Expert speakers from a webinar on lone working and compliance respond to audience questions that came up in the session.
(L-R) Steve Hough, Bridget Green and SHP Editor, Mark Glover
After a recent webinar, Lone Working: The Law and How to Comply, in association with SoloProtect, attendees asked insightful questions that touched on the challenges of lone working and compliance. Below, Steve Hough of SoloProtect and guest speaker Bridget Green of LegalEdge have answered some of these questions, providing practical advice on ensuring safety and legal obligations are met.
Q: What is the best way to determine if someone qualifies as a lone worker?
Steve Hough (SH): Deciding if someone is a lone worker depends on several factors, not just time spent alone. A good place to start is by looking at the work environment—is the person in a remote location or an isolated space where they can’t easily be seen or heard by others? Lone workers can be found in various settings, from more common examples like field engineers or home workers to less obvious cases such as a security officer patrolling a large site like an airport, arena, or shopping centre.
When approaching lone working and compliance, it’s also important to consider the nature of the tasks being performed. Are they handling hazardous materials or operating dangerous equipment? These factors often pose more risk than just time spent in isolation. Another key factor is communication—how easily can the worker stay in touch with the team or get help in an emergency? Finally, ensure your risk assessments and safety policies consider and cover all lone workers to address necessary risks and meet compliance standards.
Q: How do we handle field-based lone workers who work on other companies’ premises? Are they still covered by our lone working policy, or does responsibility shift to the host company?
Bridget Green (BG): Your field-based lone workers are still your responsibility, even when they’re on another company’s premises. Your duty of care follows your employees wherever they go. The host company will also have a duty of care to your employees, and it is incumbent on them to ensure they share any health and safety policies and training with your employees as if they were their own. Practically, you should ensure relevant health and safety policies, and training are shared with you and your employees prior to them commencing work and that your employees have read and understood those policies. Additionally, you should ensure that the other company is legally obliged to train your employees on their health and safety procedures by including appropriate wording in your legal agreements with that other party.
More generally, the challenges of lone working and compliance as well as objective and proactive learning (as above), we need leadership to be communicated with clarity and integrity. We need as much praise as is viable (as it’s about 20 times more effective than criticism). Likewise, as much coaching as is viable (rather than telling), as this is also much more effective in changing behaviour – and hence culture. Finally, we need leadership to remember to always lead by example whether they want to be or not – so they might as well do it well!
Q: How can we ensure the effectiveness of our lone worker policy, especially in engaging senior management and securing a budget for necessary safety measures?
SH: Getting senior management on board is essential for the success of any lone working policy. Start by framing it as both a legal obligation and a business priority—emphasise how robust safety measures not only reduce liability but also enhance employee wellbeing, which can, in turn, protect or even boost productivity through the reduction in staff absences for example. Regularly update senior management on changes in legislation and evolving risk profiles to ensure policies stay compliant and relevant.
Present clear data or examples showing how incidents or accidents have been mitigated through effective safety protocols. Involving senior leaders in discussions about the outcome of your risk assessments as well as policy reviews ensures you have the buy-in to secure the budget and support for technology or training investments. As engagement grows, the business can better demonstrate the value of these investments.
It’s also important to highlight that a comprehensive lone worker safety policy includes employee responsibilities. Incorporating lone working as a topic into team meetings, AGMs, and ongoing training sessions helps ensure that employees can fulfil their obligations. Engaged employees not only reduce incident levels but also contribute to improved wellbeing, retention, and overall productivity.
Q: If we rely on operatives using their personal mobile phones for lone working- which is documented in our risk assessments, but some refuse, where do we stand if an accident happens?
BG: This is a tricky one because while documenting the use of personal phones in your risk assessment is a good step, it might not protect you fully. If an operative refuses to use their phone, or it’s unavailable when needed, your organisation could face liability issues.
When working on a strategy around lone working and compliance, a practical solution would be providing company-issued phones or dedicated lone worker devices for those employees who regularly work alone. This would standardise communication tools and ensure everyone has a reliable means of contacting someone in an emergency. Plus, this helps take the pressure off employees who might not want to use their personal devices for work.
Q: What are employers’ key obligations to ensure the safety of lone workers exposed to violence or aggression?
SH: Employers are legally required to protect their employees, including those working alone. This involves conducting thorough risk assessments, particularly in environments where workers may be exposed to violence or aggression. If you need help getting started with risk assessments, SoloProtect can provide a template for you. It’s also equally important to ensure that any incidents are properly documented.
Taking reasonable steps to reduce risks is crucial. This might include providing discreet safety devices, ensuring reliable communication, or offering training on de-escalation techniques. Documenting incidents not only helps with identifying patterns but also strengthens your risk assessments.
On the other hand, employees have a responsibility to inform their employer of anything that could enhance their safety, such as relevant health conditions. By fostering open communication and thorough reporting, you can ensure a safer working environment for all.
Q: How can employers ensure that risk assessments and safety procedures stay updated with evolving and changing work environments?
BG: Regularly reviewing risk assessments is crucial, especially as laws and work environments evolve. Employers should view risk assessments as dynamic documents that adapt to emerging risks—whether due to legal changes, shifts in workplace conditions, or societal issues, such as recent riots, or incidents. A risk assessment might need to be reviewed following an incident to ensure appropriate control measures are in place for the future. This proactive approach not only ensures compliance but also enhances the safety and wellbeing of employees.
The key is to anticipate future risks rather than just reacting to current ones. Employees are often the best sources for identifying the risks they face, so engaging with them regularly is essential, whether via manager check-ins, staff surveys or other employee engagement tools. Additionally, managers going out “on the job” can provide valuable insights and help ensure risks are accounted for, rather than relying on assumptions. To stay informed on legislative updates, sign up for industry newsletters – the HSE website is an important source of information and will be up to date with any significant changes that may impact your employees.
