Project success is the assessment of the overall objectives of the project; it deals with the concern of the efficacy and productivity (Shenhar et al., 1997), whether short or long-term, and internal as well as external. Han et al. (2012) established relative success criteria. In turn, Masengesho et al. (2021) was initially to define key elements of success as the significant problems that the industry ought to concentrate its efforts in order to achieve its desired fulfillment. Regarding Critical Success Factors (CSFs), Müller and Jugdev (2012) discussed widely recognized CSF standards, particularly the Project Implementation Profile (PIP) originally developed by Pinto and Slevin (1988). The PIP is one of the most established CSF frameworks in project management and consists of ten standard CSFs: project mission, top management support, project schedule/plan, client consultation, personnel, technical tasks, client acceptance, monitoring and feedback, communication, and troubleshooting. Later, they expanded on their findings by identifying seven successful variables and their corresponding significance for all phases of a project involving research and development lifecycle (Pinto and Slevin, 1988).

Pinto and Prescott (2007) classified the important success variables into two categories: strategic and tactical. The strategic group contains aspects like program task, executive support, and planning the project, while the tactical group comprises customer consultation, recruiting, and training. Belassi and Tukel (1996) classified important success variables into four major categories in 1996, using an innovative structure: program dependent variables, team players and project supervisor dependent aspects, organizational framework critical variables, and external factors reliant components (Lim and Zain, 1999). divided the project evaluation of success into two parts: the micro-viewpoint, which focuses on finishing time, cost, performance, execution, and security.

Sadeh et al. (2003) classified the success of a project into four dimensions: fulfilling design objectives, benefit to the final consumer, benefit to a growing organization as well, and benefit to the country and enterprises’ technical infrastructures. Later (Alias et al., 2014), undertook a thorough literature analysis to identify CSFs in construction activities across multiple nations, but they were unable to agree on the variables. Atkinson (2006) divided the success variables into delivery services and post-delivery phases distinguishing between the “Iron Triangle” criteria for the delivery stage and the “Information System”, “Organizational Benefit”, and “Stakeholder Community Benefit” criterion for the post-delivery stage.

When researching construction projects in Pakistan, Zahoor and Ali (2023) succeeded in identifying 77 characteristics in seven various categories and ultimately prioritized ten essential success elements in Pakistani building projects. Furthermore (Lü et al., 2020), highlighted 46 difficulties faced by Sri Lanka’s construction sector and classified them into ten broad classifications. Kumara et al. (2015) focused on factors that are controlled by the contractor, client, consultant, and project manager, upon which he managed to identify 30 crucial variables that impact the success of construction projects in Sri Lanka. Tabish and Jha (2011) found 36 success determinants for public building projects in India, categorizing them into five successful project criteria.

Furthermore, Yong and Mustaffa (2012) argue that CSFs can be classified into distinct groups based on the assessment component that the investigators are examining. They evaluated 15 crucial elements for Malaysian building project success and organized them into seven key categories. Kumara et al. (2015) identified 18 important success criteria in South Africa’s construction business, categorizing them as ease of use, competency, interpersonal interaction, and dedication. Gudienė et al. (2013) published a conceptual model of 71 important success elements for Lithuanian building projects. It described seven major categories of variables. Davis (2014) chose a list of eight concepts that defined project success factors: collaboration and interaction, execution, identifying agreeing targets, satisfaction among stakeholders, acceptance as well as utilization of final products, cost/budget features, project manager competencies, project benefits, and executive support.

Further recent studies have expanded the understanding of project success factors. For instance, Kumar and Kumar (2015) explored the role of stakeholder engagement in project success in Indian infrastructure projects, highlighting the impact of stakeholder management on project outcomes. Nguyen and Chileshe (2015) investigated the influence of risk management practices on project success in the Vietnamese construction industry, emphasizing the importance of proactive risk management. Zhao et al. (2017) provided a comparative analysis of project success factors across different cultural contexts, including Asian and Western countries, which adds a cross-cultural perspective to the understanding of project success. These recent contributions underscore the evolving nature of project success research and offer new insights into contemporary challenges in construction project management.

