INC/Specific/TBT-INC-014

Safety Stand-Down Procedures

Incident Management & Investigation › Specific › Safety Stand-Down Procedures

Presenter		Project
Location		Date

A safety stand-down halts all work on site to address a serious safety concern or following a significant incident.
Stand-downs demonstrate that safety takes absolute priority over production and programme.
They may be triggered by a fatality, serious near miss, recurring unsafe behaviour, or an industry alert.
During a stand-down, all workers gather for a briefing on the issue, the lessons, and the required changes.
The stand-down should be led by the most senior manager on site to demonstrate leadership commitment.
The briefing must be clear, honest, and specific about what happened and what will change.
Workers should be encouraged to ask questions and raise their own concerns during the stand-down.
Actions agreed during the stand-down must be implemented and tracked to completion.
A stand-down is not a punishment — it is a proactive intervention to prevent harm.
Frequency should be judged by need — too many stand-downs lose impact; too few miss critical moments.

Prevent recurrence	Stand-downs after serious incidents ensure the entire workforce understands what went wrong and how to prevent it.
Cultural signal	Stopping all work for safety sends an unmistakable message that safety comes before production on this site.
Workforce engagement	Stand-downs give every worker a voice and a shared understanding of the safety challenge being addressed.

Don't

Stop all work on site when a safety stand-down is called — no exceptions
Gather all workers in a safe location for the briefing, including subcontractors
Have the most senior manager on site lead and present the stand-down briefing
Explain clearly and honestly what triggered the stand-down and the lessons learned
Allow time for workers to ask questions and raise their own safety concerns
Agree specific actions arising from the stand-down and assign responsibility for each
Track all actions to completion and communicate progress to the workforce
Record the stand-down including attendance, content, and actions agreed
Resume work only when the team has been briefed and any immediate hazards addressed
Use stand-downs proportionately — reserve them for genuinely significant safety matters

DON'T allow any work to continue during a safety stand-down — everyone must attend
DON'T delegate the stand-down briefing to junior staff — senior leadership must be visible
DON'T blame individuals during the stand-down — focus on the system and the learning
DON'T rush the briefing to get back to work quickly — take the time the issue deserves
DON'T hold a stand-down without clear actions and follow-through afterwards
DON'T use stand-downs so frequently that they lose their impact and significance
DON'T dismiss questions or concerns raised by workers during the stand-down
DON'T resume work until immediate hazards identified in the stand-down are resolved
DON'T forget subcontractors and visiting workers — they must attend too
DON'T treat a stand-down as a box-ticking exercise — it must drive genuine change

See also: Lessons Learned and Safety Alerts | Positive Safety Culture

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