Safety management issues have been proliferating in the construction industry in Taiwan. Because of reasons such as construction companies bidding low prices to win construction project bids, construction projects being subcontracted to construction companies after construction companies, workers rushing to meet deadlines, first-line workers’ lack of health and safety-related knowledge at construction sites, and the danger that exists in small, local construction sites, the number of occupational hazards per thousand people have remained high in Taiwan. Because workers’ unsafe behaviour is the primary reason contributing to occupational hazards and that safe behaviour can be encouraged through observations, assessments, and discipline, this study referred to the experience of international enterprises in promoting behaviour- based safety (BBS) and made observations as well as conducted interviews at construction sites to identify workers’ cognitive behavior and implicit safety management problems in Taiwan’s construction industry. The results are used as reference to show how behaviour-based safety management can be used as a management model for the construction industry. By rationalizing and reviewing health and safety-related issues, innovations in health and safety facilities can be inspired and encouraged, large enterprises’ social responsibilities can be promoted, and small projects can be more thoroughly inspected to prevent companies from engaging in opportunistic behavior at the expense of worker health and safety. In addition, standards for health and safety facilities as well as consistent inspection standards can be set to encourage behaviour-based safety-oriented activities in Taiwan’s construction industry.