Integrating Sustainability at the Project Lifecycle's Strategic Entry

In response to increasing demands for sustainable development, organizations are progressively integrating sustainability principles into project management practices. This study focuses on the Initiation Phase of the project lifecycle, a critical juncture for embedding environmental, social, and governance (ESG) considerations. Drawing on data from 754 respondents across diverse industries, the study examines current practices, competency gaps, and organisational readiness for sustainable project delivery. Quantitative analysis of survey responses reveals significant discrepancies between the perceived importance of sustainability competencies and their implementation during project initiation. Key gaps include defining sustainability-focused objectives, assessing ESG impacts, and embedding governance mechanisms. Although some organizations demonstrate maturity in strategic ESG integration, findings indicate that many still rely on ad hoc or reactive approaches, often lacking formal roles or clear structures for sustainability. The study underscores the need for dedicated sustainability roles, targeted training, and stronger alignment of governance frameworks with ESG goals. By highlighting the systemic nature of competency gaps and the critical role of organizational support, this research offers practical insights for advancing sustainable project management from the very outset of project planning. The findings demonstrate that ESG-related competency gaps at the project initiation phase are largely systemic rather than incidental, stemming from misalignment between strategic intentions and organisational readiness.