How to manage lone workers

Employer’s should avoid the need for lone-working where reasonably practicable. Where lone working is necessary, it is essential to follow lone working procedures in order to reduce the health and safety risks associated with working alone.

Consider

•Consider whether lone working can be avoided and whether there are any alternatives.

Assess

•Ensure that the lone working is risk-assessed by a competent person, with the lone-worker, before the work is undertaken, taking into account physical and emotional factors that may arise.

•Discuss the findings of the risk assessment with the lone worker

Prepare

• Undertake training as required to before lone working is carried out, keeping records.

• Make a plan to mitigate risk with the lone worker; ensure it is up-to-date, relevant and proportionate for the situation

•Ensure that the lone-worker (and other individuals if relevant) are aware of the emergency procedures, hazards, risks and safe working procedures that are in place.

Monitor

• Put in place procedures to monitor lone workers. This might include pre-agreed intervals of regular contact with the lone-worker or periodically visiting individuals working alone.

• Confirm that arrangements are in place so that someone else is aware of the employees' whereabouts at all times.

• Keep a secure record of related documentation including risk assessments and training record which relate to lone working.

• Review and update the risk assessment and plan if required.

What is lone working?

Lone working is when you work by yourself without supervision. Lone working might include individuals working outside of normal hours, for example late into the evening or at weekends or might be a regular requirement of their role.

Legal duties

Employers should be careful to ensure they comply with their legal duties towards lone workers. They are responsible for the health and safety of employees, contractors and self-employed people working for them.

This document was commissioned by the National Association of Local Councils (NALC) in 2019 for the purpose of its member councils and county associations.

Every effort has been made to ensure that the contents of this document are correct at time of publication. NALC cannot accept responsibility for errors, omissions and changes to information subsequent to publication.

This document has been written by the HR Services Partnership – a company that provides HR advice and guidance to local (town and parish) councils. For more information about their services, contact them on 01403 240 205.

© NALC 2019