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HCS27-Lone Working Policy

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Lone Working Policy

1. Purpose

This Lone Working Policy has been developed to ensure the health, safety, and wellbeing of all staff who work alone while delivering care on behalf of {{org_field_name}}. We acknowledge that lone working is a routine and necessary aspect of domiciliary care, where staff provide personalised support to people in their own homes. However, we also recognise that working alone may present additional risks to personal safety, emotional wellbeing, and decision-making.

The purpose of this policy is to provide clear guidance on how lone working is safely managed, monitored, and supported across the service. It outlines the procedures, risk assessments, and support structures in place to protect our workforce while ensuring that the people we support continue to receive consistent, safe, and dignified care.

This policy supports compliance with statutory duties under the Health and Safety at Work etc. Act 1974 and the Management of Health and Safety at Work Regulations 1999, and with our duties as a registered care service provider under the Public Services Reform (Scotland) Act 2010 and the Social Care and Social Work Improvement Scotland (Requirements for Care Services) Regulations 2011 (SSI 2011/210). It reflects the Health and Social Care Standards (from 1 April 2018), the SSSC Codes of Practice (effective from 1 May 2024), and aligns with the Care Inspectorate’s Quality Framework for Support Services (Care at Home) by evidencing safe systems of work, robust risk assessment, effective oversight and learning from incidents.

2. Scope

This policy applies to all employees of {{org_field_name}} who deliver services independently in the community. This includes full-time, part-time, bank and agency care workers, support staff, and contractors who may be required to visit people we support without a colleague or supervisor present.

Lone working may occur during routine care visits, overnight support, or emergency call-outs. It can also include working in remote or isolated areas, travelling between appointments, or staying on the premises of a person we support for extended periods without immediate backup.

All staff who fall within these criteria must adhere to the protocols and safety measures outlined in this policy, and management is responsible for ensuring that appropriate structures are in place to protect lone workers.

3. Related Policies

This policy forms part of the organisation’s broader approach to safety, risk management, and care quality. It should be read in conjunction with other key documents, including the Health and Safety Policy, Risk Assessment and Management Policy, Safeguarding Policy, Staff Supervision Policy, Incident Reporting and Notifications Policy, and the Out-of-Hours Procedure.

4. Legal and Regulatory Framework

This policy should be read and applied alongside:4

5. Policy Statement

{{org_field_name}} is committed to ensuring that all lone working arrangements are undertaken safely and responsibly. We understand that lone working presents both physical and emotional challenges, and we have a duty to ensure that our staff are supported, equipped, and confident to carry out their roles independently.

We do not consider lone working to mean working unsupported. Even when staff are physically alone, they are part of a robust safety network that includes real-time check-ins, mobile contact with managers, emergency escalation procedures, and wellbeing reviews. All lone working is risk-assessed, monitored, and regularly reviewed.

Our ultimate goal is to balance the independence and autonomy of lone workers with the need for oversight, safety, and swift response to any incidents or concerns.

6. Definition of Lone Working

Lone working occurs when a staff member carries out their duties without direct supervision or without the immediate presence of colleagues or management. This may include visiting people in their homes, working out of hours, attending to emergency visits, or travelling between remote service locations.

Lone working is not inherently unsafe, but it does require specific risk assessments and communication protocols to ensure worker and service user safety.

7. Risk Assessment and Planning

Before any lone working arrangement begins, a full risk assessment is completed by a competent person in conjunction with the Registered Manager. This includes an assessment of the individual needs and behaviours of the person being supported, the environment in which care is delivered, and any known or potential risks.

Risk assessments explore factors such as:

Where risks are identified, appropriate controls are introduced. This may involve additional training, two-person visits, shortened visit durations, specific time slots for higher safety, or regular check-ins with a supervisor during or after visits.

These risk assessments are reviewed after any incident, change in care needs, or at least once a year as part of our continuous improvement plan.

8. Management of Lone Working in Practice

Lone working is managed proactively across our organisation. Each staff rota is planned with an awareness of lone worker responsibilities, ensuring that no individual is placed in a situation they are not trained or equipped to manage.

Staff are expected to keep their mobile phones fully charged, switched on, and accessible during all working hours. They must check in at the beginning of their shift and check out when their shift ends, using the agreed digital or paper-based log system.

The check-in/check-out system allows the office to verify the staff member’s movements and location. If a staff member does not check in or out as expected, the office team initiates a welfare check procedure, escalating the concern through appropriate channels including out-of-hours support or emergency services if needed.

Welfare Check Escalation Procedure
Step 1 – Initial missed check (10 minutes overdue):
If a worker fails to check in or check out at the agreed time, and is 10 minutes overdue, the office/out-of-hours contact must:

Step 2 – No response (20 minutes overdue):
If there is no response within a further 10 minutes (i.e. 20 minutes overdue), the office/out-of-hours contact must:

Step 3 – Escalate to management (30 minutes overdue):
If there is still no response at 30 minutes overdue, the office/out-of-hours contact must immediately inform the Registered Manager or on-call manager. The manager must complete a rapid risk assessment and decide (and record) which of the following actions are required without delay:

Step 4 – Immediate escalation (no waiting for 10/20/30 minutes):
At any stage, if there is immediate concern (for example: a known high-risk visit, previous violence/aggression at the address, a medical emergency suspected, a threat received, an abrupt call termination, distress heard on a call, or device/GPS indicates immobility), the office/on-call manager must contact emergency services without delay and take any additional safeguarding actions required.

Recording and learning:
All welfare check actions, times, decisions and outcomes must be recorded as an incident/near miss (as appropriate), reviewed by management, and used to update risk assessments, visit planning and staff support arrangements.

