The STOP program in HSE is a behavioral-based safety program designed to prevent injuries and occupational illnesses in the workplace. “STOP” in the STOP program means – Safety Training Observation Programme. This program involves training, observation, corrections, and STOP work authority.
This program is solely based on observation, since other actions to be taken will be determined by the observations made.
The observations made during the STOP program are recorded on a card called – STOP CARD.
The STOP CARD can be used for Near misses, Hazard identification, Environmental events, etc.
The data gathered can easily be used to prevent injuries, prevent occupational illnesses, and also monitor HSE trends in the workplace.
Importance of the Stop Card Data
- The data is used to understand the types of risk behaviors, develop performance targets, and address behaviors targeted for improvement.
- Use trended data to develop action plans and upgrade/customize training.
- Share observations, trended data, and performance targets with employees and other locations.
The last point of call in the STOP program in HSE is the STOP WORK AUTHORITY. This authority is affected when an unsafe act or condition is observed which could pose a risk to the workers.
All employees must stop work anytime they feel that their safety or the safety of other employees is at risk.
Read Also: The Permit to Work System (PTW)
STOP Program In HSE Steps
Here are steps that could be followed when implementing the “HSE STOP PROGRAM”.
These steps do not follow any standard:
Step One
Observe work as it is taking place: This includes:
- Observing people’s activity
- Observing people’s actions
- Observing the surrounding environment.
- Look for unsafe acts as well as good safety performance.
- Look for detail and an overall impression.
- Keep an open mind.
Step Two
If an unsafe act or condition is observed, stop the job immediately unless stopping the worker will create a greater hazard; discuss the situation with the individuals involved.
Be understanding. Try to make the workers understand why you had to stop the job by highlighting the risk they may be exposed to.
Ask them for suggestions on the safer way to do the job.
Step Three
Make recommendations with the workers’ input on how to correct the situation and complete the job safely.
Step Four
Complete the appropriate behavior observation card. Be sure to mark all the required boxes and provide a summary of the unsafe act and corrective action.
Step Five
- Be specific and check the appropriate category and box(s) that apply.
- Give a brief description of the observation in the comment section.
- List any corrective actions and dates they are to be completed.
- Provide the name of the person(s) completing the observation.
- Submit the card for review and processing.
Read Also: Confine space entry procedures that work
This data can be tracked and trended for management to improve. The behavior observation card should be shared with the entire crew so that everyone can benefit and work safely.
Exclusive Insight
When most people hear about the STOP Program in HSE, they quickly think of observation cards, safety slogans, and the authority to halt unsafe work. While those are valid parts of the system, they only scratch the surface. In practice, the true value of STOP lies in how it changes the psychology of a workplace—from one where safety is policed, to one where safety is owned by everyone, every day.
Beyond Cards and Checklists: The Human Core
A STOP Program works best when it is not treated as paperwork. The power of the program is in the conversations it sparks. For example, when a worker notices a colleague climbing scaffolding without a harness, the STOP process gives them both the confidence and the language to intervene respectfully:
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“Hey, I noticed you’re without your harness. Let’s fix this before we go higher.”
This exchange is not just about correcting unsafe behavior—it’s about building trust, respect, and shared accountability. Without that human element, STOP risks becoming a box-ticking exercise, and employees may view it as management’s way of catching them out.
The Cultural Shift: Ownership over Compliance
One exclusive insight I’ve observed in organizations that successfully embed STOP is the shift from compliance to ownership. In many workplaces, safety rules are seen as external—something “management” imposes. STOP changes that dynamic by making safety peer-driven. When a program is well implemented, workers start reminding each other out of genuine care, not fear of punishment.
This cultural ownership has long-term benefits: reduced underreporting of near misses, improved morale, and ultimately fewer serious incidents. It transforms safety from a management system into a social norm.
STOP as a Data Goldmine
Another underused advantage of the STOP Program is its data potential. Too often, STOP Cards are filled in, filed away, and never looked at again. But these cards hold rich behavioral data—patterns of where and when unsafe practices occur, common hazards, and recurring positive behaviors.
By digitizing STOP records and analyzing them, companies can spot trends before they escalate. For example:
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If 30% of STOP Cards over three months point to improper use of PPE in one department, that’s not an individual issue—it’s a systemic one requiring targeted retraining, improved equipment, or managerial intervention.
Used correctly, STOP becomes not just a frontline tool but also a strategic safety intelligence system.
Leadership Makes or Breaks STOP
A final insight: Leadership behavior determines STOP’s success more than any manual or training session. If managers react negatively when workers stop unsafe tasks—perhaps by saying, “Don’t slow us down”—the entire program collapses. Employees quickly learn that safety is secondary to production.
On the other hand, when leaders visibly support STOP interventions, even at the cost of production time, they send a clear message: “Nothing matters more than your safety.” In my consulting work, I’ve seen simple gestures like thanking workers publicly for filling STOP Cards or pausing meetings to recognize a good intervention drastically improve participation rates.
The Future of STOP
With more hybrid and remote environments, STOP is evolving. Digital STOP platforms, mobile apps, and real-time reporting are now replacing paper cards. This not only makes data collection seamless but also engages younger workers who prefer digital tools. However, the essence remains unchanged: Empowering individuals to care enough to stop unsafe acts before they turn into tragedies.
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