Integrity management: The case of ProRail and seven engineering companies

A.H.J. Nijhof, Thijs Rottier

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    This paper presents the results of a unique project on joint integrity management between one of the major Dutch contractors and seven engineering companies. Due to the setup of the project, it was possible to relate the ambitions and intentions as stated in integrity programmes with the actual execution of construction projects. To achieve this, it was crucial to make integrity concrete, based on real life experiences. The project results show that there are only marginal differences between the project's aspirations and the adopted values when integrity management is analysed on the management level. The tensions around integrity management only become visible when the actual dilemmas at the different levels of an organisation are taken into account. These dilemmas, and their causes, provided a sound basis on which to discuss one another's roles in both provoking and dealing with integrity dilemmas. Based on the sharing of integrity risks, corrective actions have been taken that not only raise the level of integrity management but also has positive consequences for risk control and efficient cooperation between all the participating organisations.
    Original languageUndefined
    Pages (from-to)123-127
    Number of pages5
    JournalConstruction information quarterly
    Issue number4
    Publication statusPublished - 2005


    • BIMS
    • Dutch affair on price-fixing
    • Integrity
    • Risk Management
    • IR-54708
    • organisational values
    • integrity management
    • corrective action
    • METIS-229119
    • Trust

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