Lone workers face higher risks due to reduced supervision, slower emergency response and increased vulnerability. Employers have a legal duty to assess and manage these risks under the Health and Safety at Work Act. Yet many organisations struggle to identify lone working hazards, especially when lone working happens unexpectedly.
This guide explains how to conduct a compliant lone working risk assessment, what hazards to consider, and how to implement effective controls. It is designed for HR teams, business owners, health and safety managers and duty holders who need clear, practical guidance.
Understanding Lone Working Risks and Legal Duties
What Lone Working Means in UK Health and Safety Law
Lone working refers to any situation where a worker carries out duties without direct supervision or without colleagues nearby who can assist in an emergency. This includes home workers, field staff, remote workers, and employees working alone in a fixed location.
Importantly, lone working is not limited to planned duties – it can arise unexpectedly. An employee working late at the office, arriving before others, or being left alone due to sickness, meetings or staggered breaks may temporarily become a lone worker.
The HSE expects employers to proactively identify where lone working occurs – including unplanned or occasional scenarios – and to assess associated risks.
Employer Legal Responsibilities for Lone Workers
Employers are legally required to provide a safe working environment for all staff, including lone workers. Under the Health and Safety at Work Act and the Management of Health and Safety at Work Regulations, employers must:
• Conduct suitable and sufficient lone working risk assessments.
• Identify hazards and implement proportionate control measures.
• Provide appropriate training, supervision and communication systems.
• Ensure lone workers can summon help and know emergency procedures.
Employers must demonstrate that risks have been considered and managed. Failure to do so may lead to enforcement action or liability if incidents occur.
Common Hazards Affecting Lone Workers
Lone workers are exposed to hazards that may be heightened by isolation. These include:
• Physical risks such as slips, trips, manual handling, machinery and equipment use.
• Violence, aggression, theft or personal security threats, especially for public-facing or community roles.
• Health risks such as sudden illness, medical emergencies, or stress from extended isolation.
• Environmental hazards such as poor lighting, extreme temperatures, remote locations or travel risks.
Identifying and assessing these hazards is essential for developing effective control measures.
How to Conduct a Lone Working Risk Assessment Step by Step
Step 1 – Identify Lone Working Activities and Workers
The first step is to determine who works alone, when and under what circumstances. This includes remote workers, home workers, off-site staff, field workers and employees who work out of hours.
Employers must also identify unplanned lone working, such as:
• Working late or early when the building is empty.
• Staff left alone while others attend lunch or meetings.
• Temporary isolation when colleagues leave unexpectedly.
A clear understanding of all lone working scenarios ensures the assessment covers real-life risks.
Step 2 – Identify the Hazards and Persons at Risk
Employers must review physical, environmental, psychological and situational hazards that lone workers may face.
This includes:
• Risks from tasks, equipment, locations or client interactions.
• Environmental hazards such as travel, weather or remote areas.
• Specific vulnerabilities including new starters, young workers, pregnant employees or those with health conditions.
A thorough hazard review forms the foundation of a compliant assessment.
Step 3 – Evaluate Risks and Implement Controls
Employers must analyse the likelihood and severity of identified hazards and introduce effective control measures. This may include eliminating unnecessary lone working where possible.
Controls may involve:
• Communication systems and supervision arrangements.
• Lone worker devices, alarms or check-in procedures.
• Task-based controls such as training, PPE or safe systems of work.
The hierarchy of controls should guide decisions: eliminate, reduce, isolate, control, inform, train and supervise.
Essential Control Measures for Lone Working Safety
Communication and Monitoring Systems
Effective communication is essential for lone worker safety. Employers may use:
• Mobile phones, radios or digital check-in systems.
• GPS-based apps or timed welfare checks.
• Clear escalation pathways if a worker misses a check-in.
Higher-risk environments require more robust monitoring systems.
Training, Competency and Behavioural Controls
Lone workers must be trained to identify hazards, conduct dynamic risk assessments and manage unexpected situations. Employers should ensure:
• Workers understand equipment use and personal safety procedures.
• Staff can apply emergency procedures confidently.
• Training reflects real-life lone working scenarios.
Emergency Procedures and Incident Response
Emergency planning must reflect the specific risks of lone working. Workers should know:
• How to summon help quickly and reliably.
