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Sustainability goals and environmental performance of construction and infrastructure development projects are often determined by construction clients or consultants (in design specifications), or set out by the government (in the form of regulations, codes and ordinances). Contractors and subsequent layers of sub-contractors and suppliers rarely have opportunities or mechanisms to provide feedback to the consultants and clients. This results in: i) the hindrance of learning from lessons captured by these other project stakeholders (acquired through their experiences from other projects they worked on) to be relayed back to the client or consultant; and ii) the lack of support systems and mechanisms for these companies (particularly for the smaller or more specialized subcontractors/suppliers) to collaborate with the consultant, client and/or main contractor to nourish innovation and create greater value together. Based on a study conducted in Hong Kong through a series of semi-structured interviews (with construction clients, relevant government department representatives, consultants, contractors, sub-contractors and suppliers), review of project documentation related to sustainability objectives and environmental features, as well as a detailed case study conducted with a major construction client, this paper explores the existing landscape of the relationships and support mechanisms (related to sustainability/environmental aspects) between the various project stakeholders mentioned above, and identify industry best practices. A roadmap of recommended strategies is then presented for embracing this diversified range of stakeholders to become co-creators of value in sustainable urban development.

Recognizing stakeholders in construction projects as co-creators of value in sustainable urban development: a Hong Kong perspective