HCS27-Lone Working Policy

Registration Number: {{org_field_registration_no}}

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 aligns with statutory health and safety duties under the Health and Safety at Work etc. Act 1974 and Management of Health and Safety at Work Regulations 1999. It also supports compliance with the SSSC Codes of Practice (2024) and reflects the Health and Social Care Standards, especially in ensuring that care is safe, planned, and that staff are confident and competent in their roles.

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. 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.

5. 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.

6. 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:

The geographical location of the visit and how accessible it is
The health and behavioural history of the person receiving support
The presence of pets, other residents, or environmental hazards
Whether the individual has exhibited aggression, confusion, or disinhibited behaviour in the past
The likelihood of needing urgent medical or safeguarding intervention

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.

7. 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.

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.

8. 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.

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.

9. 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.

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.

10. 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.

These incidents are reviewed by management, and where necessary, appropriate notifications are made to the Care Inspectorate and relevant local safeguarding authorities. Where lessons can be learned, practice is updated, and risk assessments are amended to reflect improved safety measures.

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. 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.

12. 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.

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.