The concept of sustainability has evolved from being a predominantly environmental concern to becoming a fundamental pillar of project success in the construction industry (Robichaud and Anantatmula, 2011; Swarup et al., 2011; Touny et al., 2021). Sustainability-oriented project success now encompasses minimizing environmental impacts, optimizing resource and energy efficiency, and generating long-term economic and social value (Ochieng et al., 2014; Abdalla et al., 2023; Abouhelal et al., 2023; UNEP, 2023). The United Nations’ 2030 Agenda for Sustainable Development positions construction as a pivotal sector for achieving global decarbonization and resilience goals, with the built environment responsible for nearly 40% of global CO₂ emissions (IEA, 2023; Atombo et al., 2015). As a result, sustainable construction practices increasingly incorporate carbon reduction strategies, circular economy principles, and innovative material technologies to align project delivery with planetary limits.

Beyond environmental performance, sustainability-driven project success also integrates stakeholder wellbeing, community resilience, and long-term operational adaptability. Projects adopting resource-efficient processes and sustainable materials often demonstrate enhanced long-term value through reduced maintenance needs, extended service life, improved indoor quality, and increased user satisfaction (Lü et al., 2020; Shibeika and Harty, 2020; Lavy et al., 2024). The growing use of Life Cycle Assessment (LCA) in construction planning and procurement further reflects this shift. LCA provides an objective method to measure embodied carbon, energy consumption, and waste generation across a building’s life cycle, linking environmental indicators more directly to project success criteria (Pacheco-Torgal and Jalali, 2020; Petri et al., 2022; NF EN 15978, 2025).

In this evolving context, project success must be reinterpreted as the ability to deliver infrastructure that is functional, resilient, and environmentally restorative. Contemporary projects are no longer evaluated solely through time, cost, and scope metrics, but through their contribution to decarbonization, social inclusion, stakeholder satisfaction, and circular resource flows. However, the operationalization of sustainability within project success frameworks remains limited in many developing regions, where governance structures, market incentives, and sustainability data are insufficiently developed. In Lebanon, for example, sustainability assessments are rarely embedded in project appraisal, permitting processes, or material procurement decisions. Few local firms systematically apply LCA, environmental product declarations (EPDs), or sustainability accounting tools. Bridging this gap requires integrating explicit sustainability metrics into project success evaluation frameworks to drive transformation toward long-term environmental responsibility, resource efficiency, and socially inclusive construction practices.

To contextualize these insights within the broader evidence base, recent empirical and conceptual studies from 2020 to 2025 were reviewed to identify the dominant determinants of sustainability-oriented project success. These studies collectively illustrate a clear shift toward holistic frameworks that integrate stakeholder-centered management, early-phase sustainability planning, and rigorous evaluation tools such as LCA and multi-criteria assessment methods. They also reveal persistent barriers; most notably cost constraints, limited awareness, and inadequate regulatory support; that inhibit the transition toward sustainable construction practices, particularly in developing contexts. The following table (Table 1) synthesizes key contributions, methodologies, and findings from the most influential studies in this period, highlighting emerging success factors and prevailing research trends in sustainable project delivery.

Recent advancements in construction material science have reshaped approaches to achieving sustainability in the built environment. Traditional construction materials; chiefly Portland cement and asphalt; are among the most carbon-intensive globally, together accounting for more than 8% of worldwide CO₂ emissions (Habert et al., 2020; Purnomo et al., 2023; Shang et al., 2022). Consequently, research and industry practice have increasingly shifted toward high-performance, low-carbon materials that combine mechanical excellence with environmental efficiency. These materials aim to enhance durability, structural performance, and energy efficiency while significantly reducing embodied carbon, resource depletion, and waste generation (Thomas and Gupta, 2023).

Sustainable and high-performance materials can be grouped into several key categories, each offering different environmental, mechanical, and operational benefits:

Supplementary Cementitious Materials (SCMs) including fly ash, ground granulated blast furnace slag (GGBS), silica fume, and natural pozzolans. SCMs partially replace Portland cement, lowering clinker content and reducing embodied carbon while preserving or improving mechanical strength (Miller et al., 2022). The global market for SCMs is growing rapidly: according to a 2024 market report, the SCM sector was estimated at USD 94.8 billion and is projected to expand further, driven by sustainability and low-carbon construction demands.

Table 2 summarizes the major categories of sustainable and high-performance materials, outlining their sources, environmental benefits, and key performance attributes.

