Initiative details
Vienna Airport Ground Handling Services is a leading full-service provider with more than 70 years of experience and around 1,800 employees across all operational areas.
Through a structured, company-wide safety initiative, we have reached up to 1,800 employees, achieving an 88% participation rate across the workforce.
Our programme delivers more than 9,000 hours of safety training, evaluation, and preparation, across 10+ targeted safety interventions, addressing key behavioural risks such as distraction, substance influence, and unsafe driving.
This holistic and scalable approach has resulted in a 9% year-on-year reduction in accidents on average, alongside a clear and measurable decline in operational incidents.
Beyond measurable impact, we have established a sustainable, organization-wide safety culture, embedding safety leadership and accountability at all levels.
We believe this combination of quantifiable results, behavioural transformation, and organizational commitment positions us as a best-practice example for road safety excellence in the aviation sector.
Through a structured, company-wide safety initiative, we have reached up to 1,800 employees, achieving an 88% participation rate across the workforce.
Our programme delivers more than 9,000 hours of safety training, evaluation, and preparation, across 10+ targeted safety interventions, addressing key behavioural risks such as distraction, substance influence, and unsafe driving.
This holistic and scalable approach has resulted in a 9% year-on-year reduction in accidents on average, alongside a clear and measurable decline in operational incidents.
Beyond measurable impact, we have established a sustainable, organization-wide safety culture, embedding safety leadership and accountability at all levels.
We believe this combination of quantifiable results, behavioural transformation, and organizational commitment positions us as a best-practice example for road safety excellence in the aviation sector.
Initiative date
to
Who was/is your target audience?
Adults
Topic
Create awareness
Improve vehicles and infrastructure
Training
Organisation details
Vienna Airport - Ground Handling Services
Enterprise
Austria
Vienna
Contact name
Oliver Himmel
Telephone number
+43 664 83 58 169
o.himmel@viennaairport.com
Project activities
If you work together with external partners, list the most important partners and briefly describe their role.
The initiative was primarily developed and implemented internally by Vienna Airport Ground Handling Services, ensuring full integration across all operational areas and direct alignment with daily processes and risks.
A key external partner was Austrian Airlines, the largest customer, which actively supported the implementation of the first Safety Week. This collaboration enabled joint awareness-building activities and the alignment of safety priorities across operational interfaces, particularly in ramp handling and aircraft operations.
Beyond this specific partnership, the programme indirectly involved airline customers and operational stakeholders by addressing shared safety risks on the apron, including driving behaviour, equipment handling, and human factors.
The close cooperation with operational partners helped ensure that safety measures were practical, relevant, and applicable in real working environments. This collaborative approach contributed to higher acceptance among employees and supported the high participation rate of 88% across the workforce.
Overall, the combination of strong internal ownership and targeted external collaboration ensured effective implementation and reinforced a shared commitment to safety across organizational boundaries.
A key external partner was Austrian Airlines, the largest customer, which actively supported the implementation of the first Safety Week. This collaboration enabled joint awareness-building activities and the alignment of safety priorities across operational interfaces, particularly in ramp handling and aircraft operations.
Beyond this specific partnership, the programme indirectly involved airline customers and operational stakeholders by addressing shared safety risks on the apron, including driving behaviour, equipment handling, and human factors.
The close cooperation with operational partners helped ensure that safety measures were practical, relevant, and applicable in real working environments. This collaborative approach contributed to higher acceptance among employees and supported the high participation rate of 88% across the workforce.
Overall, the combination of strong internal ownership and targeted external collaboration ensured effective implementation and reinforced a shared commitment to safety across organizational boundaries.
Please describe the project activities you carried/are carrying out and the time period over which these were implemented.
The project was launched in November 2024 with the introduction of a company-wide Safety Week, marking the starting point of a structured and continuous safety initiative at Vienna Airport Ground Handling Services.
Since then, the programme has been expanded through General Safety Days in 2025 and the introduction of department-specific Safety Days in 2026, complemented by a second Safety Week and ongoing planning for future editions.
The initiative combines practical training, awareness-building, and behavioural interventions across all operational areas, including ramp, cargo, and baggage handling. Key activities include hands-on simulations, equipment checks, and targeted training on safe driving behaviour, distraction prevention, and substance awareness.
The programme has reached up to 1,800 employees, achieving a participation rate of 88% of the workforce, and delivering an estimated 9,000 hours of safety training, evaluation, and preparation. It includes more than 10 dedicated safety formats and interventions addressing core behavioural risk factors.
As a result, the initiative has contributed to an average 9% year-on-year reduction in accidents, alongside a clear and measurable decrease in operational incidents.
Overall, the project has established a sustainable, organization-wide safety culture that continues to be strengthened over time.
