors.......................................................21
Table 8 : Stakeholder Profile Card for Financial Institutions......................................................................22
Table 9 : Stakeholder Profile Card for Construction Workers & Helpers...................................................23
Table 10 : Stakeholder Profile Card for Passengers...................................................................................25
Table 11: Stakeholder Engagement Matrix...............................................................................................25

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 ABSTRACT

Stakeholder management is the process where the organization maintains good relationship
with people who have the most impact over the organization. Imparting with each one in fair
way can play a vital role in keeping them on board. This process also help in identifying the key
stakeholders according to their power, influence and interest. Stakeholder Management
Lifecycle is the steps which an organization follow to manage and engage their stakeholders.
This process helps the organization to work efficiently towards their stakeholder and ensure
business is accomplished without any implications.

A case study of the Aerocity development project by Noida International Airport Limited (NIAL),
is a Government Appointed development Authority who focuses on Airport and Aerocity
Development. They have been set up to develop and manage world class regional shopping
centers and associated with mix-use development across India. Analyzing its stakeholders
involved in the project and working on enhancing the strategies of stakeholder management.

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1. INTRODUCTION
Stakeholder management is a process where we identify the number of stakeholders involved in the
project. Further, through the help of certain analysis techniques we analysis their interest, power,
expectations, roles and influence and according develop a plan to effectively communicate to them
as well as manage them. This involves following of set approved techniques to be able to develop
the management plan. This is an important activity before the actual commencement of the project
as it aims to smoothen the actual project process, avoidance of legal issues and intervention and
reduce a negative impact to the society by taking these stakeholders into considerations.

SAVV construction is a real estate developer company which is engaged in diverse activities of
project planning, designing, marketing, project execution and estate management services through
the decades of its operations. The company undertakes residential as well urban development
projects throughout the country.

SAVV is a public sector company where 51% shareholding is with the Government of India while
other remains with the private shareholders. Based in Noida, Uttar Pradesh the company has
constructed many types of projects like integrated mix land use infra, commercial projects, housing
with a special effort for the budget housing.

The company is also aiming to cater to affordable and low-cost housing to assist government in
accomplishing the goal of ‘housing for all’ under the Pradhan Mantri Awas Yojana mission.

1.1 Stakeholder :
Stakeholders can be defined as individuals or groups those who are directly or indirectly interested,
impacted or involved in a certain project. Though the degree of the impact or involvement may
differ from person to person or group to group. There may be different stakeholders involved at
different timelines of the project but the primary stakeholders remain constant throughout the life
of the projects. Some examples of stakeholders are- clients, developers, local authorities,
contractors, Architects and engineers, local habitants etc.

1.2 Stakeholder Management :

Stakeholder management is the continuous process which repeats at every major activity. It involves
identifying the stakeholders, analysing their role, interest, power and influence and accordingly
develop a plan to manage these groups. It is important because these stakeholders can affect the
progress, timeline, cost and success of the project to a great limit.

1.3 Stakeholder Management Process :

Stakeholder management should follow the following steps: -

a) Identify the stakeholders

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 b) Estimate their needs and interests
c) Analyse the potential impact these can have
d) Solutions to implement project while respecting stakeholders

Figure 1 : Process of Stakeholder Management

2. INTRODUCTION TO THE PROJECT

The government aims to develop and construct the largest airport in the India, Asia and among the
world. The project has a total site area of about 5000 Hectares and total budget is expected to be
around 15,754 crore INR.

Construction of an international airport has found to play a multiplier effect in the economy. The
development of the upcoming Jewar International Airport is similarly expected to generate a
multiplier effect of 3.25 i.e., for every Rs 100/- spent there will be Rs 325/- worth of benefits added.

The construction of airport will further facilitate the development of Landside of the airport which is
more commonly related to as the development of Aero city. Along with the development of
industrial area and urban centres.

Usually, the task of development of Aero City is further passed out to the real estate firms. There is
need to develop Luxury hotels, business centres, multiuse complexes, commercial spaces like malls,
recreational areas etc.

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 Figure 2 : Commercial Development Plan { source
1:https://www.hindustantimes.com/cities/noida-news/noida-aviation-hub-to-
get-bigger-101630367898530.html}

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3. IDENTIFICATION OF STAKEHOLDERS
Though a general study of the similar projects, some of the following important
stakeholders are identified. (Since the number of stakeholders is large, we have taken the liberty
to merge some stakeholders of similar nature together for easy understanding.)