In the event of unexpected issues such as service user aggression, health deterioration, or environmental hazards, staff must remove themselves safely from the situation and immediately contact their line manager or the out-of-hours manager on {{out_of_hours}}.

Staff are trained to avoid confrontation, and to never compromise their safety in the course of their duties. If a situation feels unsafe, they are empowered to leave immediately and report the event to the management team.

Violence, threats, intimidation, harassment or abuse towards staff (including from people supported, family members, visitors or professionals) is not acceptable. Where such behaviour occurs, is disclosed, or is anticipated, the Registered Manager must ensure that additional risk controls are implemented promptly and recorded within the risk assessment and care plan. Controls may include (as appropriate): two-person visits, scheduled manager call-backs, adjusted visit times, planned Police support where appropriate, behavioural support planning, and/or temporary suspension of the visit until safe arrangements are in place. Any restriction or suspension must be proportionate, risk-assessed, clearly recorded with rationale, communicated to relevant parties, and reviewed with the person supported and relevant professionals/commissioners to agree safe ongoing support.

9. Training and Competence

All lone workers receive mandatory training during induction which includes conflict de-escalation, recognising personal safety risks, emergency response protocols, and understanding their rights and responsibilities when working alone. This is supported by scenario-based learning and reflective discussions in supervision sessions.

Training is refreshed annually and updated as needed following risk assessment reviews or incident reports. Supervisors are expected to assess a staff member’s readiness to work alone and ensure that they feel confident, competent, and supported.

As a minimum, lone worker training must include: personal safety and dynamic risk assessment; conflict de-escalation and disengagement; trauma-informed practice; adult safeguarding awareness; responding to medical emergencies (including how to summon urgent assistance); professional boundaries; and use of the service’s check-in/check-out and escalation procedure. Competence to lone work must be assessed and signed off by a manager as part of induction and monitored through supervision. Competence must be reviewed and re-confirmed where a worker changes role, is allocated higher-risk visits, returns after a significant absence, or following any incident, near miss, complaint, or concern relating to lone working.

No staff member should be asked to lone work in a situation they do not feel comfortable handling. All concerns are taken seriously and addressed promptly.

10. Communication and Support Systems

Support systems are in place to ensure lone workers are never isolated. The office maintains an up-to-date schedule of all care visits, staff allocations, and lone working shifts. Managers are contactable throughout all working hours, and a designated out-of-hours contact is available 24/7 to respond to urgent concerns.

Any lone worker monitoring information (including rotas, visit schedules, check-in/check-out logs, call records, electronic care monitoring records, and any location-enabled systems where used) will be used strictly for staff safety, operational coordination, safeguarding, and service quality assurance purposes. Access will be restricted to authorised staff only (e.g. managers, coordinators and on-call staff) on a need-to-know basis. Information will be stored securely, handled in accordance with the organisation’s data protection and confidentiality procedures, retained in line with the organisation’s records retention schedule, and shared externally only where there is a lawful basis (for example, to emergency services or safeguarding authorities where required).

Staff are encouraged to report any incident, no matter how minor, so that we can improve our lone working systems and ensure that lessons are learned.

If a staff member experiences a distressing incident while working alone, they are offered immediate emotional support, and a debrief session is arranged. Further wellbeing or mental health support can be provided if necessary.

11. Incident Reporting and Learning

All incidents or near misses related to lone working must be recorded using the organisation’s incident report form and submitted to the Registered Manager without delay. The report must detail the context, the actions taken, and the outcome, along with any emotional or physical impact on the staff member or person supported.

All lone-working incidents and near misses are reviewed by management. Where an incident meets statutory notification criteria, the Registered Manager (or delegated on-call manager) must notify the Care Inspectorate within the required timescales (including, where applicable, notification “immediately”) in line with the Care Inspectorate guidance on notifications and record keeping. Where there is an adult protection concern, the Registered Manager must also make the appropriate safeguarding referral to the relevant local authority in line with Adult Support and Protection procedures. The outcome of the review (including learning identified, updated controls, and any required changes to staffing arrangements or visit planning) must be recorded, shared with staff through supervision/team communication, and embedded into updated risk assessments and care planning without delay.

We maintain an open, no-blame culture that encourages staff to share their experiences and take an active role in improving lone worker safety.

11.1 External Reporting (RIDDOR / HSE)

Where a lone working incident results in a reportable injury, dangerous occurrence, or other reportable event under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013 (RIDDOR), the Registered Manager (or a delegated competent person) must ensure that a report is submitted to the Health and Safety Executive (HSE) within the required timescales. The Registered Manager must also ensure that:

12. Staff Wellbeing and Emotional Safety

We recognise that lone working can have emotional as well as physical consequences. Working without a colleague can result in feelings of anxiety, isolation, or burnout, particularly after challenging visits.

Supervisors and managers are trained to monitor for signs of distress and fatigue. Staff are encouraged to speak openly during 1:1 supervision or group meetings about their experiences and feelings. We provide reflective practice opportunities and refer to external counselling services where appropriate.

Staff who report feeling unsafe, unsupported, or emotionally affected by lone working are offered alternative shift patterns or buddy systems where possible.

13. Review of Policy

This Lone Working Policy is reviewed at least annually, or earlier if there are significant changes to legislation, lone worker guidance, or following an incident that warrants a change in approach. The review is conducted by the Registered Manager and Nominated Individual and is shared with all staff upon completion.

Any updated version will be issued in writing and included in the staff handbook and internal systems.andbook and internal systems.

Responsible Person: {{org_field_registered_manager_first_name}}{{org_field_registered_manager_last_name}}
Reviewed on: {{last_update_date}}
Next Review Date: {{next_review_date}}
Copyright © {{current_year}} – {{org_field_name}}. All rights reserved.

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