The effective integration of these materials into construction practice requires more than technical feasibility; it depends on regulatory readiness, market acceptance, testing laboratories, and skilled professionals. In advanced economies, sustainability certifications such as LEED, BREEAM, and EDGE, as well as LCA-based procurement methods, have accelerated the adoption of low-carbon materials.

Market forecasts indicate strong growth: the global “zero-waste construction materials” market, which includes recycled aggregates, waste-based composites, and eco-concretes, is expected to reach USD 208.3 billion by 2033, reflecting growing adoption of circular economy principles in construction.

However, in Lebanon and many developing contexts, significant barriers persist: limited material certification systems, fragmented supply chains, low awareness among practitioners, and the absence of national standards for recycled aggregates or geopolymer binders. Strengthening the adoption of sustainable and high-performance materials requires creating local research-to-market pipelines, enhancing collaboration between universities and construction firms, and developing national databases that characterize locally available recycled and alternative materials.

Ultimately, the widespread use of these materials is essential for achieving both technical robustness and environmental integrity in construction projects, particularly in regions striving to align with global decarbonization goals.

A total of 55 construction companies participated in the survey. The sample included consultants, contractors, owners, and developers who are actively engaged in the local construction market. Consultants and contractors were selected from a comprehensive list of registered architects and engineers operating in North Lebanon. Owners and developers were chosen based on their established presence and reputation within the industry. This purposive sampling ensured that participants had sufficient experience and expertise to provide informed assessments of project success factors.

The survey instrument was designed based on an extensive literature review of established PSFs in construction project management. To enhance clarity and ensure accurate responses, preliminary interviews were conducted with selected participants. These interviews served to refine the survey questions, address concerns, and ensure respondents fully understood each item. The finalized survey consisted of closed-ended questions, where participants rated the significance of each factor using a five-level Likert scale ranging from 1 (“Not important”) to 5 (“Extremely important”).

To rank and prioritize the identified success factors, the SMART (Simple Multi-Attribute Rating Technique) approach, originally proposed by W. Edwards (1971), was applied. This method allows decision-makers to assign weighted scores to each factor, providing a structured and quantitative means of comparison. Although SMART does not capture interactions among variables, it offers a straightforward and transparent ranking mechanism suitable for survey-based evaluations in contexts with multiple criteria.

All participants voluntarily agreed to take part in the study and provided written informed consent prior to participation. They were informed about the research objectives, the confidentiality of their responses, and the intended use of anonymized data for academic purposes (including research articles, book chapters, and PhD dissertation work). Data confidentiality was strictly maintained, and only aggregated results are reported to ensure complete anonymity of individual respondents.

The analysis reveals a growing convergence between traditional project success factors (PSFs); such as cost, time, and quality; and emerging sustainability-oriented drivers like environmental performance, material efficiency, and regulatory modernization. The results indicate that economic (88%) and technological (90%) factors remain dominant, underscoring how financial stability and innovation directly shape project feasibility and sustainability. Institutional factors (82%) also emerged as critical, highlighting the need for reform in regulatory systems, certification frameworks, and construction standards to facilitate the adoption of green materials. Internal management factors (90%); encompassing leadership, coordination, and technical competence; remain decisive in enabling sustainable project execution, particularly in volatile economic and political environments like Lebanon.

From a managerial standpoint, the integration of sustainability within project success dimensions reflects a shift from short-term project delivery metrics to long-term value creation. Traditional PSFs such as cost control and schedule adherence now coexist with sustainability indicators like embodied carbon reduction, life-cycle performance, and stakeholder wellbeing. Respondents noted that projects employing resource-efficient materials and technologies often exhibit enhanced durability, lower maintenance costs, and improved reputational outcomes. This reinforces findings by Pacheco-Torgal and Jalali (2020) and Sanchez et al. (2024), who argue that sustainability practices enhance not only environmental outcomes but also overall project performance and resilience.

However, the Lebanese construction industry continues to operate in a high-risk environment characterized by macroeconomic instability, currency fluctuations, and supply chain fragmentation. These challenges directly influence the capacity of firms to invest in sustainable innovations. As El-Sayegh (2008) and Kartam and Kartam (2001) noted in comparable regional contexts, inflationary pressures and unpredictable material costs significantly increase project risk. In Lebanon, contractors often absorb such volatility by narrowing profit margins, which constrains financial flexibility for adopting sustainable technologies. Despite these challenges, the upward trend in recognizing sustainability as integral to project success signals a gradual transformation in stakeholder attitudes; an essential precursor for long-term change.

