Managerial Approaches to Occupational Health, Safety, and Environmental (HSE) Performance in Construction Projects: Evidence from China Chengda Engineering Co., LTD, Qatar

Abstract

This study investigates the managerial strategies employed in enhancing Occupational Health, Safety, and Environmental (HSE) performance within large-scale construction projects, with a focus on China Chengda Engineering Co., LTD, based in Al Wukair, Qatar. The objective is to evaluate how leadership-driven safety initiatives, risk assessments, and safety compliance monitoring contribute to minimizing incidents and achieving key safety milestones, such as five million safe man-hours without Lost Time Injury (LTI). Using a case study method, data were collected through interviews and on-site observations involving 25 HSE personnel, supervisors, and project managers. Findings show that the proactive development of safety plans, job hazard analyses, and the enforcement of HAZCOM programs significantly reduce workplace risks. Furthermore, continuous training, real-time hazard identification, and active field engagement by HSE leads strengthen safety culture and awareness across teams. The study highlights the importance of managerial commitment to incident reporting, corrective action planning, and consistent monitoring of HSE activities. It concludes that safety leadership, communication, and structured documentation are central to operational safety success in high-risk environments. These insights serve as practical recommendations for HSE managers and construction firms striving for regulatory compliance, workforce protection, and enhanced safety performance in complex project settings.