Lone Working Policy

[Provider Name] – Residential Care

Document Control
Document reference	[Insert document reference]
Version	1.0
Service type(s) this document applies to	RESIDENTIAL_CARE
Regulatory framework / standard	[Insert applicable regulatory framework or standard]
Author/Owner (role)	[Insert author/owner role]
Approved by (role)	Registered Manager
Date approved	[Insert date approved]
Next review date	[Insert next review date]
Distribution	All staff involved in residential care services

Scope: This policy applies to all persons we support and staff involved in the delivery of residential care services at [Provider Name], 1 Test Lane, London, SW1A 1AA. It covers lone working situations encountered within the residential care setting.
Not in scope: This policy does not apply to community-based or domiciliary care settings.

1. Purpose

The purpose of this Lone Working Policy is to establish a clear, robust framework that ensures the safety, wellbeing, and dignity of both the persons we support and staff when working alone within residential care settings. Lone working can present unique risks, including delayed assistance in emergencies, increased vulnerability to accidents, incidents of aggression, or health deterioration without immediate support. This policy recognises the legal duty under the Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations 1999 to proactively assess and mitigate these risks, ensuring that lone workers are not exposed to greater hazards than those working in teams or supervised environments.

In residential care, where persons we support may have complex needs, including physical disabilities, cognitive impairments, or behavioural challenges, the safety of lone workers directly impacts the quality and continuity of care. Good practice involves comprehensive risk assessments tailored to specific roles and settings, clear communication protocols, and accessible emergency response systems. This policy sets out the operational standards and procedures to enable staff to work confidently and safely alone, while maintaining the highest standards of care and safeguarding. It also supports compliance with CQC fundamental standards, including Regulation 12 (Safe Care and Treatment) and Regulation 18 (Staffing), by embedding risk management and support mechanisms into everyday practice.

This policy applies to all staff who may work alone within the residential care environment, including permanent, temporary, agency, and visiting professionals. It covers lone working situations both on-site and off-site where staff are responsible for the care or supervision of persons we support without immediate colleague presence. The policy ensures that all lone working activities are subject to thorough risk assessment, appropriate training, and ongoing monitoring to protect everyone involved.

Key operational objectives include:

• Minimising risks associated with lone working through systematic identification, assessment, and control measures.
• Ensuring staff understand their responsibilities and have access to support, communication tools, and emergency procedures.
• Maintaining clear records of risk assessments, incidents, and actions taken to safeguard staff and persons we support.
• Promoting a culture of safety, vigilance, and accountability in all lone working scenarios within residential care settings.

2. Scope & Applicability

This Lone Working Policy applies specifically to all staff engaged in the delivery of residential care services within the organisation’s regulated activities. It encompasses all individuals who provide direct or indirect care and support to persons we support in residential care settings, including care homes, supported living environments, and any other premises where residential care is provided. The policy recognises that lone working can occur both on-site within these residential settings and off-site during authorised activities related to the service, such as escorted outings or emergency response duties.

Lone working in residential care presents unique challenges and risks due to the nature of the environment and the vulnerability of persons we support. Staff working alone may face increased risks from accidents, sudden illness, aggression, or emergencies without immediate assistance. This policy therefore applies to any situation where a person is working without close or direct supervision or company for a significant period, regardless of the time of day or location within the residential care setting. It is essential that all staff, including permanent employees, temporary workers, agency or bank staff, and visiting professionals, understand when they are considered lone workers and the safeguards that must be in place to mitigate associated risks.

For the purposes of this policy, a lone worker is defined as any person who carries out their duties without another member of staff physically present and immediately available to provide assistance or support. This includes, but is not limited to:

• Staff working alone in communal or private areas of the residential care premises during shifts when staffing levels are reduced.
• Staff conducting one-to-one support or care activities in a person’s room or other isolated areas.
• Staff undertaking tasks outside normal team activities, such as medication rounds, cleaning, or maintenance checks, when no colleagues are nearby.
• Staff who are the sole member of staff on duty during night shifts or other periods of minimal staffing.
• Staff accompanying persons we support on external visits or appointments without additional staff present.

This policy does not apply to situations where staff work in teams or groups with immediate access to colleagues, except where a risk assessment identifies specific lone working risks within those contexts.