• Who to contact and what to report.
• How to escalate concerns if communication fails.
Documented procedures support consistency and confidence.
Lone Working Equipment, Technology and Safety Tools
Personal Safety Devices and Alarms
Lone worker alarms, man-down devices and fall detection systems can provide immediate alerts to monitoring centres or supervisors. These devices are particularly important in high-risk or remote environments.
Environmental and Task-Specific Equipment
Depending on the work environment, lone workers may require:
• PPE for chemicals, noise, manual handling or extreme conditions.
• First aid kits or vehicle safety equipment.
• Tools designed to minimise physical strain.
Proper maintenance ensures equipment remains effective.
Technology for Monitoring and Reporting
Digital tools can support both workers and supervisors by providing:
• Real-time location data and automated alerts.
• Visit logging, travel routes and task completion data.
• Dashboards to monitor multiple lone workers simultaneously.
Common Lone Working Risk Assessment Mistakes to Avoid
Failing to Identify All Lone Working Scenarios
A frequent error is overlooking occasional or unplanned lone working, such as:
• Locking up or opening premises.
• Hybrid or home workers who spend long periods alone.
• Staff temporarily left alone due to sickness or meetings.
Employees should be involved in identifying these scenarios.
Inadequate Control Measures or Reliance on One System
Over-reliance on mobile phones or a single method of communication creates gaps in safety. Effective control strategies must combine:
• Training and supervision.
• Technology and communication systems.
• Thoughtful emergency and contingency planning.
Poor Documentation, Review and Follow-Up
Risk assessments must be reviewed regularly and updated after incidents, role changes or operational adjustments.
Incomplete documentation or failure to follow up on issues weakens legal compliance and increases organisational risk.
Reviewing, Monitoring and Updating Lone Working Procedures
Setting Review Frequencies and Audit Requirements
Review cycles should reflect the level of risk. High-risk roles require more frequent audits and welfare checks. Incident data should be used to refine and strengthen control measures.
Consulting Employees and Involving Safety Representatives
Lone workers should be encouraged to share insights about challenges and hazards. Safety representatives should be included in assessments, policy updates and reviews.
Recording and Reporting Lone Working Incidents
Employers must document:
• Incidents and near misses.
• Equipment failures or communication issues.
• Trends indicating recurring problems.
This information helps improve controls and demonstrate compliance.
How Kingfisher Professional Services Can Help with Lone Working Risk Assessment
We support organisations in building safe, compliant lone working arrangements by offering clear guidance, oversight and practical advice. While we do not conduct risk assessments for clients, we help employers understand what a suitable and sufficient assessment must include. Our services include:
- Expert advice on completing compliant lone working risk assessments and meeting HSE expectations.
- Oversight, tutoring and guidance to help managers and duty holders assess risks confidently and apply appropriate control measures.
- Support developing lone worker policies, procedures and safe systems of work tailored to organisational needs.
- Practical advice on communication systems, monitoring arrangements, equipment selection and emergency planning.
- Ongoing consultancy support for complex lone working scenarios, incident reviews and updates to existing arrangements.
Our consultants combine practical HR and safety expertise with strong knowledge of UK health and safety law and good practice. By partnering with Kingfisher, employers can strengthen compliance, improve staff safety and maintain confidence that lone working risks are being managed responsibly.
Conclusion
Lone working presents real and often underestimated risks, particularly because many instances arise unexpectedly rather than through planned job roles. Whether a worker is attending an off-site visit, locking up the premises, arriving early, or simply left alone when colleagues step out, these situations all require proper consideration. A thorough lone working risk assessment helps employers anticipate these scenarios, identify relevant hazards, and implement control measures that keep people safe. By taking a proactive approach and ensuring workers know how to respond when lone working becomes a reality, organisations create safer environments and reduce the likelihood of incidents.
Ongoing monitoring, regular reviews, and open communication with staff are essential to maintaining a compliant and effective lone working system. As work practices evolve, assessments and procedures must adapt to reflect new tasks, locations, technologies, and risks. Employers who invest in strong lone working arrangements not only meet their legal duties but also build trust, confidence, and reassurance among their workforce. With the right processes in place, and the right guidance when needed, lone working can be managed safely and responsibly.