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Lone working is more common than many employers realise. The Health and Safety Executive (HSE) defines a lone worker as "someone who works by themselves without close or direct supervision". This can include employees working from home, travelling between sites, working out of hours, or carrying out tasks in isolation.

While lone working is not inherently unsafe, it does introduce additional risks. Without immediate support, incidents such as accidents, medical emergencies or confrontations can escalate more quickly and have more serious consequences.

Employers have a duty to manage these risks the same way as any other workplace hazard. However, it can be more challenging where the employer does not have full control over the environment.

In this article, we outline what lone working involves, where the risks arise, and the practical steps employers can take to ensure lone workers remain safe and supported.

What is lone working?

The HSE defines lone working as working by oneself without close or direct supervision.

This does not necessarily mean working in complete isolation. It can apply in a wide range of everyday situations.

Examples of lone working include:

 

• Employees working from home
• Early starters or late finishers in otherwise occupied workplaces
• Staff travelling between sites or working off-site
• Security personnel, cleaners or maintenance staff working out of hours
• Delivery drivers, engineers or health workers
• Retail workers employed in round-the-clock environments, such as petrol stations
• Employees working alone in a specific area or part of a building

As these examples show, lone working can occur in a wide range of roles and environments, often as part of normal day-to-day operations. 

Why lone working increases risk

Lone working can increase risk where appropriate controls are not in place.

The key issue is the absence of immediate support. If something goes wrong, there may be no one nearby to assist, respond, or raise the alarm.

This can lead to delayed responses in situations such as accidents, sudden illness, or equipment failure. What might otherwise be a minor incident can become more serious if help is not available quickly.

Lone workers may also face increased exposure to external risks, depending on the nature of their role. This can include interaction with members of the public, working in unfamiliar or remote locations, or travelling as part of their job.

In some cases, this may increase the risk of confrontation, injury, or work-related road incidents.

There may also be an elevated risk of stress or feelings of isolation, particularly where lone working is frequent or prolonged, and where there is limited contact with colleagues or supervisors.

These factors mean that lone working requires careful consideration. Employers must ensure that risks are identified and managed appropriately, rather than assuming that everyday tasks remain low risk when carried out alone.

What are employers’ legal responsibilities for lone working?

Employers have a duty of care under the Health and Safety at Work etc. Act 1974 to ensure, so far as is reasonably practicable, the health, safety and welfare of their employees. This duty applies equally to lone workers.

Lone workers are not treated as a separate category under the law. However, the risks associated with lone working must be considered as part of the employer's overall approach to health and safety.

This means tasks that may be low risk in a supervised environment could present a greater risk when carried out alone.

Employers must therefore identify any hazards associated with lone working, assess the level of risk, and implement appropriate control measures. This may include considering the individual, the task being carried out, and the working environment.

In practice, this means ensuring that lone working arrangements are planned, monitored, and reviewed on a regular basis.

Common risks to lone workers

The risks associated with lone working will vary depending on the role, environment, and individual.

However, some common risks include:

Accidents or medical emergencies
Without immediate support, incidents such as slips, trips, falls, or sudden illness may go unnoticed, leading to delayed assistance.

Violence or confrontation
Lone workers who interact with the public may be more vulnerable to verbal abuse, threatening behaviour, or physical assault.

Mental health and isolation
Working alone for extended periods can lead to feelings of isolation, increased stress, and reduced well-being, particularly where there is limited contact with colleagues.

Fatigue
Lone workers may be more likely to work longer hours without breaks or oversight, increasing the risk of tiredness and reduced concentration.

Communication issues
Poor or unreliable communication systems can make it difficult for lone workers to seek help or report concerns when needed.

Identifying which of these risks apply is a key step in ensuring that appropriate control measures are put in place.

How to manage lone working risks

Managing lone working risks does not require complex systems, but it does call for a structured and consistent approach.

The following measures should form the foundation of any lone working arrangements:

Risk assessment

A suitable and sufficient risk assessment must be carried out before any lone working takes place. This should consider the nature of the task, the working environment, and the individual carrying out the work, including whether the person is medically suitable to work alone.

Particular attention should be given to higher-risk activities, including those involving manual handling, interaction with the public, or work in isolated or unfamiliar locations.

Communication and monitoring

Employers should ensure that lone workers have reliable means of communication at all times. This may include mobile phones, radios, or dedicated lone worker devices.

Regular check-in arrangements should be established, with clear escalation procedures in place if contact is lost or a concern is raised. The level of monitoring should be proportionate to the level of risk.

It is also important to monitor the well-being of lone workers, especially those who spend long periods alone on the job. It may be necessary to adapt the work to allow for any specific health needs.

Training and support

Lone workers must be provided with appropriate training and information to carry out their role safely. This includes understanding the risks associated with working alone, how to respond to incidents, and when to stop work and seek assistance.

Employees should also know how to report concerns and feel confident that these will be taken seriously.

Emergency procedures

Clear emergency procedures must be in place and communicated to all lone workers. This should include how to raise the alarm, who to contact, and what action to take in different scenarios.

A lone worker risk assessment may indicate, for example, that lone workers should carry first aid equipment, receive first aid training and have access to adequate first aid facilities.

Employers should also consider how assistance will be provided if a lone worker is unable or fails to respond, for example through missed check-ins or welfare checks.

By taking these steps, employers can ensure that lone working is properly planned, monitored and managed, rather than left to chance.

Practical steps employers can take to protect lone workers

There are a number of straightforward measures employers can introduce to help improve the safety of lone workers:

Check-in systems
Establishing regular check-in and check-out procedures so that lone workers confirm their status at agreed intervals.

Buddy systems
Pairing lone workers with a colleague who is responsible for maintaining contact and raising the alarm if communication is lost.

Clear escalation routes
Ensuring there are defined procedures for responding to missed check-ins or emergencies, including who should be contacted and when.

Safe working procedures
Developing clear guidelines for carrying out tasks safely when working alone, including when work should not be undertaken without supervision.

These measures do not need to be complex, but to be effective they should be clearly communicated and consistently applied.

Conclusion: Managing lone working safely

Lone working is often overlooked, particularly in environments where it is not immediately obvious.

However, as this article highlights, many organisations will have employees who work alone at some point, whether regularly or occasionally.

While lone working does not automatically create risk, it does require careful consideration. Employers must ensure that appropriate measures are in place to identify hazards, support employees, and respond effectively if something goes wrong.

In most cases, managing lone working risks does not require complex solutions. Clear communication, proportionate risk assessment, and practical procedures can make a significant difference.

In our next article, we will look specifically at lone working in office environments, where risks may be less visible but still require a structured approach.

In the meantime, further guidance on lone working is available from the HSE, including practical advice for employers on identifying and managing risks, types of high-risk work that are unsuitable for lone working, how to train, supervise and monitor lone workers, and how to recognise signs of stress in the workplace.