Since then, the programme has been expanded through General Safety Days in 2025 and the introduction of department-specific Safety Days in 2026, complemented by a second Safety Week and ongoing planning for future editions.
The initiative combines practical training, awareness-building, and behavioural interventions across all operational areas, including ramp, cargo, and baggage handling. Key activities include hands-on simulations, equipment checks, and targeted training on safe driving behaviour, distraction prevention, and substance awareness.
The programme has reached up to 1,800 employees, achieving a participation rate of 88% of the workforce, and delivering an estimated 9,000 hours of safety training, evaluation, and preparation. It includes more than 10 dedicated safety formats and interventions addressing core behavioural risk factors.
As a result, the initiative has contributed to an average 9% year-on-year reduction in accidents, alongside a clear and measurable decrease in operational incidents.
Overall, the project has established a sustainable, organization-wide safety culture that continues to be strengthened over time.
In terms of implementation, what worked well and what challenges did you need to overcome?
In implementing the initiative, several elements proved particularly effective. The combination of company-wide Safety Weeks and targeted Safety Days created both visibility and relevance, ensuring that safety was addressed across all operational areas while also focusing on specific risks in individual departments.
The use of practical, hands-on training formats—such as simulations, real equipment checks, and behavioural exercises—significantly improved engagement and understanding among employees.
This approach enabled us to reach up to 1,800 employees, achieving a participation rate of 88% and delivering approximately 9,000 hours of safety training and related activities.
A key success factor was the focus on behavioural risk factors, including distraction, substance influence, and unsafe driving, which directly influenced everyday decision-making on the apron.
This structured and continuous approach contributed to an average 9% year-on-year reduction in accidents and a measurable decline in operational incidents.
At the same time, several challenges needed to be addressed. Coordinating training activities across a large and operationally complex workforce required careful planning to avoid disruption to daily operations. Ensuring consistent engagement across different departments and job roles also required tailored formats and continuous communication.
By progressively adapting the programme and introducing department-specific Safety Days, these challenges were successfully overcome, resulting in a sustainable and organization-wide safety culture.
The use of practical, hands-on training formats—such as simulations, real equipment checks, and behavioural exercises—significantly improved engagement and understanding among employees.
This approach enabled us to reach up to 1,800 employees, achieving a participation rate of 88% and delivering approximately 9,000 hours of safety training and related activities.
A key success factor was the focus on behavioural risk factors, including distraction, substance influence, and unsafe driving, which directly influenced everyday decision-making on the apron.
This structured and continuous approach contributed to an average 9% year-on-year reduction in accidents and a measurable decline in operational incidents.
At the same time, several challenges needed to be addressed. Coordinating training activities across a large and operationally complex workforce required careful planning to avoid disruption to daily operations. Ensuring consistent engagement across different departments and job roles also required tailored formats and continuous communication.
By progressively adapting the programme and introducing department-specific Safety Days, these challenges were successfully overcome, resulting in a sustainable and organization-wide safety culture.
Evaluation
Please summarise how you have evaluated the initiative’s impact (e.g. social media reach, survey, feedback forms, statistics).
The impact of the initiative is evaluated through a combination of quantitative performance indicators, communication reach, and continuous operational feedback. A key metric is the development of accident and incident statistics, which show an average 9% year-on-year reduction in accidents, along with a clear and measurable decline in operational incidents. This demonstrates the direct effectiveness of the implemented measures.
Further evaluation is based on participation and engagement levels across the workforce. The programme reached up to 1,800 employees, achieving a participation rate of 88%, which indicates strong acceptance and high relevance throughout all operational areas.
In addition, the scale and intensity of activities provide an important indicator of impact. The delivery of approximately 9,000 hours of safety training, evaluation, and preparation, combined with more than 10 dedicated safety formats and interventions, reflects a comprehensive and sustained effort.
Beyond internal measures, the initiative was supported by cross-organizational communication campaigns. These included the use of airport-owned media channels, regional media coverage, the company website, as well as social media platforms ranging from Instagram to LinkedIn, including contributions from key decision-makers. In total, an estimated reach of approximately 500,000 people was achieved.
Qualitative feedback is gathered through direct interaction during Safety Weeks and Safety Days, ensuring continuous learning and long-term cultural impact.
Further evaluation is based on participation and engagement levels across the workforce. The programme reached up to 1,800 employees, achieving a participation rate of 88%, which indicates strong acceptance and high relevance throughout all operational areas.
In addition, the scale and intensity of activities provide an important indicator of impact. The delivery of approximately 9,000 hours of safety training, evaluation, and preparation, combined with more than 10 dedicated safety formats and interventions, reflects a comprehensive and sustained effort.
