A Strategy for Effective Safety Management in Construction Sites in Nairobi County

Abstract

The construction industry in Nairobi County remains one of the most hazardous occupational sectors, with accident rates sustained by weak enforcement, informality, limited training, and fragmented organizational commitment. While global literature has advanced safety management frameworks, gaps persist in contextualizing these approaches to resource-constrained and informal construction environments. In particular, psychosocial, economic, and cultural dimensions remain underexplored, giving rise to this study. The research aimed to develop a strategy for effective safety management in construction sites in Nairobi by pursuing four objectives: (i) establish the current level of safety management, (ii) determine influencing factors, (iii) examine their interrelationships, and (iv) formulate a practical strategy. An explanatory sequential mixed-methods design was employed. The quantitative phase surveyed 100 contractors selected through stratified random sampling from 1,447 registered projects, generating ordinal data analyzed using descriptive statistics, Spearman’s rank correlation, and ordinal logistic regression. The qualitative phase, involving interviews and focus groups with regulators, managers, and workers, explained contextual dynamics. Integration of both phases ensured robust strategy formulation. Findings indicated that safety management in Nairobi is generally low to moderate. Larger firms adopt structured systems, but small and informal contractors rely on reactive practices. Key determinants included management commitment, worker training, regulatory enforcement, and PPE utilization, while economic constraints, psychosocial stressors, and weak digital adoption further undermined safety outcomes. The study concludes that Nairobi’s safety environment is transitional, requiring both stronger site-level practices and systemic organizational and policy reforms. Practically, the study recommends dual reforms: strengthening practices (training, PPE, hazard monitoring) while embedding systemic strategies (leadership accountability, inspections, digital tools, and policy integration). These reforms can reframe safety from a compliance burden into an investment in productivity and workforce wellbeing. Theoretically, the study extends accident causation, safety climate, and resilience frameworks to fragmented construction sectors. For future research, the study recommends a greater focus on psychosocial well-being and economic structures as integral dimensions of construction safety. Keywords: Construction, Safety Management, Nairobi, Strategy, Informality.