Developing incident causation constructs for managing safety in construction

The UK construction industry has a relatively high level of fatal and non-fatal accident rate, which creates the need for improving its safety performance (HSE, 2006). However, the safety performance of the UK is no worse than that of other leading advanced economies, and it may be inferred that improving safety performance is a problem that is shared wider than the UK. While progressive efforts have been directed at improving safety in construction, the level of performance appears to stagnated over the last decade HSE, 2006). The levelling in safety performance would suggest that improving safety further beyond current attainment calls for a radical look at how safety is addressed by construction. Such a radical look would not only cover the planning, implementation, and management of safety in construction, but also give attention to aspects beyond the traditional practices of safety management. Because the incident research was limited this paper focused on the effort of safety management needs to shift from managing and monitoring accidents to managing and monitoring incidents. This will call for a greater understanding of incident causation in construction, and also to divert attention from monitor and manage for accident to monitor and manage for the incident, which mean the incident investigation has two main parts managing (before the incident happened based on analysis the causes of incident to reduce it and reduce accident events which also improve the safety) and monitoring (after incident happened as part of control and management to improve safety in construction) and to develop a system for analysis and then documented on the form of a report and finally deal with the perpetrators of the violation of safety regulations, in order not to repeat it.