Beyond internal measures, the initiative was supported by cross-organizational communication campaigns. These included the use of airport-owned media channels, regional media coverage, the company website, as well as social media platforms ranging from Instagram to LinkedIn, including contributions from key decision-makers. In total, an estimated reach of approximately 500,000 people was achieved.
Qualitative feedback is gathered through direct interaction during Safety Weeks and Safety Days, ensuring continuous learning and long-term cultural impact.
What has been the effect of the activities?
A major effect has been the broad engagement and behavioural change across the workforce. By reaching up to 1,800 employees and achieving an 88% participation rate, the initiative has ensured that safety awareness is consistently embedded across all operational areas. The delivery of approximately 9,000 hours of safety training, evaluation, and preparation has further reinforced knowledge, skills, and safe decision-making.
The activities have also led to improved awareness of critical behavioural risk factors such as distraction, substance influence, and unsafe driving. This has contributed to a more proactive approach to risk identification and mitigation among employees.
Beyond internal impact, the initiative achieved an estimated external reach of around 500,000 people through targeted communication campaigns across airport media, regional media, corporate channels, and social media platforms.
Overall, the initiative has successfully established a sustainable, organization-wide safety culture with lasting impact on safety performance and behaviour.
The activities have also led to improved awareness of critical behavioural risk factors such as distraction, substance influence, and unsafe driving. This has contributed to a more proactive approach to risk identification and mitigation among employees.
Beyond internal impact, the initiative achieved an estimated external reach of around 500,000 people through targeted communication campaigns across airport media, regional media, corporate channels, and social media platforms.
Overall, the initiative has successfully established a sustainable, organization-wide safety culture with lasting impact on safety performance and behaviour.
Please briefly explain why your initiative is a good example of improving road safety.
The initiative is a strong example of improving road safety because it combines targeted behavioural interventions with measurable and sustained impact across a large and operationally complex environment.
A key strength is its focus on the most critical risk factors in apron driving, including distraction, substance influence, and unsafe handling of vehicles and equipment. By addressing these issues through practical, hands-on training formats such as simulations, real-life scenarios, and equipment checks, the initiative directly influences day-to-day behaviour in safety-critical situations.
The scale and reach of the programme further underline its effectiveness. With up to 1,800 employees involved, an 88% participation rate, and approximately 9,000 hours of safety training delivered, the initiative ensures that safety awareness is embedded consistently across all operational areas.
Most importantly, the initiative delivers clear, measurable results. It has led to an average 9% year-on-year reduction in accidents, as well as a significant decrease in operational incidents. This demonstrates that the measures not only raise awareness but actively improve safety performance.
In addition, the initiative has established a sustainable, organization-wide safety culture, fostering accountability, proactive risk management, and continuous improvement. This combination of behavioural focus, broad implementation, and measurable outcomes makes it a compelling and transferable example of road safety excellence.
A key strength is its focus on the most critical risk factors in apron driving, including distraction, substance influence, and unsafe handling of vehicles and equipment. By addressing these issues through practical, hands-on training formats such as simulations, real-life scenarios, and equipment checks, the initiative directly influences day-to-day behaviour in safety-critical situations.
The scale and reach of the programme further underline its effectiveness. With up to 1,800 employees involved, an 88% participation rate, and approximately 9,000 hours of safety training delivered, the initiative ensures that safety awareness is embedded consistently across all operational areas.
Most importantly, the initiative delivers clear, measurable results. It has led to an average 9% year-on-year reduction in accidents, as well as a significant decrease in operational incidents. This demonstrates that the measures not only raise awareness but actively improve safety performance.
In addition, the initiative has established a sustainable, organization-wide safety culture, fostering accountability, proactive risk management, and continuous improvement. This combination of behavioural focus, broad implementation, and measurable outcomes makes it a compelling and transferable example of road safety excellence.
How have you shared information about your project and its results?
Information about the project and its results has been shared through a combination of internal communication, external engagement, and targeted awareness campaigns. Internally, Safety Weeks and Safety Days served as key platforms to communicate results, reinforce key messages, and engage employees directly through practical training and discussions.
Externally, cross-organizational communication campaigns were implemented, utilizing airport-owned media channels, regional media, the company website, as well as social media platforms ranging from Instagram to LinkedIn, including contributions from key decision-makers.
These activities ensured broad visibility of the initiative and its outcomes, achieving an estimated reach of approximately 500,000 people while supporting transparency and strengthening awareness of road safety.
Externally, cross-organizational communication campaigns were implemented, utilizing airport-owned media channels, regional media, the company website, as well as social media platforms ranging from Instagram to LinkedIn, including contributions from key decision-makers.
These activities ensured broad visibility of the initiative and its outcomes, achieving an estimated reach of approximately 500,000 people while supporting transparency and strengthening awareness of road safety.