The client’s role in promoting work health and safety in construction projects: balancing contracts and relationships to effect change

It is increasingly expected that public sector clients embed work health and safety (WHS) into procurement and project management practices for infrastructure/engineering construction projects. Client practices in relation to the management of WHS were examined in a longitudinal case study conducted in a public infrastructure programme of work in Australia. Control mechanisms for WHS at the client-contractor boundary were explored over a 12-month period. Interviews were held with representatives of client and contractor organisations. Formal control mechanisms were implemented. Initially, the implementation of formal controls created tension at the client-contractor interface as it was interpreted as signalling a lack of trust and client interference with contractors’ processes. However, these tensions were alleviated through the development of interpersonal relationships between client and contractor personnel at a local project level. The resolution of issues at the client-contractor interface was facilitated by individuals who engaged in boundary spanning behaviours to facilitate knowledge sharing and coordination of effort on both sides. Relationship-based control mechanisms supplemented the use of formal controls and enhanced the client’s ability to influence contractors’ WHS practices. The study provides important new knowledge regarding the client’s role in driving WHS performance in infrastructure/engineering construction projects.