How do you ensure that everyone on the construction site works safely?

Over the next few years, Rijkswaterstaat will be widening and renovating a 47-kilometre stretch of the A27 motorway. Four large bridges will also be renovated, rush-hour lanes added and approximately sixty viaducts and waterways modified. The work on the southern 40-kilometre section between the Everdingen and Hooipolder junctions will be carried out by ALSÉÉN, the construction consortium formed by Ballast Nedam and Fluor Infrastructure.

Project director Patrick van Os is enthusiastic about the phased approach being used here: "We will complete the work at the Hooipolder junction at the end of the year. Other work is in preparation and still other work is in the design phase." Senior project coordinator Beer Poelma adds: "This approach ensures that we can learn quickly. We immediately incorporate the insights we gain in an initial sub-project into the design and preparation phase of subsequent sub-projects."

Countless organisations are working together on a large and complex project such as this. The majority of the operational staff are employed by subcontractors, work as self-employed professionals or are hired through temporary employment agencies. Van Os: "Temporary workers often only stay on the job for a short time, often do not speak the same language and there are cultural differences. In the Netherlands, we work fairly independently and communicate directly. In other cultures, the emphasis is on service, group interests and following traditions. This can have consequences for safety: those who focus primarily on the team result sometimes put their own safety aside. That is why clear instructions, repetition and being present at work are extra important for colleagues who speak a different language."

Poelma sees the same thing in practice: "Our supervisors certainly pay attention to this. It often happens that after a few weeks you are working with a different team again. Then you have to start all over again with training and instruction. Everyone needs time to get used to a new workplace, new colleagues and the customs at a location. When people work at a site for a longer period of time, they become part of the team. This creates structure and commitment, which in turn helps to create a safe working environment."

In practice, it appears that despite training in leadership and exemplary behaviour, it remains quite difficult for operational managers to get everyone on board with the desired safety approach. That is why the learning project is investigating what can help them achieve this. Key questions include:

• How can hirers and temporary employment agencies contribute to more permanent teams?
• Do temporary workers actively participate in start-work meetings, soapbox sessions, toolboxes and celebrations of successes?
• How can procurement, HR and HSE processes strengthen and support the connecting role of the contractor in forming permanent teams?

Van Os and Poelma fully support this approach. "Awareness and willingness to invest in the safety of temporary workers are crucial. It is our responsibility to provide everyone with a safe place to work."

Accidents involving temporary staff and self-employed workers still occur too often. That is why organisations in the construction and temporary employment sectors are working together on solutions in five learning projects. The learning projects focus on improving induction programmes, clear communication and contractual agreements, strengthening the role of supervisors and raising safety awareness. Based on the lessons learned, agreements are made and laid down in a framework for action for the entire chain. We will publish this at the end of 2026. In this way, we are making construction sites safer for everyone.

Source: Bouwend Nederland