Major construction projects at airports: Client leadership of health and safety

Geoff Eban

Journal of Airport Management, 2016, vol. 10, issue 2, 131-137

Abstract: The author contends that when employing contractors to deliver large projects, it is not enough for the client to rely on national legislation and a compliant contractor to minimise risk on the work site and to achieve good levels of health and safety for the workers and the public. Rather, the client should take a strong leadership and collaborative role in working with the contractor to change the attitudes, behaviour and safety culture on the site. Airport managers should have a good understanding of the quality and safety management systems involved in their engagement with aviation. This leaves them ideally positioned to assist construction contractors in achieving cultural change in health and safety. This paper shows how this has been done at Wellington Airport.

Keywords: health and safety; airport construction; project management; managing risk (search for similar items in EconPapers)
JEL-codes: M1 M10 R4 R40 (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:aza:jam000:y:2016:v:10:i:2:p:131-137

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