The survey responses and qualitative feedback consistently emphasized the increasing importance of material efficiency and environmental responsibility in determining project success. Participants acknowledged that the integration of sustainable materials; such as low-carbon cement, geopolymer binders, recycled aggregates, and locally sourced components; is gaining traction as a determinant of both environmental and economic performance. This finding aligns with global research suggesting that material innovation can deliver measurable benefits in cost efficiency, service life, and user satisfaction (Habert et al., 2020; Thomas and Gupta, 2023).

Nevertheless, substantial barriers persist. Chief among them are high initial costs, limited supply chain maturity, and the absence of governmental incentives supporting sustainable procurement or green certification. Lebanon’s dependence on imported materials exposes projects to volatile international prices and logistical disruptions, making it difficult for firms to justify the transition to unfamiliar, eco-efficient alternatives. Moreover, the lack of national testing laboratories and certification schemes for sustainable materials undermines confidence among contractors and clients alike. This mirrors findings in developing economies where technological readiness often exceeds institutional capacity (Provis et al., 2021).

Environmental considerations were also linked to site-specific and contextual challenges. Respondents noted that while Lebanon’s climate and topography pose fewer risks from extreme natural hazards, environmental degradation; particularly from quarrying, waste mismanagement, and urban sprawl; has increased pressure on construction sustainability. The respondents viewed environmental performance as an emerging but not yet standardized dimension of project evaluation. This aligns with international observations that in early-stage transitions, sustainability tends to evolve from voluntary practice to regulated performance criterion over time (UNEP, 2023).

Importantly, the social dimension of sustainability was also highlighted in qualitative responses. Workers’ safety, fair employment practices, and local community engagement were considered necessary for defining successful and responsible projects. This expands traditional definitions of success, aligning with global sustainability frameworks that integrate the economic, environmental, and social pillars of sustainable development. As such, material and environmental considerations in Lebanon are no longer peripheral but are becoming embedded within the broader definition of construction success.

Table 4 summarizes the statistical results for the analysis of institutional main groups and sub-success factors. The values indicate that Construction Permits and Construction Regulations factors are the most relevant, where Standards come in at the second level, and the Product Certification factor is the least important. The development of the parameters under each of these main factors is a necessity to show the relative importance weight of them.

Institutional weaknesses continue to act as systemic barriers to the implementation of sustainable construction practices in Lebanon. Survey findings indicated that construction permits and regulatory approvals are among the most significant bottlenecks, both in terms of duration and procedural complexity. Respondents emphasized that sustainability criteria are rarely integrated into permit evaluations, product certification, or tendering requirements, creating a misalignment between policy discourse and practical enforcement.

The analysis revealed that institutional modernization; including transparent permitting systems, updated building codes, and national standards for material performance; is vital for achieving sustainable project success. This echoes global findings that policy alignment and clear regulatory frameworks are among the strongest predictors of green innovation adoption in construction (Melo et al., 2022). The absence of a comprehensive national framework in Lebanon discourages experimentation with new materials and increases perceived project risks, especially when clients and contractors lack regulatory assurance or technical validation.

Additionally, bureaucratic fragmentation and limited interagency coordination further compound the problem. Permit procedures are often duplicated across municipalities, ministries, and professional syndicates, leading to inefficiency and inconsistency. As a result, even projects attempting to incorporate sustainable practices face procedural obstacles that delay implementation and increase costs. Respondents consistently called for the creation of a centralized, digital permitting platform integrating environmental impact assessments (EIAs) and life-cycle performance metrics into approval workflows.

To overcome these institutional constraints, Lebanon must pursue policy harmonization aligned with international standards such as ISO 14040:2006 (2025) (LCA) and the EU Construction Products Regulation (CPR). Furthermore, capacity-building programs within public agencies are needed to strengthen technical expertise in sustainability evaluation and monitoring. Establishing a national green building council or similar accreditation body could also facilitate cross-sectoral dialogue and accelerate the shift toward a performance-based regulatory culture.

Ultimately, the findings suggest that without institutional reform, even the most competent project management teams and innovative material technologies will struggle to achieve full sustainability potential. The interplay between institutional efficiency and managerial capability thus represents a critical determinant of Lebanon’s ability to deliver resilient, low-carbon, and high-performance construction projects.

