Off-site construction (OSC) is increasingly adopted to improve efficiency in the building sector; however, its implications for social sustainability, particularly employee retention and safety, remain underexplored. Moving beyond efficiency-centred views, this study examines how Lean-Agile practices influence social sustainability outcomes in OSC firms. Anchored in Stakeholder Theory and Socio-Technical Systems (STS) theory, the study focuses on the effects of Value Stream Mapping (VSM) and Just-In-Time (JIT) practices on employee retention and safety. Survey data were collected from 180 professionals in OSC firms and analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM). The results show that both VSM and JIT have significant positive effects on employee retention and safety, with VSM exerting a stronger influence on retention. These findings suggest that Lean-Agile practices function not only as operational efficiency tools but also as enablers of social sustainability when embedded within coordinated work systems. The study contributes empirical evidence from a developing-economy context and offers practical insights for integrating Lean-Agile methodologies with workforce-centred objectives to promote safer and more socially sustainable off-site construction environments.
