Guidance Note 1-13

LONE WORKING

Introduction
People who work alone without direct or close supervision are lone workers. They
may be mobile workers e.g. drivers, surveyors, service engineers, care workers,
etc. or work at a fixed workplace. A single maintenance worker whose work takes
them all over a worksite will be a lone worker for much of their time. ‘On call
workers’, those working overtime, those who work outside normal hours and those
who open and close work premises may, at times, become lone workers.

In the vast majority of work activities lone working is not illegal. In many cases the
risks to which lone workers are exposed are not significantly different to those of
their co-workers. However in some situations they may be at greater risk because
of the nature and location of their work. These additional risks will include:
 The risk of violent attack to a worker opening or closing a shop or warehouse
where the attacker is intent on theft.
 The risk of violent attack because the worker is working with vulnerable
people or in an area of social deprivation.
 The inability to summon assistance in the event of sudden illness or an
accident.
 Unfamiliarity with the particular risks at a remote worksite.
 Unsafe practices adopted by lone workers free from supervision.
 Involvement in serious road traffic accidents.
 Manual handling of tools and equipment between van or car and workplace.
 Manual handling during the delivery of goods.
 Injury due to the layout of the remote work environment, especially for home-
based display screen equipment users.
 Injuries due to previously unknown poor health of the lone worker.
 Lack of help or advice in the event of the unexpected.
The likelihood of injury to lone workers may be increased due to:
 Lack of training or awareness of the risk involved with the work activity and or
lone working.
 Failure to establish regular communication with the lone worker.
 Lack of supervision.
 Failure to identify a potentially violent situation and implement effective
control measures which include eliminating lone working.
 Failure to provide adequate emergency procedures or first aid arrangements
and equipment.

Legal Duties
Employers are required to ensure so far as is reasonably practicable the health,
safety and welfare of their employees whilst they are at work. There is no
qualification or limitation to this requirement. Therefore, for lone workers,
employers must consider where they go, what they do when they get there and the
risks they face. Then take steps to reduce those risks so far as is reasonably
practicable.
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Control Measures
The first step in controlling the risks that lone workers face is the identification and
assessment of the risks to which they are exposed in the course of their work. It is
good practice to involve the workforce in this assessment; they may be aware of
additional risks that you had not considered.

Once the risks are identified consideration can be given to the appropriate
measures required to reduce the risk to an acceptable level. Identifying these
measures is no different to organising the health and safety of other employees.
Keep written records of these risk assessments with your safety management
documentation or records or save it in your online system.

Procedures put in place to monitor lone workers are likely to include;

 Supervisors periodically visiting and observing lone workers.
 Signing in, especially if working in remote locations on a large site.
 Regular contact between supervisors and lone workers by telephone or radio.
 Automatic devices which raise a warning if a signal or message is not received
at specific intervals.
 Tracking devices
 Other devices designed to raise the alarm in the event of an emergency.

Measures should be put into place to ensure that the risk of violent attack, illness
or accident can be noticed within a short period of time, so that support and help
can be provided.

A Safe System of Work (see also Guidance Note 1-20) for lone working should
incorporate details of the task to be carried out, precautions to be taken and
additional precautions such as protective equipment e.g. mobile phones and
personal alarms and communication arrangements etc. Medical fitness for lone
working should be considered before any person is required to become a lone
worker and at subsequent periodic appraisal interviews.

If lone working cannot be avoided, staff members who are required to work alone
should be provided with a means of communication, e.g. mobile phone. Make sure
there will be a phone signal in the location where the lone worker is at work. In
very remote areas where there is no terrestrial mobile telephone signal, systems
using satellite communication have been designed and are available for lone
worker tracking and communication.

A contact schedule should be implemented to ensure communication is maintained.

A nominated person should contact lone workers periodically; don’t forget that
arrangements will also need to be in place to provide adequate cover for training
and development, holidays, illness cover, etc. of the nominated person. This
person, or their deputy, should know the lone worker’s whereabouts and expected
end of work time. A contact log should be maintained where the system revolves
around regular telephone or radio contact.

Any control measures established should take account of lone working activities
carried out outside normal hours. For example, staff that are ‘on call’ should be
monitored when they are working outside normal office hours (nine to five) along
with the additional measures that are required for lone workers engaged in night
working in remote areas etc.

Staff should be consulted prior to the implementation of any monitoring system or

contact arrangement. This will raise the awareness of the lone workers and provide
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information to staff to ensure that they understand why employers are monitoring
them. This should also increase the awareness of their personal safety. When
systems are introduced all staff involved including their Managers should be trained
in their use. Details of training given should be recorded in personnel files or with
your safety management records.

Where they are available and effective, personal attack alarms and or lone worker
tracking devices may be utilised. Global positioning or ‘guardian’ systems linked to
mobile phones or other communication technology may assist as monitoring
devices.

Personal protective equipment such as work positioning lanyards or stab proof

vests may be issued to lone workers, as a last resort, as part of the established
Safe System of Work. Other control measures which may be implemented to help
ensure lone worker safety include:
 Personal safety training at the induction stage backed by regular refresher
training;
 Utilising the support of the emergency services. Consider consultation with the
emergency services when conducting risk assessments and establishing
control measures;
 Consulting with other organisations to establish joint visits and remove the
lone working aspect of the work;
 Providing an additional driver or assistant to accompany employees who
would otherwise be lone workers;
 Establishing two-way communication between Managers and lone workers,
enabling issues relating to personal safety to be raised and discussed and
mutually agreeable solutions adopted;
 Where driving is concerned, membership of motoring organisations offering
breakdown and recovery services for lone workers should be considered;
 Providing security guards, door entry control systems and panic buttons and
CCTV cameras, supported by suitable warning signs, in premises where
employees may be lone workers at certain times or in a particular set of
circumstances;
 Providing aftercare, including counselling, where an incident has occurred.

