Posted: 01/01/2024

Understanding the Risks and Safety Measures of Lone Working

Keith West, MSc, CMIOSH, CIWFM

In a professional landscape that continually evolves, the concept of lone working has become increasingly prevalent. Whether stationed in a fixed location, working unsociable hours or operating from home, lone workers form a diverse group across various sectors. From security personnel and maintenance staff, to delivery drivers and volunteers, the scope of lone working is extensive, emphasising the need for tailored safety measures and training programs to support this segment of the workforce. 

What is a lone worker? 

Lone workers are those who work by themselves without close or direct supervision, for example:

  • Delivery drivers, health workers or engineers
  • Security staff or cleaners
  • Warehouses or petrol station staff
  • Those working at home

While incidents are infrequent, there will always be greater risks for lone workers without direct supervision or anyone to help them if things go wrong.

Identifying Lone Working Risks:

Lone working brings forth a range of potential risks, including

  • Verbal abuse & violence
  • False accusations
  • Lone accidents
  • Illnesses

To effectively mitigate these risks, a thorough risk assessment is essential, ensuring that proper controls are in place to maintain an 'acceptable' level of risk, as defined by UK safety legislation.

Basic Principles for Lone Worker Safety:

In addressing lone worker safety, we adhere to three key principles:

  1. Primary Controls
  2. Secondary Controls
  3. Back-up Controls

These are detailed below:

Primary Controls:

These methods allow your employer to know your whereabouts, providing assistance in emergencies. Examples include; maintaining an Outlook calendar, agreeing on visit itineraries with your manager, signing in/out books or utilising an office whiteboard.

Secondary Controls:

Focused on reducing risks during actual lone working, these controls include dynamic risk assessments and trusting your instincts. Constant awareness of your surroundings and a gut feeling that something isn't right can be your best allies.

Back-up Controls:

Reserved for emergencies, these controls—such as panic buttons, personal attack alarms, mobile phones, and electronic lone worker devices—serve as a last resort when primary and secondary controls fail.

General Prohibitions:

Certain situations are deemed generally unsafe for lone working, including confined spaces, unsafe ladder use, machinery operation with uncontrolled risks, work near live electrical conductors and areas with poor communication links.

Duress Code:

In instances where discreet alarm raising is necessary, agreeing on a duress code with your manager and colleagues is crucial. This code, such as 'red file' or 'Mr Grey,' allows for a subtle call for assistance during a conversation without alarming others.

For more information...

Empower your lone workers with knowledge and preparation. Our Lone Worker eLearning Course provides comprehensive training, equipping individuals with the skills to navigate potential risks effectively. Ensure the safety of your workforce and explore our course today. Remember, safety is not just a priority; it's a mindset.

Written by Keith West, MSc, CMIOSH, CIWFM

Keith is a technically qualified and Chartered safety professional with decades of experience in the fields of property, fire, facilities, and safety management within blue-chip environments. His long experience in industry has given him a thorough grounding in the way people behave in a wide variety of working situations and corporate cultures, along with valuable insight into several diverse business operations.

Over the past 40 years, Keith has held several highly successful management roles in property, safety and facilities management, gaining experience in the hospitality, leisure, construction, retail and housing sectors. He is also a skilled educator and a licenced IOSH trainer and has a passion for helping his clients with all things related to their continuing learning and development. Keith believes strongly that health and safety management should be people-centric, focussed on encouraging safe behaviours, and be thoroughly integrated into your wider business activities, not simply a box-ticking exercise in order to comply with legislation.