From Triple Bottom Line Logic to ESG Operationalisation: Developing a Sustainable Business Model Framework for the Construction Sector

• Date: 2026
• Main Author: Butkevics , Janis
• Format: Article
• Language: English
• Published: Dr. Viktor Koval 2026
• Subjects: Business Model Canva; Construction; ESG; Key Performance Indicators; Sustainability.
• Online Access: https://ees-journal.com/index.php/journal/article/view/335
• Journal Title: Economics Ecology Socium

Background. The construction sector is project-based and multi-actor, which means that early design and procurement decisions determine long-term environmental and social impacts. However, the Triple Bottom Line (TBL) framework remains too broad to guide daily trade-offs and produce the verifiable, comparable evidence that clients and regulators demand. Construction firms require an operational logic that translates sustainability aims into managerial levers, embeds them in project routines, and produces verifiable performance information suitable for assurance and procurement evaluation. Purpose. This study develops a construction-tailored framework that translates environmental, social, and governance (ESG) themes into implementation architecture for sustainable business model innovation (BMI). The aim is to make ESG actionable at the level of value proposition design, key activities, partner governance, and value capture, while preserving proportionality and reporting readiness. Findings. An integrative literature review and conceptual framework analysis produced three connected artefacts: (i) a VSME-aligned ESG theme structure; (ii) a Sustainable Construction Business Model Canvas; and (iii) an ESG–Business Model–KPI matrix with indicative metrics for embodied carbon via EPD/LCA, waste diversion and circularity measures, health and safety incident frequency (e.g., TRIR/LTIFR), and governance and compliance controls. The artefacts establish traceable linkages between ESG themes and business-model components, and translate them into decision rules relevant to tendering, procurement, and site management. The framework is calibrated for proportionality, enabling SMEs to adopt a minimum viable indicator set while allowing larger contractors to extend coverage to Scope 3 engagement, supplier due diligence, and assurance-ready data processes. Implications. ESG is reframed from a reporting overlay into implementation architecture for sustainable business model innovation in construction. The proposed framework supports prioritisation, measurable performance management, and stakeholder transparency, and can be adapted to organisational size and data maturity. Future research should validate the hypothesised causal pathways through multiple-case studies, expert elicitation, and project-level KPI testing, including ex-ante dashboards that connect leading indicators to cost, risk, and schedule outcomes.