The findings reveal that managerial competence, institutional readiness, and stakeholder collaboration are pivotal enablers for the effective integration of high-performance and sustainable materials within Lebanese construction projects. Projects managed by skilled leaders; those with strong communication, coordination, and decision-making abilities; were found to exhibit higher readiness to pilot alternative binders, recycled aggregates, and fiber-reinforced composites.

The following chart (Figure 3) compares Main Factor Weight (%) and Main Factor Importance Weight (%) of the internal main group of the project success factors. This is along with five significant dimensions: project related, project management and team member-related, project manager-related, contractor-related, and client-related. The graph indicates how internal organizational and managerial matters affect overall project success, with strong influence from leadership capability, teamwork, and contractor performance on achieving project objectives.

From Table 5, internal management factors recorded the highest influence on overall project success, with an average importance weight of 90%. Sub-factors such as project manager competence (89.09%), leadership (89.09%), and coordination skills (85.45%) consistently emerged as the strongest predictors of both project efficiency and sustainability adoption. This aligns with previous studies emphasizing that effective leadership fosters innovation and adaptive learning within construction teams (Ghanbaripour et al., 2018; Turner and Müller, 2005). Strong project managers act as change agents, promoting the adoption of low-carbon materials and risk-aware strategies even in uncertain economic contexts.

Similarly, contractor-related factors (79.2%); notably technical capability (88%), quality assurance (79.64%), and health and safety practices (78.18%); were found to significantly impact project outcomes. Contractors possessing robust technical capacity and financial resilience are better equipped to manage the operational complexities associated with sustainable material integration, such as new curing regimes, testing protocols, and supplier coordination. These findings reinforce observations by Isik et al. (2009) and Toakley and Marosszeky (2003), who noted that contractors’ professional and financial robustness directly correlate with quality and innovation performance.

Client-related parameters also play a crucial role. The ability to make timely decisions (87.27%) and maintain clear project goals (82.18%) were reported as decisive for ensuring the consistent integration of sustainability requirements. Clients with proactive engagement tend to encourage early adoption of green materials, facilitate budget allocation for quality control, and align project scope with long-term value objectives. This resonates with Latham (1994) and Kometa et al. (1995), who stressed that active client participation is indispensable for achieving effective project governance.

Economic constraints remain a persistent barrier; inflation, fluctuating exchange rates, and interest rates directly affect material pricing and cash flow, discouraging experimentation with sustainable technologies. However, respondents indicated that long-term benefits; including reduced maintenance costs and improved durability; can offset these short-term deterrents. Thus, economic uncertainty, while a risk, can also act as a catalyst for exploring locally sourced and recycled materials that reduce import dependency.

Ultimately, the discussion underscores that technical competence, collaborative leadership, and institutional support from the triad necessary for linking project success to sustainable material performance. The adoption of sustainability-oriented practices in Lebanon will depend not only on availability of materials but also on the managerial willingness and organizational maturity to implement them effectively.

The results highlight substantial institutional and market gaps that hinder the systemic adoption of sustainable materials and practices. The survey’s institutional success factors (82%); including construction regulations, product certification, and permitting systems; underscore the crucial role of governance frameworks in facilitating a sustainability transition. Respondents consistently identified permit delays, lack of certification standards, and absence of environmental compliance criteria as primary barriers to integrating sustainability into project planning.

At present, sustainability is not embedded in Lebanon’s construction permitting or procurement processes, leading to a disconnect between policy ambitions and operational realities. Similar to observations by Melo et al. (2022) in comparable contexts, Lebanon’s fragmented regulatory landscape discourages private sector investment in sustainable technologies. Establishing national standards for sustainable construction materials; particularly for supplementary cementitious materials (SCMs), recycled aggregates, and geopolymer concretes; would provide the regulatory clarity and trust necessary to stimulate market adoption.

Market-based instruments can further accelerate this transition. Introducing green public procurement policies, tax incentives for low-carbon products, and certification schemes (e.g., based on ISO 14040 LCA frameworks) would help reshape market behavior and attract private investment. Financial incentives for local manufacturers could also encourage the domestic production of eco-efficient materials, thereby reducing reliance on imports and supporting job creation in the green economy.

In parallel, academic-industry partnerships can play a transformative role in bridging policy and practice. Universities in Lebanon have already initiated promising pilot studies on geopolymer binders and waste-based materials (Arairo et al., 2024). Institutionalizing these collaborations through national research grants and demonstration projects would not only generate empirical data for policymakers but also build confidence within the construction community.