A. LOCAL HABITANTS (VILLAGERS): These are the one of important stakeholders as they are
the original owners of the land. These stakeholders are needed to relocated and
compensated appropriately under the law of India. They are low on power, interest. They
desire for good compensation against their land.
B. LOCAL PLANNING AND APPROVAL AUTHORITIES: These include other govt. agencies which
review and approve the plans for the buildings and their construction. High power and low
interest.
C. AIRPORT AUTHORITIES: The various authorities which regulated the aviation rules and
regulations like ICAO, IATA, DGCA, AAI etc. Without their approval the no building in the
areas near airport can’t be approved or constructed. Everything even in surrounding areas
of airport has to follow the norms defined by these national and international agencies. High
power and low interest. Desiring for the safer operations for the airport and safety of
passengers.
D. DEVELOPERS AND OWNERS: These are the person who had won the bidding and the rights
to develop the land for various purposes. With very high stakes and risks they have most
power and interest. They desire maximum profits.
E. ARCHITECTS AND ENGINEERS: These include the designing and developing team which
makes an idea reality. They work together to develop safe, beautiful and functional spaces
that are able to generate vast revenues. These stakeholders have high interest but limited
power and influence.
F. CONTRACTORS AND SUB CONTRACTORS: This includes the team which provide the labour,
resources, materials to build the structure. These people ensure that the buildings are made
as per proper design, time and within cost. Without them the entire project would incur
huge cost and delays. They have high interest as they are heavily invested in the project but
limited power in their scope.
G. FINANCIAL INSTITUTIONS: The financial institutes are big banking agencies which provide
credit to build such huge infrastructure and properties. Without their credit, it is nearly
impossible to build these. To secure the credit it is important to fulfil the requirements of
these institutions. These stakeholders have high power, interest as well influencing power.
They are interested to earn back their principal amount along with good interest.
H. CONSTRUCTION WORKERS AND HELPERS: These are the actual people who work most hard
to actually build on the site. There wellbeing is also important as without them ultimate
execution is impossible. These people have less influence and limited interest in the project.
They are mostly concerned about fair wages, safety, survival and job opportunity.
I. PASSENGERS: Passengers are important stakeholders as these are the ultimate users of the
facilities costing crores of rupees. If these are not satisfied all the objective and other

12
stakeholders fail. The entire project fails. They have less power, high interest. They want
best facilities at most reasonable price.

Figure 3 : Stakeholders Identified

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4. STAKEHOLDER ANALYSIS
The Stakeholder Analysis is a tool used to understand stakeholders' views and attitudes towards
the change so that you can respond to them in the best possible way.

4.1 Power/ interest Grid Model :

It shows the grouping of the stakeholders based on their level of authority (“power”) and their level
or concern (“interest”) regarding the project outcomes”(Eden C, Ackermann F. Making Strategy: The
Journey of Strategic Management. London: Sage Publications Ltd (1998). 528 p.)

HIGH 2) Govt. Authorities 1) Local Habitants (Villagers)

7) Financial Institutions 3) Airport Authorities
P 4) NIAL

O
W
E 5) Architects & Engineers
6) Contractors & Sub-
8) Construction Workers &
R Contractors
Helpers
9) Passengers
LOW

LOW I N T E R EST HIGH

Figure 4 : Power Interest Matrix

The actions required to be taken for the allocated stakeholders:

a) Stakeholders with high interest and high power are the major contributors and need to be
engaged at the onset of the initiative (high engagement).
b) Stakeholders with low interest in the initiative and low power will require minimum effort (low
engagement).
c) Stakeholders with high interest and low power or influence will need to be kept fully informed
of major decisions (moderate engagement).
d) Stakeholders with low interest and high power need to be kept satisfied, even though they are
not interested because they yield power (moderate engagement).

