Martin Walrave works at Fundex, a leading foundation engineering specialist. With a broad smile, he says: 'We actually invented soil displacement pile drilling. We develop vibration-free pile systems that can handle gigantic loads. Think of the impressive high-rise towers in the centre of Rotterdam, with piles as long as 65 metres and a metre in diameter. This is work on a grand scale! So we don't get called for a small addition to someone's home,' he laughs.
Besides carrying out special foundation projects, Fundex also builds its own machines. 'These are real powerhouses,' explains Walrave. 'And when you work with such big machines, safety is not an option, but an absolute priority.'
Safety is about people
Walrave plays an essential role within Fundex as a safety expert. He is closely involved in certification schemes such as SCC and, recently, the Safety Culture Ladder (SCL). ´We have been working with SCC for years. At a certain point you have all the paper procedures in order, but you miss something important: the human factor. And that is exactly where the SCL makes the difference.´ Previously, employees interpreted safety rules in their own way. This caused variation in implementation and, in some cases, ambiguity. The SCL helps reduce that bandwidth and ensures that a uniform safety awareness is created within the organisation. 'If everyone
er one moves in the same direction, you make progress much faster,' says Walraven enthusiastically.
Deliberately chosen for a solid start
Fundex decided to enter at step two. This was a deliberate choice. 'You really have to take your time with this,' Walrave stresses. 'In the beginning, there was some scepticism. 'Another new instrument? What should we do with it? That only takes time!' Those were common reactions. But when we looked into it, we realised that we were actually already well on our way.' Perhaps Fundex could have gone straight for step three, but Walrave and his colleagues wanted to include everyone in the process. ´This also applies to employees from different cultural backgrounds. Not everyone has the same frames of reference when it comes to safety. It is crucial to take this into account and adopt different approaches. If you force safety, it is counterproductive. People have to want it intrinsically, otherwise it has no effect.' For example, Fundex discovered that employees from the Arab world find it more pleasant to be addressed by an older person, because older people play an important role in their culture. By responding to this, it works better to involve them in the safety process.
Safety culture starts with management
Fundex first wants to firmly establish the basics before the company takes the next step. The role of management is indispensable here. 'It starts at the top. If there is sufficient support there and the principles of SCL are actively propagated, this will automatically trickle down to the rest of the company. And then you see it happen: colleagues start addressing, helping and motivating each other. That is exactly what you want to achieve!
Smaller companies
Walrave notices in practice that Fundex already has a head start in terms of safety. 'When I visit smaller companies that do not yet work with the SCL, I often see situations that make me think: there really is room for improvement. Sometimes our approach is seen as excessive. Why do we pay so much attention to a stable work platform on the construction site for a machine? Why do we always have to wear that construction helmet, reflective clothing and safety shoes? But we know: these measures really do make a difference!' Fundex is therefore happy to help other companies take safety to the next level. 'It's not just about complying with rules, but a change in mentality. The safer you work, the better your products and the lower your costs in the long run.'
SCL is also growing outside the construction sector
SCL has long since moved beyond construction. 'Recently, we saw that water boards also started using it. And more and more companies - both inside and outside the construction industry - are embracing the SCL. It is becoming as natural as the SCC. That's a great development, because the more companies look at safety this way, the better!'
Challenge
The higher you get on the ladder, the more challenging it becomes to grow. 'The first steps are quick, but after that it becomes top sport. Fortunately, modern technologies make it easier. You no longer need to organise toolbox meetings physically; that can now be done digitally. And that means not only less travel time, but also a much better transfer of information. People understand faster why a measure is needed if it is presented in an attractive way.'
Walrave's golden tips
For companies looking to get started with SCL, Walrave has some valuable advice:
- Start at a level that suits you. 'Don't bet too high right away. Get the basics right first and build from there.'
- Take your time. 'You don't have to be the first at the top of the ladder. It's about creating a sustainable safety culture.'
- Don't get distracted by others. 'Some companies take lightning-fast steps, but focus on your own process. Sustainable growth works better than quick leaps.'
- Embed safety in the organisation. 'New employees should immediately see how we work here. If everyone is held to the same standard, it becomes natural.'
- Make sure employees are intrinsically motivated. 'If you force something, it won't work. People have to see for themselves why safety is important.'
A strong foundation for the future
At Fundex, the focus is now on strengthening the base. This makes it easier for new colleagues to adapt. 'They only have to look around them, because everyone already works this way.' In time, Fundex would like to grow to step four, but no firm deadline is set. 'It has to grow organically. The SCL is like a plant: if you give it attention and take good care of it, it grows naturally. Our goal? An organisation in which employees take safety so much for granted that hardly any management is needed.'