Lone Working Guidance

INTRODUCTION

Lone workers are those who work by themselves without close or direct supervision. This definition will include:

1. People in fixed establishments where:
   • Only one person works on the premises e.g. small workshops, petrol stations, care home wardens/managers, kiosks;
   • People work separately from others e.g. factories, warehouses, leisure centres, fairgrounds, reception staff;
   • People who work outside normal hours e.g. cleaners, security, special or shift production, maintenance or repair staff, night porters, etc.
2. Mobile workers working away from any fixed base:
   • On construction, plant installation, maintenance and cleaning work, lift repairs, decorating, vehicle repair, etc.
   • Agricultural and forestry workers;
   • Service workers, e.g. rent collectors, postal staff, social workers, home helps, community nurses, estate agents, engineers and anyone visiting commercial or domestic premises alone.

CONTROL MEASURES

1. Produce a safe system of work for lone workers. The following points should be considered when devising a safe system of work or work procedure, where applicable.

1. Setting up the initial appointment when carrying out visits.
   • Obtain full details of the client as far as possible. Ensure that you have the correct address and telephone number. These should be authenticated prior to the visit. If you can speak to the client on the phone before visiting assess their attitude to "official visitors". If the client is known to other agencies ask them for information e.g. details of mental health or behavioural problems, history of assaults, use of weapons, use of non-prescribed drugs or other substances, use of alcohol to excess.
   • Try and visit during daylight hours and at a time suited to the client.
   • Also consider any special communication, religious, race or cultural issues that need to be taken into account to reduce the risk of offence or other difficulties.
2. Have a signing in/out system.
   • Office based workers should leave details of visits to be made including full addresses, phone numbers and routes to be taken. Instruct employees to notify the office of any changes. Workers based from home should have a base/contact person to give the information to. Where the worker is not visiting an 'address' the details of location/map reference should be given.
3. Record estimated time of return.
   • Employees should estimate their time of return. Decide on an action plan to be taken if the employee does not arrive back at the estimated time. Instruct employees to contact the office/contact person if they are unexpectedly held up or if they decide to go straight home. Partners or relatives may have to be briefed on emergency procedures where workers are based at home.
4. Means of communication or summoning help.
   • Employees that are away from their base all day or those that are visiting high-risk clients or areas, should be regularly contacted throughout the day at pre-arranged times. Employees should be provided with means of communicating e.g. mobile phones, pagers, radios or telephone cards. A password or code should be decided between the employee and contact person/office so the employee can discreetly summon help via the contact person without alerting the client. If the employee fails to make contact with the office/contact person or the employee can not be contacted then the action plan should be put into force.
   • Consideration should also be given to providing personal alarms.
5. Consider ways of informing employees of the locations of aggressive clients and their addresses.
   • Keep a register/log book or identify client's files to indicate that the client is potentially aggressive. Decide which method is best for your organisation but ensure that the information is kept updated and is available to all those employees that need to know. Data Protection rules will apply to client files held on computer systems. All incidents should be recorded even those that resulted in the employee feeling 'uncomfortable'.
   • Where clients are known to be aggressive it is strongly advised that the, visiting employee is accompanied by a colleague, or other appropriate professional person e.g. social worker/police officer.
6. Extra precautions may be needed for employees that collect/carry cash.
   • Keep cash to a minimum. Encourage payments to be made direct to a bank, etc. or for the client to pay at the office. Where cash is collected, arrange for regular deposits to the bank etc. or other safe area. Vary the routes and times when carrying cash but remember to inform the office route to be taken and any alterations.
7. Ensure that the employee is aware of precautions to be taken travelling to the place of work.
   • Vehicles should be parked safely and preferably not attract unwanted attention. If walking the route to the clients avoid subways, alleyways and lifts. Care should be taken on approaching properties if there are packs of dogs roaming. Also employees should be aware of areas where young persons, drunks etc. may 'loiter'.
8. Ensure that employees are aware of precautions to be taken when at the client's property or work location.
   • Care should be taken where pathways are overgrown, in poor condition; missing drain covers and badly lit. Once in the house always ensure there is a clear route to the door. The employee should be aware of broken glass and needles. If there are pets that appear to be excitable or aggressive, ask the client to remove from the room. Employees must be informed they should not place themselves at risk and if in doubt should immediately vacate the property.
   • If working outdoors, the employee should be aware of the terrain and weather conditions.

INFORMATION AND TRAINING FOR EMPLOYEES

All staff will require a knowledge and understanding of:

• Causes of violence
• How to assess persons from previous history
• How to recognise warning signs
• How to avoid confrontation
• Interpersonal skills and communication techniques
• Avoidance of aggressive attitudes, styles of dress and approaches
• Company procedures
• Defusing aggression or challenging behaviour
• Options for security
• Reporting procedures
• Physical measures

Staff with management functions will require additional training with a more in-depth knowledge of the above elements. Managers will require further training in recognising the need for counselling should any employee be subject to challenging or violent behaviour. Managers should be made aware of the needs to ensure that all records are maintained and are available for inspection at all times.

See also:

Lone Working Policy.

Lone Working Procedure.