01. Introduction

A key component of Sri Lanka's economy, the construction sector creates jobs, housing, and infrastructure in both rural and urban areas. However, it continues to be one of the riskiest industries. Construction work is responsible for a significant portion of occupational injuries and fatalities worldwide, and Sri Lanka is no exception. The industry's sustainability and productivity are still threatened by frequent accidents, hazardous work practices, and the financial and human costs of poor health and safety (H&S)

With a substantial GDP and employment contribution, Sri Lanka's construction sector is an essential part of the country's economy. But it's also one of the riskiest industries, with a high rate of mishaps and health hazards. From the standpoint of human resource management (HRM), this blog examines methods for improving health and safety in Sri Lanka's construction sector. Each of the six chapters that make up the discussion addresses important facets of enhancing worker wellbeing and workplace safety.

H&S risk in Sri Lankan construction is increased by a number of structural and contextual variables. An environment where dangers are uncontrolled is created by fragmented supply chains, the proliferation of small contractors and unofficial worksites, limited funding, and gaps in H&S awareness and enforcement. Issues including out-of-date laws, a lack of skilled safety officers, a poor safety culture, insufficient training, and a restricted use of technology for monitoring and prevention are all noted in recent scholarly research and official evaluations. Technical H&S controls alone are insufficient due to these systemic limitations; people management must be included in the solution.

However, due to poor implementation of health and safety procedures and job discontent, the majority of Sri Lankan employees deal with a variety of occupational health and safety concerns (Kularathna & Perera, 2016). Additionally, because of the common improvement measures put in place, Sri Lanka is further listed with low occupational health and safety (De Silva & Wimalaratne, 2012). Kularathna and Perera (2016) emphasize that the majority of employees have left their companies as a result of job discontent and inadequate implementation of occupational health and safety procedures within the working environment. Accidents that cause fatalities are also a result of poor ergonomics and health risks (Talapatra & Rahman, 2016).  

From the standpoint of human resource management (HRM), there is a chance to change health and safety (H&S) from a compliance chore to a strategic, people-centered competency. Four interrelated levers allow HRM to affect H&S outcomes:

        01. Hiring and developing competencies. Skill gaps are decreased by hiring for safety-critical positions and certifying machine operators and site managers. Baseline safety performance is improved through competency-based evaluations, structured induction programs, and ongoing on-site training that includes literacy and language-appropriate material.


        02. Training, education, and behavior modification. Practical demonstrations, toolbox presentations, scenario-based drills, and job-role-specific refreshers are all components of effective H&S training. To reinforce safe habits, HR can incorporate learning pathways, connect training completion to career advancement, and use coaching and mentoring (peer leaders, safety champions).

        03. Incentives and performance management. Individual goals are aligned with organizational safety objectives when H&S KPIs are incorporated into appraisals and safety leadership is rewarded with incentives, recognition, and career development. A just-reporting culture—systems that promote event reporting without penal stigma—is equally crucial.

        04. Devotion to leadership, communication, and organizational culture. Senior management must make safety a clear priority by investing in PPE and safe equipment, taking part in site safety rounds, and outlining precise H&S expectations. In order to reach a variety of workforces, including migrant and informal workers, HR can create internal campaigns, multilingual signs, and reporting channels. Wearables, safety applications, and CCTV analytics are examples of digital solutions that are becoming more and more helpful for tracking compliance and facilitating prompt actions.

Obstacles to implementing HRM-driven H&S interventions in Sri Lanka include small contractors' limited finances, uneven enforcement, informal employment connections, and managers' and employees' aversion to change. Phased training pilots, low-cost behavior-based safety programs, collaborations with trade unions, public agencies, industry associations (like CIDA), and the use of global best practices modified for regional circumstances are all practical ways to overcome challenges.


In conclusion, an integrated strategy with HRM as a strategic partner is required to improve H&S in Sri Lankan construction. The industry can reduce injuries, lower costs, and deliver projects more reliably—benefiting employees, employers, and the national economy by professionalizing safety-related roles, institutionalizing continuous learning, aligning incentives, and cultivating a safety-first culture supported by suitable technology and policy.




Reference

De Silva, N., & Wimalaratne, P. L. I. (2012). OSH management framework for workers at construction sites in Sri Lanka. Engineering, Construction and Architectural Management, 19(4), 369-392.

Kularathna, W. K. H. U., & Perera, G. D. (2016). The impact of safety and health on job satisfaction in selected branches of utility service supply organization in western province north in Sri Lanka. In Proceedings of International HR Conference (Vol. 3, No. 1).

Talapatra, S., & Rahman, M. H. (2016). Safety Awareness and Worker's Health Hazards in the Garments Sector of Bangladesh. European Journal of Advances in Engineering and Technology, 3(9), 44-49.