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 4.2 Stakeholder Collaboration & Conflict Matrix :
Ref No. Stakeholder 01 02 03 04 05 06 07 08 09

01 Local Habitants (Villagers) n n n + + + m x

02 Government Authorities n + + m m u u u

03 Airport Authorities n + + m m u u u

04 NIAL n + + m m u u u

05 Architects & Engineers + n n n + u u u

06 Contractors & Sub-Contractors + + + + + u + m

07 Financial Institutions + + + + u u u m

08 Construction Workers & Helpers + u u u u + u m

09 Passengers x u u u u u u u
Table 1 : Stakeholder Collaboration & Conflict Matrix

4.3 CLIP Relationship VENN Diagram :

Figure 5 : CLIP Relationship VENN Diagram

4.4 Stakeholder Profile Card :

VEN 15

Sho
 STAKEHOLDER PROFILE CARD

Stakeholder: Local Habitants (Villagers) Ref. No.: A Date: 21/11/2021

Why are you As they are the owners of the Land, they will recap benefits from the success of the
engaging this organisation but are also affected by its misses.
stakeholder?

Collaboration and Stakeholders where collaboration exists:

Conflict 04- NIAL, 05- Architects & Consultants, 06- Sub-Contractor, 07- Financial Institutions
(list stakeholders
where a
relationship of Stakeholders where conflict is evident:
collaboration or 05- Passengers
conflict exists)

Power High Medium Low or OVERALL SCORE

(rate the control or None (tick one)
resources this Economic assets  High/Med Low/No
stakeholder can
use to promote or Authority  
oppose the project Ability to coerce/force 
objectives)
Prestige/status 
Social ties/connections 
Info/communication control 
Knowledge and skills 

Interests Potential gains for Monetary gains which can be invested back into the company
(rate the net gains stakeholder: for future growth and expansion.
or losses for the Potential losses for Monetary losses and can also create a bad reputation if the
stakeholder arising stakeholder: project doesn’t do well or complete.
from the project)

High Net Gains or Medium Net Low or Neutral OVERALL SCORE

Losses Gains or Losses (tick one)
++ High/Med Low/No


Legitimacy High Medium Low or OVERALL SCORE

(rate the degree to None (tick one)
which other parties Rights  High/Med Low/No
recognise the three
Rs of the Responsibilities  
stakeholder)
Resolve 

CLIP Descriptor PIL PI PL P L IL I

and Engagement Dominant Forceful Influential Dormant Concerned Vulnerable Marginal
Type
(circle CLIP code Suggested engagement types (circle all appropriate)
for the stakeholder, Involve Inform Consult Inform Involve Collaborate Collaborate
based on overall Collaborate Consult Involve Consult Collaborate Empower Empower
score for each
Empower Involve Collaborate Empower
category [e.g. PL])
Table 2 : Stakeholder Profile Card for Local Habitants

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 STAKEHOLDER PROFILE CARD
Stakeholder: Government Authorities Ref. No.: B Date: 21/11/2021

Why are you Regulatory authority

engaging this
stakeholder?

Collaboration and Stakeholders where collaboration exists:

Conflict 04- NIAL
(list stakeholders
where a
relationship of Stakeholders where conflict is evident:
collaboration or
conflict exists)

Power High Medium Low or OVERALL SCORE

(rate the control or None (tick one)
resources this Economic assets  High/Med Low/No
stakeholder can
use to promote or Authority  
oppose the project
objectives) Ability to coerce/force 
Prestige/status 
Social ties/connections 
Info/communication control 
Knowledge and skills 

Interests Potential gains for Revenue through taxes collection, organised market
(rate the net gains stakeholder:
or losses for the Potential losses for
stakeholder arising stakeholder:
from the project)

High Net Gains or Medium Net Low or Neutral OVERALL SCORE

Losses Gains or Losses (tick one)
+ High/Med Low/No


Legitimacy High Medium Low or OVERALL SCORE

(rate the degree to None (tick one)
which other parties Rights  High/Med Low/No
recognise the three
Rs of the Responsibilities  
stakeholder)
Resolve 

CLIP Descriptor PIL PI PL P L IL I

and Engagement Dominant Forceful Influential Dormant Concerned Vulnerable Marginal
Type
(circle CLIP code Suggested engagement types (circle all appropriate)
for the stakeholder, Involve Inform Consult Inform Involve Collaborate Collaborate
based on overall Collaborate Consult Involve Consult Collaborate Empower Empower
score for each
Empower Involve Collaborate Empower
category [e.g. PL])
Table 3 : Stakeholder Profile Card for Government Authorities

17
 STAKEHOLDER PROFILE CARD
Stakeholder: Airport Authorities Ref. No.: C Date: 21/11/2021

Why are you Regulatory authority

engaging this
stakeholder?