The policy’s applicability extends to all roles within the residential care setting that may involve lone working, including but not limited to:

• Care workers and support staff
• Registered nurses and healthcare professionals
• Domestic and housekeeping staff
• Maintenance and facilities personnel
• Visiting professionals authorised to work independently on site

By clearly defining the scope and applicability, this policy ensures that all relevant staff understand when lone working conditions apply and the organisational expectations for managing associated risks. This clarity supports compliance with the Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations 1999 (In force), which require employers to assess and control risks to lone workers to the same standard as other employees.

Summary of Scope and Applicability

Aspect	Details
Service Setting	All residential care environments operated by the organisation, including care homes and supported living premises.
Who is Covered	All staff delivering regulated residential care activities: permanent, temporary, agency, bank, and visiting professionals.
Definition of Lone Worker	Any staff member working without close or direct supervision or company for a significant period, on or off-site.
Typical Lone Working Situations	- Working alone on-site during reduced staffing periods - One-to-one care/support in isolated areas - Night shifts as sole staff member - Accompanying persons we support off-site without colleagues
Exclusions	Team-based working with immediate colleague availability, unless risk assessment indicates otherwise.

This section ensures that all staff and managers recognise the breadth of situations where lone working may occur in residential care and understand their responsibilities under this policy to maintain safety and compliance.

3. Legal & Regulatory Framework

Lone working in residential care settings is governed by a robust legal and regulatory framework designed to ensure the health, safety, and welfare of staff and the persons we support. The primary legislative foundation is the Health and Safety at Work etc. Act 1974 (In force), which places a general duty on employers to safeguard the health, safety and welfare of all employees and others affected by their work activities. This includes the specific risks associated with lone working, where staff may be more vulnerable due to the absence of immediate support or supervision. Failure to comply with these duties can lead to significant harm to staff and persons we support, as well as legal and reputational consequences for the organisation.

Complementing this, the Management of Health and Safety at Work Regulations 1999 (In force) require employers to carry out suitable and sufficient risk assessments, including those for lone working situations, and to implement appropriate control measures. In residential care, this means systematically identifying hazards related to lone working—such as aggression, medical emergencies, or environmental risks—and mitigating them through training, communication systems, and emergency protocols. The Care Quality Commission (CQC) regulatory framework (Regulator guidance) further reinforces these duties by requiring providers to ensure safe care and treatment (Regulation 12, Health and Social Care Act 2008 (Regulated Activities) Regulations 2014) and to maintain a safe working environment for staff. The CQC expects evidence of effective risk management and safeguarding practices specifically addressing lone working risks.

Good practice in this service setting involves integrating these legal requirements into everyday operational procedures, ensuring that all staff understand their responsibilities and have access to the necessary resources and support. This includes documented risk assessments tailored to lone working scenarios, clear escalation routes, and regular training updates. The organisation must also comply with the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013 (RIDDOR) (In force), reporting any serious incidents involving lone workers promptly to the Health and Safety Executive (HSE). Adherence to the National Institute for Health and Care Excellence (NICE) guidance on workplace health and safety (NG65, In force) supports the development of a culture that prioritises staff safety and wellbeing in lone working contexts.

Key Legislation, Regulations and Standards Governing Lone Working in Residential Care

Legislation / Guidance	Status	Key Requirements Relevant to Lone Working in Residential Care
Health and Safety at Work etc. Act 1974	In force	Employer duty to ensure health, safety and welfare of employees and others affected by work activities, including lone workers.
Management of Health and Safety at Work Regulations 1999	In force	Requirement for suitable and sufficient risk assessments, implementation of control measures, and provision of information and training.
Health and Social Care Act 2008 (Regulated Activities) Regulations 2014, Regulation 12 (Safe Care and Treatment)	Statutory guidance	Providers must assess and mitigate risks to persons we support and staff, including those arising from lone working.
Care Quality Commission (CQC) Fundamental Standards	Regulator guidance	Providers must maintain a safe environment and ensure staff are competent and supported to work safely alone.
Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013 (RIDDOR)	In force	Duty to report serious injuries or dangerous occurrences involving lone workers to the HSE within specified timescales.
NICE Guideline NG65: Workplace health: management practices	Good practice	Encourages organisations to develop effective risk management and support systems for lone workers to reduce harm and stress.