In the event of an incident or injury involving a lone worker, a thorough

investigation should be carried out and the risk assessment and safe system of
work reviewed. Additional control measures should be established to minimise the
risk of a similar event occurring in the future.

Some useful pointers for Managers of Lone Workers

When considering lone working managers should always ask themselves if lone
working is appropriate or necessary. In reaching that decision and deciding on the
measures that should be taken to protect lone workers managers should:
 Carry out informal inspections of the workplace, whether belonging to the
organisation or a customer, and access on a regular basis to make sure the
workplace is safe and that people are working safely.
 Consult their workforce.
 Ask yourself how you would feel working there – would you feel safe? Would
you feel safe in the winter in the dark?
 Check to make sure equipment is being maintained properly and records kept.

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  Make sure Safety Data Sheets (SDS’s) are available for all materials used and
stored on the premises.
 Make sure risk assessments of all processes and activities are available for
workers to refer to and that Safe Working Procedures are available.
 Make sure your workers are trained and fully aware of local rules, especially
those relating to “working out of hours”.
 Check the “working out-of-hours” signing in book to make sure people are
signing in, and that they have the manager’s permission.
 Periodically speak to those who work alone informally to find out if they have
any concerns that can be dealt with easily.
 Make sure they know you do not want them to put themselves at risk. Ask
them how the job could be made safer.
 Make sure you have a reliable system for contacting the lone worker and for
establishing that they are unharmed – this could be by a call-in system, a
tracking device, a mobile phone etc.
 Consider what emergency situations could arise and make sure you have
procedures in place to cover them, e.g. fire and first aid.
 Make sure that the workers involved are aware of and understand all the
procedures and controls that you have put in place.

Useful pointer for lone workers

Employees should be made aware of the following before beginning lone working-
 Plan ahead. Make sure you know where you are going and how to get there.
 Make sure someone knows where you are, and establish a contact system so
that you can tell someone you’re at work and when you’re leaving. Sometimes
it may be better if they are required to call you on a timed schedule. If you
don’t answer they will assume you need assistance.
 Don’t do anything which you feel might put you in danger – report any
dangerous incident or situation to your Supervisor and ask for advice.
 Don’t “cut corners” or rush the work, set yourself a reasonable target and
work towards it – do your best;
 If you start to feel tired either stop for a short break, take a walk outside in the
fresh air;
 Make sure you know, and follow, relevant safe working procedures and
guidelines for operating equipment and handling and using substances.
 If you don’t know how to do something – don’t do it – leave it until someone is
around to help you.
 If you get injured stay calm, use your training, and if you need assistance call
your emergency contact, or ring 999 giving clear instructions to them of
where you are.
 Greet customers and clients politely and with eye contact.
 Be aware of body language, signs of anger, tension, stress, or nervousness,
adopting a hostile or aggressive stance. Bear in mind that you may be
sending out body language messages.
 Avoid invading other people’s space or touching them.
 If attacked your voice is the best defence – shout a positive command or yell
loudly to “Stop”.

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  Have a mobile phone for emergencies but keep it secure and out of sight with
a number pre-programmed for emergency use.
 Procedures for call-in staff should be in place together with those for non-
arrival.
 If using car parks in busy areas, use ones which are well-lit at night.
 Don’t leave a briefcase or lap top visible in the car. Lock all doors.
 Trust your intuition – if the situation feels unsafe or makes you uneasy, use a
plausible excuse and get out. If you need to return consider taking a
colleague with you.
 Consider carrying a personal safety alarm, which can be used to shock and
disorientate an attacker giving you vital seconds to get away.
 Consider meeting clients etc. in public places, if possible.

It may help to consider the specific issues that arise in individual cases using the
checklist (form LWC) attached to this guidance note.

Records
Completed risk assessments should be kept with your safety management
documentation and records or entered in your online system. Records of any
personal protective equipment issued and details of training in regard to lone
working should also be kept with your safety management records or in personnel
files.

Further information and guidance on any of the issues associated with lone working
or the advice contained in this guidance note is available from our 24 Hour Advice
Service.

Guidance Notes are regularly revised and updated to reflect current best practice and take account
of revised standards or legislation. The latest version is always available in your online system

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LONE WORKING CHECKLIST

Name of employee Job Title Date

Question Y/N
Has the worker received suitable training to carry out the task or activity?

Is the worker medically fit to undertake the task?

Has the worker sufficient information about the job, equipment or substances?
Does the work involve handling dangerous equipment or substances that
require supervision?
If cash is being handled, will they be at risk of violence?

Have they been fully trained in strategies for the prevention of violence?

Do they know how to control and defuse potentially violent situations?

Is there adequate provision for first aid?

Does the worker have the appropriate PPE and are they trained in its use?

Are there facilities to be able to contact the worker at all times?

Are there suitable arrangements for the worker in the event of an emergency?

Have plans been made to keep in touch with colleagues?

Is there a means for them to contact line managers, including an alternative?

Are they in possession of emergency contact numbers?

Is the access to, or exit from, the workplace safe and well lit?

Does the workplace present special risks for someone on their own?

Do the arrangements cover out of hours working?

For mobile staff only;
Do they leave an itinerary with another member of staff?

Are personal attack alarms provided where they are appropriate?

Do they carry forms for reporting incidents, including violence or threats of
violence?

Comments and further actions required.

Prepared by: Date:

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Signature:

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