Collaboration and Stakeholders where collaboration exists:

Conflict 04- NIAL
(list stakeholders
where a
relationship of Stakeholders where conflict is evident:
collaboration or
conflict exists)

Power High Medium Low or OVERALL SCORE

(rate the control or None (tick one)
resources this Economic assets  High/Med Low/No
stakeholder can
use to promote or Authority  
oppose the project
objectives) Ability to coerce/force 
Prestige/status 
Social ties/connections 
Info/communication control 
Knowledge and skills 

Interests Potential gains for Revenue through taxes collection, organised market
(rate the net gains stakeholder:
or losses for the Potential losses for
stakeholder arising stakeholder:
from the project)

High Net Gains or Medium Net Low or Neutral OVERALL SCORE

Losses Gains or Losses (tick one)
+ High/Med Low/No


Legitimacy High Medium Low or OVERALL SCORE

(rate the degree to None (tick one)
which other parties Rights  High/Med Low/No
recognise the three
Rs of the Responsibilities  
stakeholder)
Resolve 

CLIP Descriptor PIL PI PL P L IL I

and Engagement Dominant Forceful Influential Dormant Concerned Vulnerable Marginal
Type
(circle CLIP code Suggested engagement types (circle all appropriate)
for the stakeholder, Involve Inform Consult Inform Involve Collaborate Collaborate
based on overall Collaborate Consult Involve Consult Collaborate Empower Empower
score for each
Empower Involve Collaborate Empower
category [e.g. PL])
Table 4 : Stakeholder Profile Card For Airport Authorities

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 STAKEHOLDER PROFILE CARD
Stakeholder: NIAL Ref. No.: D Date: 21/11/2021

Why are you Regulatory authority

engaging this
stakeholder?

Collaboration and Stakeholders where collaboration exists:

Conflict 02- Government Authorities, 03- Airport Authorities
(list stakeholders
where a
relationship of Stakeholders where conflict is evident:
collaboration or
conflict exists)

Power High Medium Low or OVERALL SCORE

(rate the control or None (tick one)
resources this Economic assets  High/Med Low/No
stakeholder can
use to promote or Authority  
oppose the project
objectives) Ability to coerce/force 
Prestige/status 
Social ties/connections 
Info/communication control 
Knowledge and skills 

Interests Potential gains for Revenue through taxes collection, organised market
(rate the net gains stakeholder:
or losses for the Potential losses for
stakeholder arising stakeholder:
from the project)

High Net Gains or Medium Net Low or Neutral OVERALL SCORE

Losses Gains or Losses (tick one)
+ High/Med Low/No


Legitimacy High Medium Low or OVERALL SCORE

(rate the degree to None (tick one)
which other parties Rights  High/Med Low/No
recognise the three
Rs of the Responsibilities  
stakeholder)
Resolve 

CLIP Descriptor PIL PI PL P L IL I

and Engagement Dominant Forceful Influential Dormant Concerned Vulnerable Marginal
Type
(circle CLIP code Suggested engagement types (circle all appropriate)
for the stakeholder, Involve Inform Consult Inform Involve Collaborate Collaborate
based on overall Collaborate Consult Involve Consult Collaborate Empower Empower
score for each
Empower Involve Collaborate Empower
category [e.g. PL])
Table 5 : Stakeholder Profile Card for NIAL

19
 STAKEHOLDER PROFILE CARD
Stakeholder: Architects & Engineers Ref. No.: E Date: 21/11/2021

Why are you The architecture of a building can have a great appealing factor for the building.
engaging this
stakeholder?