Operational Implications for Residential Care Providers

• Risk Assessment: The registered manager or delegated health and safety lead must ensure lone working risk assessments are completed for all roles and activities involving lone working. These assessments must be reviewed at least annually or following any incident.
• Training and Competency: All staff who may work alone must receive induction and refresher training on lone working risks, safe practices, and emergency procedures. Records of training must be maintained and available for inspection.
• Incident Reporting and Investigation: Any accident, injury, or near miss involving lone workers must be recorded in the incident log within 24 hours and reported to the registered manager. Serious incidents must be reported to the HSE under RIDDOR within 10 days.
• Supervision and Support: The organisation must provide appropriate supervision arrangements, including regular welfare checks and accessible communication devices, to ensure lone workers can summon help promptly.
• CQC Compliance Evidence: Documentation of risk assessments, training records, incident reports, and supervision logs must be readily available for CQC inspection to demonstrate compliance with Regulation 12 and related standards.

Worked Scenario

A care assistant working alone during a night shift in a residential care home experiences a sudden medical emergency. Because the organisation has implemented a lone working risk assessment, the assistant carries a personal alarm and has a mobile phone with direct contact to the on-call manager. The assistant uses the alarm to summon immediate assistance, and the incident is recorded and reported according to policy. This scenario illustrates the critical importance of risk assessment, communication tools, and clear reporting procedures to mitigate lone working risks effectively.

Common Pitfalls to Avoid

• Failing to conduct or update lone working risk assessments regularly.
• Inadequate training or failure to confirm staff understanding of lone working procedures.
• Lack of clear communication protocols or failure to provide emergency contact devices.
• Delayed or incomplete incident reporting, undermining regulatory compliance and risk management.
• Assuming lone working risks are negligible in residential care settings, leading to insufficient safeguards.

By adhering to this legal and regulatory framework, the organisation ensures that lone working is managed safely and compliantly, protecting both staff and persons we support from avoidable harm.

4. Risk Assessment and Decision-Making for Lone Working

Risk assessment is a fundamental process to ensure the safety and wellbeing of persons we support and staff engaged in lone working within residential care settings. The Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations 1999 (MHSWR) impose a legal duty on the organisation to identify and manage risks associated with lone working. Failure to adequately assess and mitigate these risks can lead to harm through accidents, sudden illness, aggression, or errors in care delivery, which may result in serious injury or regulatory non-compliance. A robust risk assessment process enables informed decision-making about when lone working is appropriate, and what controls must be implemented to reduce risks to as low as reasonably practicable.

In residential care, lone working can occur in various scenarios, such as staff working alone during night shifts, undertaking tasks in isolated areas of the premises, or providing care in one-to-one situations where immediate assistance is not available. Good practice requires that risk assessments are person-centred, context-specific, and regularly reviewed to reflect changes in the environment, staffing, or the needs of persons we support. The process must be collaborative, involving the lone worker, the registered manager, and health and safety personnel, ensuring that all foreseeable hazards are identified and that control measures are practical, effective, and understood by all relevant staff.

Criteria for Assessing Lone Working Risks

The risk assessment must consider the following factors to determine whether lone working is appropriate:

• Nature of the task: Is the task routine or complex? Does it involve physical handling, administration of medication, or emergency response?
• Environment: Are there isolated or poorly lit areas? Is there reliable communication equipment and emergency access?
• Person we support: Does the person have behaviours that may pose a risk, such as aggression or confusion? Are there known health conditions that may require immediate intervention?
• Staff competence and experience: Is the lone worker trained, experienced, and confident to manage the task and potential risks?
• Time of day: Are there increased risks during night shifts or outside normal hours?
• Availability of support: Is there a rapid means of summoning assistance if needed?

Step-by-Step Risk Assessment and Decision-Making Process

Step	Action	Responsible Role(s)	Records & Timescales
1	Identify all tasks and situations where lone working may occur within the residential care setting.	Registered Manager, Health & Safety Officer	Lone Working Risk Register; reviewed annually and after incidents.
2	Conduct a detailed risk assessment for each identified lone working scenario, considering the criteria above.	Registered Manager, Lone Worker, Health & Safety Officer	Completed Risk Assessment Form; signed and dated; reviewed at least annually or when circumstances change.
3	Determine whether lone working is appropriate or if alternative arrangements are necessary (e.g., paired working, supervision).	Registered Manager	Documented decision with rationale in Risk Assessment Form.
4	Identify and implement control measures to mitigate identified risks (see next section for examples).	Registered Manager, Health & Safety Officer, Lone Worker	Risk Assessment Action Plan with deadlines and responsible persons.
5	Communicate risk assessment outcomes and controls to all affected staff before lone working commences.	Registered Manager	Training records, staff briefings, and signed acknowledgements.
6	Monitor and review risk assessments regularly, especially after incidents, near misses, or changes in service user needs or environment.	Registered Manager, Health & Safety Officer	Review notes and updated Risk Assessment Forms within 7 days of any incident.

