INTERVIEW | ANDY ALDER
applied to how exclusion zones are
managed, and the controls around this, and this quickly became industry standard on Crossrail and other major projects since. It is now established practice in sprayed concrete tunnelling. “I cared deeply about health and safety
before then – ultimately the greatest responsibility we have is to care for our team. However, going through that experience further reinforced just how important it is, and just how easy it is for someone to get hurt. You have got to drive a level of excellence so that people stay safe even when things don’t go fully to plan.” The Crossrail tunnelling was coming to
an end and the next big project in London was Tideway. “I joined it because it was a big challenge
with real purpose. Over time it was one of those projects where you just see the strength in the purpose of what we are building, and the value this is going to provide environmentally. “As I have said, I enjoy being outdoors and
appreciating nature and ecology and world we live in. Tideway was that exactly: it was the project that makes you think – ‘This is why we do what we do. This is why it is just so important.’ “We had this thing on Tideway that we
wanted to be transformational in our health and safety approach: we were there to build Tideway right, build it safely, and to leave a legacy of a safer industry because of it. “I genuinely think we have done that. The
Tideway Health and Safety record was very good, and a lot of the approach that was developed on Tideway has gone out on HS2 and on various other big projects; so you could really see the leverage from it. This included our immersive interactive induction to really embed the culture from Day 1, our approach to sharing best practice and recognising it, and our truly collaborative approach to driving excellence. “At Tideway the teams we had were
Top: Tideway shaft, in London Centre: TBM launch on Tideway Bottom: TBM lowering on Tideway
42 | November 2024
great: the design teams, the construction teams, they were doing really good work. A key process we introduced was that before we started any major work on site, or before we started the next stage of any safety-critical high-risk activity, we would do a joint readiness review. Collectively as a team, we would go through design, planning, health and safety, consenting, temporary works and ask ‘Are we happy that this is all done right, that it’s all safe?’ That was done in a very collaborative way, in a way that was drawing on the
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