Collaboration and Stakeholders where collaboration exists:

Conflict 01-Owners (Residents of the Village), 06- Sub-Contractors
(list stakeholders
where a
relationship of Stakeholders where conflict is evident:
collaboration or
conflict exists)

Power High Medium Low or OVERALL SCORE

(rate the control or None (tick one)
resources this Economic assets  High/Med Low/No
stakeholder can
use to promote or Authority  
oppose the project
objectives) Ability to coerce/force 
Prestige/status 
Social ties/connections 
Info/communication control 
Knowledge and skills 

Interests Potential gains for If they do a good job they will create a good track record which
(rate the net gains stakeholder: will help them to get good future opportunities in the industry.
or losses for the Potential losses for Time and efforts
stakeholder arising stakeholder:
from the project)

High Net Gains or Medium Net Low or Neutral OVERALL SCORE

Losses Gains or Losses (tick one)
++ High/Med Low/No


Legitimacy High Medium Low or OVERALL SCORE

(rate the degree to None (tick one)
which other parties Rights  High/Med Low/No
recognise the three
Rs of the Responsibilities  
stakeholder)
Resolve 

CLIP Descriptor PIL PI PL P L IL I

and Engagement Dominant Forceful Influential Dormant Concerned Vulnerable Marginal
Type
(circle CLIP code Suggested engagement types (circle all appropriate)
for the stakeholder, Involve Inform Consult Inform Involve Collaborate Collaborate
based on overall Collaborate Consult Involve Consult Collaborate Empower Empower
score for each
Empower Involve Collaborate Empower
category [e.g. PL])
Table 6 : Stakeholder Profile Card for Architects & Engineers

20
 STAKEHOLDER PROFILE CARD
Stakeholder: Contractors & Sub-Contractors Ref. No.: F Date: 21/11/2021

Why are you To construct the the project effectively and efficiently.
engaging this
stakeholder?

Collaboration and Stakeholders where collaboration exists:

Conflict 01- Owners (Residents of the Village), 02- Government Authorities, 03- Airport Authorities,
(list stakeholders 04- NIAL, 08- Construction workers
where a
relationship of
collaboration or Stakeholders where conflict is evident:
conflict exists)

Power High Medium Low or OVERALL SCORE

(rate the control or None (tick one)
resources this Economic assets  High/Med Low/No
stakeholder can
use to promote or Authority  
oppose the project
objectives) Ability to coerce/force 
Prestige/status 
Social ties/connections 
Info/communication control 
Knowledge and skills 

Interests Potential gains for Profit margin/ fees for the project
(rate the net gains stakeholder:
or losses for the Potential losses for Delay in payment
stakeholder arising stakeholder:
from the project)

High Net Gains or Medium Net Low or Neutral OVERALL SCORE

Losses Gains or Losses (tick one)
+ High/Med Low/No


Legitimacy High Medium Low or OVERALL SCORE

(rate the degree to None (tick one)
which other parties Rights  High/Med Low/No
recognise the three
Rs of the Responsibilities  
stakeholder)
Resolve 

CLIP Descriptor PIL PI PL P L IL I

and Engagement Dominant Forceful Influential Dormant Concerned Vulnerable Marginal
Type
(circle CLIP code Suggested engagement types (circle all appropriate)
for the stakeholder, Involve Inform Consult Inform Involve Collaborate Collaborate
based on overall Collaborate Consult Involve Consult Collaborate Empower Empower
score for each
Empower Involve Collaborate Empower
category [e.g. PL])
Table 7 : Stakeholder Profile Card for Contractor & Sub-Contractors

21
 STAKEHOLDER PROFILE CARD
Stakeholder: Financial Institutions Ref. No.: G Date: 21/11/2021

Why are you Financial Dependency

engaging this
stakeholder?

Collaboration and Stakeholders where collaboration exists:

Conflict 01- Owners (Residents of the Village), 04- NIAL
(list stakeholders
where a
relationship of Stakeholders where conflict is evident:
collaboration or
conflict exists)

Power High Medium Low or OVERALL SCORE

(rate the control or None (tick one)
resources this Economic assets  High/Med Low/No
stakeholder can
use to promote or Authority  
oppose the project
objectives) Ability to coerce/force 
Prestige/status 
Social ties/connections 
Info/communication control 
Knowledge and skills 

Interests Potential gains for Income from interest

(rate the net gains stakeholder:
or losses for the Potential losses for Default in repayment
stakeholder arising stakeholder:
from the project)

High Net Gains or Medium Net Low or Neutral OVERALL SCORE

Losses Gains or Losses (tick one)
++ High/Med Low/No


Legitimacy High Medium Low or OVERALL SCORE

(rate the degree to None (tick one)
which other parties Rights  High/Med Low/No
recognise the three
Rs of the Responsibilities  
stakeholder)
Resolve 