Controls to Mitigate Lone Working Risks

Controls must be tailored to the specific risks identified but may include:

• Provision of personal alarms or communication devices with GPS tracking.
• Scheduled welfare checks or buddy systems during lone working periods.
• Enhanced training on conflict resolution, emergency procedures, and use of equipment.
• Environmental modifications such as improved lighting, secure access, and CCTV coverage.
• Clear escalation protocols for emergencies, including immediate contact numbers for on-call managers and emergency services.

Worked Scenario

A care assistant is scheduled to provide one-to-one support to a person with a history of agitation during the evening shift when staffing is reduced. The registered manager conducts a risk assessment considering the person’s behaviour, the isolated location of the lounge, and the assistant’s experience. The assessment concludes that lone working is permissible only if the assistant carries a personal alarm, has a mobile phone with direct contact to the on-call manager, and welfare checks are conducted every 30 minutes. These controls are documented, communicated, and reviewed weekly.

Common Pitfalls to Avoid

• Assuming lone working is low risk without a formal assessment.
• Failing to involve the lone worker in the risk assessment process.
• Not updating risk assessments following changes in persons we support or environment.
• Inadequate communication of risk controls to staff.
• Over-reliance on lone working without appropriate emergency support mechanisms.

By embedding a systematic, evidence-based risk assessment and decision-making process, the organisation ensures compliance with statutory duties and promotes a culture of safety and vigilance in all residential care lone working scenarios.

5. Lone Working Procedures and Safe Practices

Lone working in residential care settings presents unique challenges that require robust, clear procedures to safeguard both the person we support and the staff member working alone. The absence of immediate colleagues means that staff must be equipped with effective communication tools, clear emergency response protocols, and practical safety measures to mitigate risks such as accidents, sudden illness, aggression, or environmental hazards. Failure to implement and adhere to these procedures can lead to delayed assistance, compromised care quality, and serious harm to staff or persons we support, which would also constitute a breach of the Health and Safety at Work Act 1974 and the Care Quality Commission’s fundamental standards (In force).

Good practice in residential care involves a systematic approach where lone workers are never isolated from support and oversight. This includes scheduled check-ins, accessible emergency escalation routes, and the use of technology such as personal alarms or mobile devices with GPS tracking. Staff must be trained to recognise hazards specific to lone working and empowered to take immediate action if they feel unsafe. These procedures must be documented, regularly rehearsed, and integrated into daily operational routines to ensure swift, confident responses in any situation.

Communication Protocols

• Pre-Shift Briefing: The registered manager or shift supervisor must brief lone workers on any known risks, the persons we support’s current status, and specific safety instructions before the start of their shift.
• Scheduled Check-Ins: Lone workers must make contact with a designated colleague or supervisor at agreed intervals (minimum every 60 minutes) via phone or radio. The designated contact logs each check-in in the Lone Worker Communication Record.
• Immediate Alert: If a lone worker fails to check in within 10 minutes of the scheduled time, the designated contact must attempt immediate phone contact. If unsuccessful, escalation procedures must be activated without delay.
• Use of Technology: All lone workers must carry a fully charged mobile phone or personal alarm device with GPS functionality. Devices must be tested at the start of each shift and recorded in the equipment log.

Emergency Response Plans

• Incident Identification: Lone workers must be trained to recognise signs of emergency, including sudden illness, aggressive behaviour from persons we support, or environmental hazards (e.g., fire, flood).
• Immediate Actions: In an emergency, the lone worker must:
  • Call emergency services (999) if required.
  • Use the personal alarm or panic button to alert on-site or off-site support.
  • Follow the organisation’s evacuation or lockdown procedures as applicable.
• Reporting: After an emergency, the lone worker must complete an Incident Report Form within 24 hours, detailing the event, actions taken, and any support required.
• Support Access: The registered manager must ensure that post-incident support, including debriefing and counselling, is offered promptly.

Use of Technology and Equipment

• Personal Alarm Devices: Issued to all lone workers, these must be worn visibly and tested daily. The device should have a direct link to the on-site control room or designated emergency contact.
• Mobile Phones: Must be kept on the person at all times during lone working shifts. Phones should have emergency numbers pre-programmed, including local emergency services, the registered manager, and safeguarding contacts.
• GPS Tracking: Where available, GPS tracking on mobile devices or dedicated lone worker safety apps must be activated to allow rapid location identification in emergencies.
• Safety Equipment: Depending on risk assessment, staff may be issued with additional protective equipment (e.g., personal protective equipment, first aid kits) and trained in their use.

