LCB approach for construction safety. (August 2020)

• Record Type: Journal Article
• Authors: Fang, Dongping; Huang, Yuecheng; Guo, Hongling; Lim, Huey Wen
• Is Part Of: Safety science. Volume 128(2020)
• Publication Date: 2020-08
• Subjects: Construction safety management -- Unsafe behavior -- LCB -- Safety leadership -- Safety culture; Industrial accidents -- Periodicals; Accident Prevention -- Periodicals; Safety -- Periodicals; Travail -- Accidents -- Périodiques; 363.11
• DOI: 10.1016/j.ssci.2020.104761
• Languages: English
• ISSNs: 0925-7535

Abstract

Highlights: Reducing unsafe behaviors is the primary challenge for construction safety. The studies on safety leadership, safety culture, and safety behavior are reviewed. An LCB approach for construction safety is proposed. The implementation process and practical implication of LCB approach are introduced. New directions for future research of construction safety are discussed. Abstract: The unsafe behavior that is seen everywhere on construction sites is the biggest challenge for further improvement of construction safety performance. Focusing on the "human" related issues in construction safety, this paper reviews the research and practices of safety management and comes up with three key elements to look at, namely safety leadership, safety culture, and safety behavior. Through systematic exploration on the connotation of and interaction between safety leadership, safety culture, and safety behavior, a Leadership-Culture-Behavior (LCB) approach for construction safety is proposed with the kernel - leadership driven culture development and behavior control . The LCB approach emphasizes the role of safety leadership to not only directly reduce unsafe behavior but also to fundamentally change the causes of unsafe behavior through safety culture development, ultimately achieving the goal of reducing unsafe behaviors sustainably and preventing accidents. The LCB approach has been implemented in a number of railway and building projects in mainland and Hong Kong SAR, China, and Singapore. Significant improvement of L/C/B has been observed. Taking a high-speed railway project in China as an example, safety leadership, safety culture, and safety behavior of the project stakeholders at all levels were significantly improved. In the end, based on LCB, new directions and potential areas for future research of construction safety are discussed.