CLIP Descriptor PIL PI PL P L IL I

and Engagement Dominant Forceful Influential Dormant Concerned Vulnerable Marginal
Type
(circle CLIP code Suggested engagement types (circle all appropriate)
for the stakeholder, Involve Inform Consult Inform Involve Collaborate Collaborate
based on overall Collaborate Consult Involve Consult Collaborate Empower Empower
score for each
Empower Involve Collaborate Empower
category [e.g. PL])
Table 8 : Stakeholder Profile Card for Financial Institutions

22
 STAKEHOLDER PROFILE CARD
Stakeholder: Construction Workers Ref. No.: H Date: 21/11/2021

Why are you They are the one who are constructing the project
engaging this
stakeholder?

Collaboration and Stakeholders where collaboration exists:

Conflict 01-Owners (Residents of the Village), 07- Sub-Contractors
(list stakeholders
where a
relationship of Stakeholders where conflict is evident:
collaboration or
conflict exists)

Power High Medium Low or OVERALL SCORE

(rate the control or None (tick one)
resources this Economic assets  High/Med Low/No
stakeholder can
use to promote or Authority  
oppose the project
objectives) Ability to coerce/force 
Prestige/status 
Social ties/connections 
Info/communication control 
Knowledge and skills 

Interests Potential gains for Wages

(rate the net gains stakeholder:
or losses for the Potential losses for Risks at the construction site
stakeholder arising stakeholder:
from the project)

High Net Gains or Medium Net Low or Neutral OVERALL SCORE

Losses Gains or Losses (tick one)
0 High/Med Low/No


Legitimacy High Medium Low or OVERALL SCORE

(rate the degree to None (tick one)
which other parties Rights  High/Med Low/No
recognise the three
Rs of the Responsibilities  
stakeholder)
Resolve 

CLIP Descriptor PIL PI PL P L IL I

and Engagement Dominant Forceful Influential Dormant Concerned Vulnerable Marginal
Type
(circle CLIP code Suggested engagement types (circle all appropriate)
for the stakeholder, Involve Inform Consult Inform Involve Collaborate Collaborate
based on overall Collaborate Consult Involve Consult Collaborate Empower Empower
score for each
Empower Involve Collaborate Empower
category [e.g. PL])
Table 9 : Stakeholder Profile Card for Construction Workers & Helpers

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 STAKEHOLDER PROFILE CARD
Stakeholder: Passengers Ref. No.: I Date: 21/11/2021

Why are you Prozone Intu Ltd bought land from surrounding community, now the land owners who sold
engaging this their land are creating disturbance claiming Prozone Intu Ltd bought their land at a low prices.
stakeholder?

Collaboration and Stakeholders where collaboration exists:

Conflict 08- Construction Workers
(list stakeholders
where a
relationship of Stakeholders where conflict is evident:
collaboration or 01- Owners (Residents of the Village)
conflict exists)

Power High Medium Low or OVERALL SCORE

(rate the control or None (tick one)
resources this Economic assets  High/Med Low/No
stakeholder can
use to promote or Authority  
oppose the project
objectives) Ability to coerce/force 
Prestige/status 
Social ties/connections 
Info/communication control 
Knowledge and skills 

Interests Potential gains for They might get some settlement money to settle the dispute
(rate the net gains stakeholder: other than that there is other potential gains as NIAL bought
or losses for the there land legally.
stakeholder arising Potential losses for Loss of selling land at lower prices.
from the project) stakeholder:

High Net Gains or Medium Net Low or Neutral OVERALL SCORE

Losses Gains or Losses (tick one)
0 High/Med Low/No


Legitimacy High Medium Low or OVERALL SCORE

(rate the degree to None (tick one)
which other parties Rights  High/Med Low/No
recognise the three
Rs of the Responsibilities  
stakeholder)
Resolve 

CLIP Descriptor PIL PI PL P L IL I

and Engagement Dominant Forceful Influential Dormant Concerned Vulnerable Marginal
Type
(circle CLIP code Suggested engagement types (circle all appropriate)
for the stakeholder, Involve Inform Consult Inform Involve Collaborate Collaborate
based on overall Collaborate Consult Involve Consult Collaborate Empower Empower
score for each
Empower Involve Collaborate Empower
category [e.g. PL])
Table 10 : Stakeholder Profile Card for Passengers

