This thesis investigates the effectiveness of post-incident corrective actions in a chemical process industry company, aiming to identify strategies that prevent incident recurrence. Despite efforts to reduce occupational accidents, the company failed to meet its 10% annual reduction target in Lost Time Injury Frequency Rate (LTIFR) for 2024. The study employs a mixed-methods case study design, including a document review of 15 incident reports from 2023, a stakeholder survey (n = 14), and semi-structured interviews. Quantitative data were analyzed descriptively using non-parametric methods, while thematic analysis was applied to qualitative data. Findings reveal that while corrective actions were moderately perceived as effective—particularly those involving engineering controls—barriers such as delayed implementation, weak integration into work processes, limited follow-up, and resistance to change hindered long-term success. Stakeholders rated technical modifications higher than procedural or PPE-based interventions. Based on these findings, the study proposes Human-Technology-Organization (HTO)-grounded recommendations to enhance the sustainability and systemic alignment of corrective actions. The research highlights the importance of leadership commitment, timely execution, and contextual integration to improve safety outcomes in high-risk industrial settings.