Construction: The foundations of a more responsible model are being laid.

Indeed, this sector generates over 40 million tons of waste annually, a large portion of which comes from construction and demolition. In 2025, construction activity declined by approximately 4% in volume, marking a third consecutive year of contraction, while some projections suggest that up to 100.000 jobs are at risk within the industry. This situation, characterized by both economic pressure and environmental imperatives, places the construction sector at the heart of an unprecedented transformation.

A regulatory transformation that has become operational

The CSRD (Consumer Standards and Regulations), the European taxonomy, due diligence obligations, and supply chain regulations are no longer simply a matter of reporting. They now require companies to measure, track, and justify their environmental and social impacts in a continuous and auditable manner. For the construction industry, this evolution is particularly significant. The sector relies on long, fragmented, and often international value chains, with a strong dependence on subcontracting. Compliance no longer stops at the company itself; it extends to all of its suppliers.

Very concrete consequences in case of non-compliance

Failure to comply with these requirements is not without consequences. The risks are now very real, already observable, and often costly. With the CSRD (French Social Security Code), non-financial data is audited in the same way as financial data. For example, a company unable to produce reliable indicators on its carbon emissions or the traceability of its materials may be forced to revise and republish its information. This involves engaging external auditors, completely reconstructing data, and several months of internal work, at costs that can reach several hundred thousand euros.

Legal risk is also increasing. Under the duty of vigilance, companies' liability extends beyond their direct scope. Proceedings have already been initiated in Europe following breaches by suppliers. For construction companies, this can lead to the suspension of certain business relationships, the urgent replacement of partners, and the absorption of significant legal costs, with immediate operational repercussions. But it is often in the heat of the moment that costs skyrocket. Late compliance forces companies to act under pressure, requiring accelerated recourse to consulting firms, deployment of data collection tools, and mobilization of finance, purchasing, and CSR teams. For an initial, unplanned compliance exercise, costs frequently exceed one hundred thousand euros per year and can reach several hundred thousand euros for the most exposed companies.

In addition to this, there are direct operational impacts. On some projects, companies have had to replace non-compliant materials or suppliers, leading to construction delays, contractual penalties, and eroded margins. On a single project, the impact can amount to hundreds of thousands of euros. These situations illustrate a still underestimated reality: the cost of non-compliance far exceeds that of penalties. It directly affects deadlines, margins, and even the ability to execute projects.

Operational challenges that are still largely underestimated

Beyond the risks, the practical difficulties of achieving compliance are often underestimated. The first concerns the traceability of materials. In complex projects involving multiple international suppliers, some companies have discovered late in the process that components did not meet European standards, forcing them to urgently revise their sourcing, resulting in construction delays. The second difficulty relates to the reliability of ESG data. Data from suppliers is often heterogeneous, non-standardized, and difficult to verify. In a context where this data becomes auditable, these discrepancies constitute a major risk. Finally, the third challenge is integration into business processes. Several companies have found that addressing CSR after the fact leads to operational dead ends, as some non-conformities cannot be corrected without calling into question fundamental choices already made.

Therefore, the sector faces a structural challenge: supporting SMEs and subcontractors, which form the core of the value chain and do not always have the necessary resources to meet these growing demands.

A risk of falling behind… but also a strategic opportunity

Faced with this transformation, inaction poses a major risk. In a tight market, where activity is declining but demands are increasing, companies that delay adapting expose themselves to a double bind: increased economic pressure and gradual exclusion from certain markets. Conversely, those that anticipate these changes can turn this constraint into a competitive advantage. Mastering ESG data allows for cost optimization, secure supply chains, and more effective responses to increasingly demanding tenders. The construction industry, often perceived as a traditional sector, is thus at the heart of a profound transformation. Integrating environmental and social requirements into operational practices paves the way for more sustainable, transparent, and ultimately more resilient models.

The momentum of European regulations will not slow down. They will continue to shape markets and redefine competitiveness. For construction industry players, the challenge is now clear: compliance must be transformed from a mere constraint into a strategic lever for change.

Tribune by Vincent Canu, Country Manager osapiens France (LinkedIn).