Abstract
Achieving sustainability-related targets in construction projects is increasingly becoming a key performance driver. Yet sustainability is a complex concept in projects and there are many diverse stakeholders. Some stakeholders are generally recognized as important, i.e., the client and main contractor, yet there are others not always perceived as such and whose absence from the decision-making processes may result in a failure to address sustainability issues. Hence there is a need for a systematic approach to engage with stakeholders with high salience in relation to sustainability. This paper reports the results of an exploratory study involving interviews with construction project practitioners that are involved in sustainability in some way. Data were collected from the practitioners in terms of the processes for engaging with stakeholders to deliver sustainability. The data suggests six steps to a stakeholder engagement process: (i) identification; (ii) relating stakeholders to different sustainability-related targets; (iii) prioritization; (iv) managing; (v) measuring performance; and (vi) putting targets into action. The results suggest that understanding the different sustainability agendas of stakeholders and measuring their performance using key performance indicators are important stages to be emphasized in any stakeholder engagement process to achieve sustainability-related goals.
Highlights
The construction industry is one of the most dynamic, risky and challenging business sectors.There is much waste and it encounters problems caused by myopic control [1,2]
Model is proposed to systematize the input of sustainability factors, depended on the stakeholder’s views and demands
This paper has highlighted some of the processes which are being used by diverse project participants to ensure sustainability-relate issues are properly considered in construction projects
Summary
The construction industry is one of the most dynamic, risky and challenging business sectors.There is much waste and it encounters problems caused by myopic control [1,2]. The construction industry is one of the most dynamic, risky and challenging business sectors. The UK Construction Industry has an annual turnover of more than £100 billion and accounts for almost 10% of the country’s GDP [3]. Construction Industry forms one of the most diverse and unstable sectors within the UK economy and it faces wide fluctuating demand cycles, project specific product demand, uncertain productions conditions and has to combine a diverse range of specialist skills within geographically dispersed short term project environments [4]. Considering the size and importance of the construction industry to the world economy and its contribution to environmental damage the suggestion has been made to use the emerging “sustainability” agenda as a lens through which construction performance can be measured [5]
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