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Sustainability involves focusing on a project’s impact in three areas: (1) environmental; (2) economical; and (3) societal. In reality, companies’ approaches in the three areas are not evenly distributed. A study of current trends in the US construction industry related to the emerging focus on sustainable construction will be of great value for the engineering and construction industry to recognize the differences in corporate approaches to sustainability, for the sake of team alignment. A random cross‐section of 300 companies, consisting of 150 owner companies, 75 contractor companies and 75 design firms representing a variety of industries, was selected from annual company data assembled by the weekly construction news publication Engineering News Record (ENR). To identify sustainability‐related concepts within the context of these company documents, content analyses and chi‐square statistical analyses were performed on the selected companies’ publicly available annual reports and mission/vision/values statements. The primary objectives are to: (1) identify concepts of sustainability that are currently being emphasized within the US engineering and construction industry, possibly at the expense of other concepts; and (2) develop an understanding of the relationships between various company and industry groups related to the fundamental concepts of sustainable construction.Sustainability, society, economic, environment, content analysis,

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Over recent decades, sporadic advancements in machinery and construction materials have to some extent increased construction productivity in the United States. However, there is evidence that additional productivity improvement opportunities exist. One way to improve direct work rates and likewise the potential to increase construction craft productivity is through better planning and management. Utilizing a dataset from the Construction Industry Institute Benchmarking and Metrics programme with 41 sampled projects, the relationship between the level of implementation of different management programmes and mechanical craft productivity is examined. The implementation of several management programmes, including pre-project planning, team building, automation and integration of information systems and safety had a positive correlation with improved mechanical productivity. In fact, the statistical results show that projects with advanced implementation of the selected management programmes experienced significant mechanical productivity advantages over projects with weak implementation.Automation, labour productivity, pre-project planning, safety, team building,

Federal regulations require that state transportation agencies have written procedures for setting the construction contract time for highway projects. Since the institution of those regulations, state agencies have used a variety of methods to estimate and set contract time. FHWA recommends the use of methods based on production rate and activity precedence and logic in this process. For years, the Kentucky Transportation Cabinet used a system based around these requirements and recommendations only to find that the system produced estimates varying widely from actual construction times. The use of parametric modeling and historic contract times produced a system that more accurately estimates contract times and with an associated Microsoft Excel–based tool is more user friendly. This approach used project cost and bid item quantity data in multivariate regression–based modeling to develop a set of equations that provide the Kentucky Transportation Cabinet with contract time estimates for projects in a matter of minutes by using data readily available at later design stages.