Change for Better
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An Investigation into Contractors’ Role in Designing Out Construction Waste
Paper Presentation in a Themed Session Mohamed Osmani
In a time of increasing environmental awareness and growing reluctance to accept waste as a by-product, there is a need to identify new tool and processes to prevent the generation of construction waste. There is already a wide range of research on ‘end-of-pipe’ retrospective construction waste management practice, but there is very little endeavours to address waste reduction at source. Hence, this research, adopted a mixed method approach, to investigate current design managers’ practice to design out waste (DoW) and associated challenges and enablers. Architects were found to be falling well short of their perceived duty to DoW and main contractors were taking more of a lead on this than the literature suggested. Within the main contractors, design managers play a pivotal role in overseeing DoW implementation. However, the participating contractors acknowledged that complete project team effort is a critical in advancing DoW practice and innovation. However, the findings indicate the project specific variables such as contract type, project scale and value that dictate the involvement of design managers in a project have a significant impact in their DoW engagement and implementation. Furthermore, lack of training and failure to learn from previous projects were rated as the most significant DoW implementation barriers facing contractors.
Selection of Indicators in a Land of Tension: Reflecting on Assessing of Municipalities of Chile View Digital Media
Paper Presentation in a Themed Session Felipe Aníbal Gutiérrez-Antinopai
This paper describes an empirical case from a reflection on how to systematize indicators when comparing territories-communities. The evaluation of communities draws upon different concept-drivers, such as quality of life, well-being, sustainability, development, resilience, among others. The inclusion of dimensions such as health and mental health, although they were gradually generated with the approaches of Georg Simmel, Talcott Parsons, Easterlin, Campbell, and others, has recently had a special consideration, especially with the associated concepts of happiness. On the other hand, the ecological footprint or carbon footprint have been the indicators that have gained ground in regional areas and to a lesser extent in municipalities due to the lack of aggregate data at smaller scales. Thus, the first part of this paper is to elucidate the currents through which indicator systems have been nurtured. Secondly, to describe and comment on different experiences based on their dimensions and number of indicators. Thirdly, to present a model and an empirical case of the Chilean reality with a system of indicators for sustainability. Finally, as a discussion, to reflect on the epistemological frameworks behind the selection of indicators and how subjective indicators need to materialize in order to find cultural diversity when comparing communities.
Framework for Implementing UN SDGs in Corporate Strategy Using Sustainability Balanced Scorecard: A Methodology for Measuring Sustainability in Business Context View Digital Media
Paper Presentation in a Themed Session Christina Bredebach, Tobias Rösner
Companies are facing challenges in sustainable development. These require a strategic adjustment to meet stakeholder expectations. The United Nations Sustainable Development Goals (UN SDGs) represent a profound mission statement for sustainable development. A well-known strategic management tool in the corporate context is the Balanced Scorecard (BSC). A systematic literature analysis was conducted. This analyzes approaches for combining the SDGs and the BSC since the goals were launched in 2015. Only a limited amount of research results exist so far. Four relevant articles could be reviewed. The analysis reveals that no comprehensive, non-industry-specific framework exists for integrating the UN SDGs into the BSC. Consequently, this paper presents a framework to integrate the UN SDGs into the BSC in eight steps. These steps enable companies to implement the Triple Bottom Line into their individual corporate strategy to achieve the objectives of the UN SDGs. This paper also suggests future research directions.
