Incident Reduction Associated with Safety Culture Interventions in Large Infrastructure Projects

Abstract

The construction and management of large infrastructure projects present complex challenges related to occupational health and safety. Despite significant advancements in engineering controls and regulatory frameworks, incident rates in megaprojects remain a critical concern. This paper investigates the efficacy of safety culture interventions through the novel application of Lifecycle Assessment methodologies. Traditionally utilized for environmental impact evaluations, Lifecycle Assessment provides a robust, longitudinal framework for measuring the sustained impact of behavioral and cultural safety programs across the planning, execution, and operational phases of infrastructure development. By analyzing longitudinal data from multiple large-scale public works, this study aims to quantify incident reduction attributable to specific cultural interventions, such as leadership commitment programs, peer-to-peer observation mechanisms, and continuous safety training. The research synthesizes quantitative incident reports with qualitative cultural maturity assessments to offer a comprehensive view of safety performance over time. Findings suggest that safety culture interventions exhibit a delayed but compounding effect on incident reduction, with the most significant improvements materializing during the peak construction and early operational phases. The integration of Lifecycle Assessment principles into safety management enables project stakeholders to allocate resources more effectively, ensuring that cultural interventions are not merely reactive but serve as proactive, enduring mechanisms for risk mitigation.