In France, the BANANA (Build Absolutely Nothing Anywhere Near Anyone) phenomenon is gaining momentum, profoundly influencing the strategy of companies and local authorities in terms of infrastructure development. A radical versionof NIMBY (Not In My BackYard), it literally means "not to build anything anywhere near anyone". In this context, traditional consultation hasevolved into a citizen co-construc tion that will remove obstacles.
We knew the NIMBY (Not In My BackYard), an acronym designating local opposition to the implementation of an infrastructure perceived as undesirable by its residents. The BANANA goes further: it embodies a generalized resistance of certain pressure groups to any type of construction or development, often on the grounds of environmental or social considerations.
Current events offer concrete examples of this trend. The A69 motorway project, for example, still meets with considerable resistance not so much from local populations as from environmental groups, worried about its environmental repercussions. The controversies surrounding basin projects in Nouvelle-Aquitaine also highlight this problem, highlighting the tensions between the need for agricultural irrigation and the preservation of water resources, at the cost of violent confrontations. But it is the abandonment in 2018, after years of protests, of the Notre-Dame-des-Landes airport project, despite being validated by a local referendum, that remains the most significant example of the strength of the BANANA movement in France.
These oppositions are turning the construction of new infrastructure into a real tug-of-war between companies, the State, local authorities and activists. They can also have a significant impact on a company's reputation, justifying a more preventative approach to infrastructure project management.
The key lies in consultation with all stakeholders at a very early stage. Actively involving local communities, activists, politicians and experts from the initial planning stages not only helps to understand and purge as much of their concerns as possible, but also creates a ground for dialogue that is conducive to the advancement of projects.
In addition, the adoption of early, transparent and continuous communication is vital. Regularly informing stakeholders about project goals, challenges, and adjustments helps to build mutual trust and reduce resistance. In addition, project leaders must integrate risk prevention strategies into their plans. This includes identifying any opposition, putting crisis management plans in place, and training teams to address stakeholder concerns. By anticipating potential problems and preparing appropriate responses, they can mitigate negative impacts on their projects and reputation.
For project leaders, the BANANA wave implies rethinking their development strategies, better integrating all concerns and playing the co-construction card for better acceptability.
Laurent PORTA (Associate Director) & Matthieu SENECOT (Consultant)