Thus, the interplay between policy reform and market readiness is essential. Without clear governance and market incentives, sustainable construction will remain an isolated practice rather than a mainstream industry norm.

The integration of sustainability into project success frameworks has profound implications for Lebanon’s construction industry. Three interrelated domains emerge from this study: project-level management, institutional practice, and industry-wide capacity building.

At the project level, managers should incorporate Life Cycle Assessment (LCA) and Life Cycle Costing (LCC) approaches into design and procurement phases. Early-stage LCA enables informed decision-making regarding material selection, environmental trade-offs, and cost optimization. Decision-support tools and digital modeling systems can assist project teams in quantifying carbon footprints and comparing the long-term benefits of sustainable materials. Adopting Building Information Modeling (BIM) integrated with sustainability modules can also streamline this process, enhancing transparency and collaboration.

At the institutional level, agencies should modernize construction permits to include environmental performance indicators, such as embodied energy, recyclability, and waste reduction. Establishing a centralized digital platform for permit submission, material certification, and project documentation would improve efficiency and accountability. Incorporating sustainability KPIs into contract evaluation criteria would further encourage developers and contractors to integrate green materials from the outset.

At the industry level, professional development and knowledge transfer are paramount. Targeted training programs, certifications, and workshops; conducted jointly by universities, professional syndicates, and government bodies; can de-risk material innovation and build the human capital required for sustainability transitions. These initiatives should emphasize practical testing of local SCMs, geopolymers, and recycled aggregates under Lebanese climatic and logistical conditions. Furthermore, data-sharing frameworks among contractors, suppliers, and academic researchers can accelerate collective learning and continuous improvement.

Collectively, these strategies establish a foundation for a circular and resilient construction ecosystem in Lebanon; one that integrates managerial excellence, institutional reform, and sustainable material innovation. By embedding sustainability within the definition of project success, the industry can enhance competitiveness, reduce environmental impact, and contribute to the global transition toward a low-carbon built environment.

At the national level, the Lebanese government plays a decisive role in setting the regulatory and economic conditions that enable the adoption of sustainable materials and project management practices. The study highlights the urgent need for institutional modernization, policy harmonization, and regulatory enforcement mechanisms that prioritize sustainability.

Develop and enforce national green building codes integrating Life Cycle Assessment (LCA) and carbon metrics. A Lebanese Green Building Code should mandate LCA and embodied carbon reporting for public and large-scale private projects, aligning with global frameworks such as ISO 14040 and EN 15978. Integrating LCA into planning and approval processes would ensure that sustainability performance is assessed throughout the project life cycle, from design to demolition. This approach not only advances environmental responsibility but also improves transparency and cost predictability.

At the project and organizational scale, managerial competence and team performance emerged as the strongest predictors of project success and sustainability adoption. Project managers, consultants, and engineers must lead by example, bridging technical expertise with environmental responsibility.

Integrate sustainability into project governance frameworks. Project management offices (PMOs) in both public and private organizations should embed sustainability as a key performance dimension alongside traditional metrics of time, cost, and quality. This integration requires the inclusion of sustainability KPIs; such as embodied carbon, waste diversion rate, and energy efficiency; within project charters and monitoring systems.

The construction industry; comprising developers, contractors, suppliers, and consultants; holds significant potential to drive the commercialization and operationalization of sustainable materials and processes. Strengthening collaboration between the public and private sectors is vital to scaling up innovation.

Encourage Public–Private Partnerships (PPPs) for sustainable material production and deployment. PPPs can de-risk investments in green material plants and pilot projects by sharing financial and technical burdens between the government and private actors. Successful examples in the region show that PPPs accelerate technology transfer and improve access to funding for sustainable infrastructure initiatives.

The coordinated implementation of these recommendations can reposition Lebanon’s construction sector as a regional leader in sustainable and high-performance building practices. By aligning regulatory frameworks, managerial capacities, and industrial innovation, Lebanon can transition from fragmented, resource-intensive practices to a resilient, low-carbon construction ecosystem that contributes directly to the Sustainable Development Goals; particularly SDG 9 (Industry, Innovation, and Infrastructure), SDG 11 (Sustainable Cities and Communities), and SDG 13 (Climate Action).