Práticas sustentáveis na administração pública: percepções de servidores e terceirizados das superintendências regionais do DNIT sobre o Plano de Logística Sustentável (PLS)

Abstract

The adoption of sustainable practices by public administration has been consolidated as a fundamental strategy for promoting sustainability in Brazil. In this context, the Sustainable Logistics Plan (PLS) stands out as an essential tool aimed at incorporating principles of socio-environmental responsibility into the routines of public agencies. It is observed, however, that most research on sustainable practices in the public sector focuses on Higher Education Institutions, representing about 75% of the existing literature on the topic. In this regard, the present research sought to evaluate the implementation of sustainable practices in the DNIT Superintendencies, focusing on the PLS, based on the perception of civil servants and outsourced workers who operate in the Regional Superintendencies of the agency. The specific objectives included identifying sustainability initiatives established by the DNIT’s PLS, describing the perception of civil servants and outsourced workers from the DNIT’s Regional Superintendencies regarding the theme of sustainability and the PLS, to identify sustainable practices experienced in the workplace, based on the narratives shared by civil servants and outsourced workers who operate in the Regional Superintendencies of the agency, as well as gathering suggestions for improvement and greater engagement in sustainable initiatives within DNIT. To achieve these objectives, a qualitative approach of descriptive and exploratory nature was used, through narrative and photographic interviews with civil servants and outsourced workers from eight superintendencies. The results revealed a significant limitation in the knowledge about the PLS among the participants, which may compromise its full application. Topics such as fleet management, the assessment of outsourced staff numbers, and social inclusion were rarely mentioned, suggesting a limited scope of these actions or lower visibility within the institution. On the other hand, it was observed that some sustainable practices are already part of the routine in certain superintendencies, such as the rational use of consumption materials and the preference for products with lower environmental impact, such as recycled paper and biodegradable cups. Selective waste collection and the replacement of conventional equipment with more efficient models, such as LED lighting and modern coffee machines, were also reported. In some cases, initiatives such as the implementation of community gardens and the installation of specific collectors for the proper disposal of batteries were highlighted by interviewees. Although there is recognition of occasional actions aimed at improving quality of life in the workplace, weaknesses were identified in the institution's communication tools, hindering dissemination and collective engagement. Thus, the study proposed five actions to strengthen the PLS at DNIT: providing training programs, improving internal communication, formally including outsourced workers, supporting PLS committees, and valuing best practices. These measures aim to broaden institutional engagement and foster a sustainable culture. It is concluded, therefore, that despite the progress and efforts made by DNIT in promoting sustainability, much still needs to be done for the PLS to become a truly consolidated and effective policy within the institution.