Step-by-Step Lone Working Procedure Summary

Step	Action	Responsible Role	Record / Evidence	Timescale
1	Pre-shift briefing on risks and persons we support	Registered Manager / Shift Supervisor	Briefing log	Before shift start
2	Lone worker tests communication devices	Lone Worker	Equipment check log	Start of each shift
3	Lone worker conducts scheduled check-ins	Lone Worker / Designated Contact	Lone Worker Communication Record	Every 60 minutes
4	Failure to check-in triggers escalation	Designated Contact	Escalation log	Within 10 minutes of missed check-in
5	Emergency response initiated if required	Lone Worker	Incident Report Form	Immediately; report within 24 hours
6	Post-incident support offered	Registered Manager	Support records	Within 24 hours of incident

Worked Scenario

A lone care worker is supporting a person who becomes suddenly aggressive. The worker uses their personal alarm to alert the on-site supervisor and immediately calls 999. The supervisor contacts the registered manager and arranges for additional staff to attend. The lone worker safely removes themselves from the situation following training protocols. An incident report is completed within 24 hours, and the worker receives a debrief and counselling support the next day.

Common Pitfalls to Avoid

• Neglecting to carry or test communication devices before lone working shifts.
• Failing to adhere to scheduled check-in times, causing delayed emergency responses.
• Underestimating risks related to persons we support’s behaviour or environmental hazards.
• Inadequate documentation of incidents or communication logs, leading to regulatory non-compliance.
• Lack of refresher training on emergency procedures and use of safety equipment.

By rigorously following these procedures and safe practices, the organisation ensures compliance with statutory duties and promotes a culture of safety and support for all lone workers in residential care settings.

6. Safeguards and Support Measures

Safeguards and support measures are essential to protect persons we support and staff who work alone in residential care settings. Lone working inherently increases the risk of harm due to the absence of immediate assistance in emergencies, potential exposure to aggression, or sudden illness. The organisation has a legal duty under the Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations 1999 to ensure that lone workers are not placed at greater risk than others. Effective safeguards reduce these risks by providing clear systems of communication, supervision, and support tailored to the unique challenges of residential care environments.

Good practice in residential care requires a multi-layered approach to safeguarding lone workers. This includes comprehensive training that equips staff with the skills to identify and manage risks, robust supervision arrangements that provide oversight without undermining autonomy, and reliable check-in systems to confirm staff safety at agreed intervals. Access to immediate support—whether through on-site colleagues, management, or emergency services—is critical. These measures must be documented, regularly reviewed, and embedded into everyday working practices to ensure compliance with regulatory expectations and to foster a culture of safety and confidence among lone workers.

Training

• All staff identified as lone workers must complete mandatory lone working training within their induction period and refresher training annually.
• Training content includes risk awareness, personal safety techniques, communication protocols, use of emergency equipment (e.g., personal alarms), and reporting procedures.
• Training records must be maintained by the Registered Manager and be available for inspection.

Supervision Arrangements

• Line managers or designated supervisors must conduct formal supervision meetings at least monthly with lone workers to discuss any concerns, incidents, or changes in risk.
• Informal daily check-ins should be established, either face-to-face or via telephone, especially for staff working outside normal hours or in isolated areas of the residential care setting.
• Supervision records must be signed by both parties and retained securely for a minimum of 12 months.

Check-In Systems

• A documented check-in procedure must be in place for all lone workers, specifying frequency and method (e.g., telephone call, text message, electronic monitoring device).
• The system must include a clear escalation protocol if a check-in is missed, with immediate notification to the Registered Manager or on-call senior staff.
• Records of all check-ins and any missed contacts must be logged in the Lone Working Register, maintained daily and reviewed weekly by the Registered Manager.

Access to Support

• Lone workers must have immediate access to a reliable means of communication (e.g., mobile phone, two-way radio) at all times during their shift.
• Personal safety devices such as panic alarms or GPS trackers should be provided where risk assessments identify their necessity.
• The organisation must ensure that emergency contact numbers, including local police, ambulance services, and internal escalation contacts, are readily available to all lone workers.
• Psychological support and counselling services must be accessible to staff following any incident or near-miss involving lone working.