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 4.5 Stakeholder Engagement Matrix :
5. Stakeholder Engagement Assessment Matrix
S. No. Stakeholders Unaware Resistant Neutral Supportive Leading
1 Local Habitants C, D
(Villagers)
2 Government C, D
Authorities
3 Airport Authorities C, D
4 NIAL C, D
5 Architects & C D
Engineers
6 Contractors & Sub- C, D
Contractors
7 Financial Institutions C D
8 Construction Workers C D
9 Passengers C D
Table 11: Stakeholder Engagement Matrix

C – Current level D – Desired level

4.6 Conclusion :
 LOCAL HABITANTS (VILLAGERS): The current level of engagement plan the desired level
of engagement plan are at the same.
 GOVERNMENT AUTHORITY: They are at the desired engagement level.
 AIRPORT AUTHORITY: They are at the desired engagement level.
 NIAL: The current level of engagement plan the desired level of engagement plan are at
the same.
 ARCHITECTS & ENGINEERS: They required further communication and additional
support to move them to desired level of engagement.
 CONTRACTORS & SUB-CONTRACTORS: They are at the desired engagement level.
 FINANCING INSTITUTIONS: They required further communication and additional
support to move them to desired level of engagement.
 CONSTRUCTION WORKERS & HELPERS: They required further communication and
additional support to move them to desired level of engagement.
 PASSENGERS: They required further communication and additional support to move
them to desired level of engagement.

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5. STRATEGIES AND SUGGESTIONS FOR NIAL:
5.1 Strategies & Suggestions for Local Habitants :
5.1.1 Strategies of Local Habitants :

5.1.2 Suggestions for Local Habitants :
5.2 Strategies & Suggestions for Government Authorities :
5.2.1 Strategies of Government Authorities :
5.2.2 Suggestions for Government Authorities:
5.3 Strategies & Suggestions for Airport Authorities:
5.3.1 Strategies of Airport Authorities:
5.3.2 Suggestions for Airport Authorities:
5.4 Strategies & Suggestions for NIAL:
5.4.1 Strategies of NIAL:
5.4.2 Suggestions for NIAL:
5.5 Strategies & Suggestions Architects & Engineers:
5.5.1 Strategies of Architects & Engineers:
 The organization should always keep the Architects and Engineers in the loop.
 Any design change first should be informed and approved by them.
5.5.2 Suggestions for Architects & Engineers:
 The organization should improve the level of engagement with them.
5.6 Strategies & Suggestions for Contractors & Sub-Contractors :
5.6.1 Strategies of Contractors & Sub-Contractors:
 The Organization should ensure the proper monitoring of their progress report and
effective communication should be maintained so that construction should never be
hampered.
 The Organization should ensure that theirs no monthly or weekly payment delay.
5.6.2 Suggestions for Contractors & Sub-Contractors:
 The Organization should be supportive and acknowledge any looses or delay occurred
by the contractor and subcontractor on basis of their reasoning.
 The Organization should refer the contractors and sub-contractors to other developers
if their satisfied with their work as to maintain a constructive relationship with them
5.7 Strategies & Suggestions for Financing Institutions :
5.7.1 Strategies of Financing Institutions:
 The Organization try to maintain positive transaction with the Financing Institutions

26
  The Organization should maintain and provide monthly/weekly progress report to the
Financial Institution

5.7.2 Suggestions for Financing Institutions:

 The Organization should be completely honest and should actively communicate with
the Financing Institution.
 The Organization should complete all the necessary paperwork so conflict can be
resolved swiftly if it ever arises.
5.8 Strategies & Suggestions for Construction Workers & Helpers:
5.8.1 Strategies of Construction Workers & Helpers:
5.8.2 Suggestions for Construction Workers & Helpers:
5.9 Strategies & Suggestions for Passengers:
5.9.1 Strategies of Passengers:
5.9.2 Suggestions for Passengers:

Biblography

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<http://www.nialjewar.com/> [Accessed 7 April 2020].

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https://en.wikipedia.org/wiki/Noida_International_Airport [Accessed 11 Nov. 2021].
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9. J‌ ewar airport achieves financial closure; raises Rs 3725 crore as debt from SBI. (n.d.).  The Economic
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