The main objective of this study is to analyze and examine the influence of project financing audits, project quality management, and environmental, social, and governance (ESG) practices on corporate sustainability. This study seeks to determine the extent to which governance mechanisms and project implementation quality can ensure long-term business continuity and organizational resilience. The research employs a quantitative methodology utilizing Structural Equation Modeling with Partial Least Squares (SEM-PLS) to test the hypothesized relationships. The research sample comprises 432 respondents, including directors and senior executives from companies operating in the construction, infrastructure, and energy sectors that actively publish sustainability reports. Comprehensive data on ESG scores, financing audit reports, and project quality management metrics were systematically collected. A structured questionnaire employing a five-point Likert scale (1-5) was utilized to measure the following constructs: Project Financing Audits (X1), Project Quality Management (X2), ESG Practices (X3), and Corporate Sustainability (Y). The SEM-PLS analytical procedure encompasses three sequential stages: model specification, outer model evaluation (assessment of measurement model validity and reliability), and inner model evaluation (structural model assessment for hypothesis testing). Data processing was conducted using SmartPLS software. The empirical findings reveal that project finance audits, project quality management, and ESG practices each exert a positive and statistically significant impact on corporate sustainability. These three factors collectively strengthen organizational transparency, enhance investment efficiency, and facilitate effective long-term risk mitigation strategies. In conclusion, this research demonstrates that project financing audits, project quality management, and ESG practices positively and significantly contribute to corporate sustainability. These variables exhibit mutually reinforcing relationships that collectively generate long-term organizational value. Project Finance Audits play a pivotal role in ensuring financial accountability, preventing fund misuse, and ensuring that capital allocation and project investments are executed effectively and efficiently to safeguard long-term financial health. Project Quality Management contributes to mitigating operational failure risks, improving work efficiency, and ensuring that project outputs conform to established quality standards, thereby maintaining and enhancing the company's public reputation. ESG Practices serve as a positive signal to the market and investors, as they have been empirically proven to minimize long-term operational risks, strengthen stakeholder relationships, and enhance future business value and organizational resilience.

The aversion dynamics research agenda has incorporated within dispatching heuristics a number of real-world observations involving risk mitigation practices used by real schedulers. One such observation is that schedulers occasionally offload risky jobs from a primary machine to otherwise less desirable machine (older, slower) during periods of peak load to avoid the effects the risky job can have on subsequent jobs. This paper examines this situation within the proportional parallel machine environment. Safety time is used to adjust dispatching priorities of risky jobs to reflect the aversion. The effect of various safety time values on performance is studied. Robust safety time values and/or intervals are identified across a variety of experimental factors related to risk level, percent risky jobs in the job stream, and due date distribution.

Up to 78% of oil and gas megaprojects fail to deliver on initial commitments, yet maintenance readiness is routinely deferred until after construction decisions are already irreversible. This study investigates the previously unexamined link between maintenance readiness and interface management across the capital-project life cycle through a systematic literature review combined with a 30-year longitudinal analysis of 941 anonymised interface lessons-learned records spanning 21 countries. Root causes were classified using ISO 14224 of 2016, and predictive models were validated through stratified coding (Cohen's κ = 0.81) and five-fold cross-validation. The analysis revealed that five root causes drove 81.2% of all failures, including slow interface identification (18.5%), uncertain technical definitions (17.4%), weak governance (17.4%), unclear scope and ownership (16.3%), and cross-discipline communication breakdowns (11.6%), with key effects being performance impact (41.8%) and schedule delay (25.7%), while 33.0% of records were classified as high or critical risk and approximately 40.3% originated in Front-End Engineering Design. The Interface Criticality Index (ICI) correlated strongly with high-risk classification (r = 0.83), and the Random Forest classifier achieved ROC-AUC = 0.848 and PR-AUC = 0.850 respectively. The findings conclude that maintenance readiness should be established as a distinct, front-end-loaded discipline rather than a post-handover activity, as embedding readiness controls upstream converts lessons-learned records from retrospective artefacts into proactive design constraints, enabling early intervention before costly lock-in.