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We believe that an impactful focus for project teams is to move beyond a compliance culture and pursue sustainability in design, procurement, and construction. Creating a better, more sustainable project reduces overall risks, improves financial performance, and ensures that the project leaves a positive legacy that everyone on the team can be proud of.

A simple but effective diagram is the sustainability versus compliance graphic (see Figure 1.1), by Wheeler, Colbert, and Freeman (2002).² This clearly shows how an organization can shift from a culture of compliance to a culture of relationship management, and eventually to a culture of sustainability where maximum value is created.

This model can be applied to the evolution of delivering major projects. Traditionally, organizations and project teams have focused on getting the required permits for a project with limited engagement with stakeholders and local communities. More recently, projects have moved to a relationship management approach where stakeholder engagement is considered a necessary requirement for major projects. However, the engagement is still typically performed by a small team focused on getting project approvals rather than creating long-term relationships with the local community. Integrating sustainability into major projects is focused on building a culture of sustainability across the entire organization where the team looks at building value for both the project owners and the local community.

Figure 1.1 Sustainability versus compliance. Adapted from Wheeler, Colbert, and Freeman (2002) reproduced with permission of the Journal of General Management.