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Summary Table of Safeguards and Support Measures

Safeguard/Support Measure	Description	Responsible Role	Record / Evidence	Frequency / Timescale
Lone Working Training	Mandatory training on risks, safety, communication	Training Coordinator / Registered Manager	Training records	Induction + Annual refresher
Supervision Meetings	Formal and informal oversight of lone workers	Line Manager / Supervisor	Supervision records	Monthly formal; daily informal
Check-In Procedure	Scheduled safety contacts with escalation	Lone Worker / Supervisor	Lone Working Register	Per shift; immediate escalation if missed
Communication Equipment	Mobile phones, radios, alarms	Registered Manager / Procurement	Equipment issue logs	Issued before lone working shifts
Emergency Contacts	Access to emergency numbers and escalation	Registered Manager	Contact lists available on-site	Reviewed quarterly
Psychological Support	Access to counselling post-incident	HR / Occupational Health	Referral records	As needed following incidents

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Worked Scenario

A care assistant is scheduled to work alone overnight in a residential care unit. Before the shift, the Registered Manager confirms the lone working risk assessment is up to date and issues a personal alarm and mobile phone. The care assistant receives a check-in call every two hours from the supervisor. At one check-in, the care assistant does not respond. The supervisor immediately follows the escalation protocol, contacting the on-call manager who attends the unit promptly. The care assistant is found safe but distressed after a minor fall. An incident report is completed, and the care assistant is offered counselling through occupational health.

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Common Pitfalls to Avoid

• Failure to maintain or follow the check-in schedule, leaving lone workers unsupported.
• Inadequate training that does not address the specific risks of lone working in residential care.
• Lack of clear escalation procedures resulting in delayed responses to missed check-ins.
• Insufficient communication equipment or failure to ensure devices are charged and operational.
• Neglecting psychological support needs after stressful or traumatic lone working incidents.

By rigorously implementing these safeguards and support measures, the organisation ensures compliance with regulatory requirements and promotes a safe working environment for all lone workers in residential care.

7. Roles & Responsibilities

Effective implementation of the Lone Working Policy in residential care settings requires clear delineation of roles and responsibilities at every organisational level. This ensures that the health, safety, and welfare of all persons we support and staff are prioritised, risks are proactively managed, and compliance with legal and regulatory frameworks such as the Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations 1999 is maintained. Failure to assign and uphold these responsibilities can lead to increased incidents of harm, regulatory non-compliance, and reputational damage.

Good practice in residential care involves a collaborative approach where all staff understand their individual duties, managers provide robust oversight and support, and senior leaders embed a culture of safety and continuous improvement. This includes regular risk assessments, training, supervision, and clear communication channels for reporting concerns or incidents related to lone working. The roles outlined below specify who is accountable for what, the records they must maintain, and the timescales for key actions, ensuring a comprehensive and auditable framework.

All Staff

• Duty: Follow all lone working procedures as set out in this policy to maintain personal safety and the safety of persons we support.
• Actions:
  • Complete mandatory lone working training within one month of induction and refresher training annually.
  • Conduct personal risk assessments before lone working tasks and report any new or increased risks immediately to their line manager.
  • Use all provided safety equipment and communication devices (e.g., personal alarms, mobile phones) as instructed.
  • Record all lone working activities and any incidents or near misses in the Lone Working Log within 24 hours.
• Records: Training completion certificates; Lone Working Log entries; Incident reports.
• Escalation: Immediately report any emergencies or safety concerns to the on-duty manager or designated emergency contact.

Line Managers / Supervisors

• Duty: Ensure safe lone working practices are implemented and monitored within their teams, providing support and guidance.
• Actions:
  • Conduct and document formal lone working risk assessments for all roles involving lone working at least annually and whenever there is a significant change in circumstances.
  • Review and approve individual lone working plans with staff before lone working commences.
  • Monitor compliance with lone working procedures through regular supervision meetings (minimum monthly) and spot checks.
  • Investigate and record all reported incidents or near misses related to lone working within 48 hours, implementing corrective actions promptly.
  • Ensure all staff have access to appropriate safety equipment and communication tools.
• Records: Risk assessment documents; Lone Working Plans; Supervision records; Incident investigation reports.
• Escalation: Report serious incidents or unresolved risks to the Registered Manager within 24 hours.

Registered Manager

• Duty: Provide overall operational leadership for lone working safety within the residential care service, ensuring policy adherence and continuous improvement.
• Actions:
  • Oversee the development, review, and dissemination of the Lone Working Policy and related procedures at least annually.
  • Ensure adequate resources are allocated for lone working safety measures, including training, equipment, and staffing levels.
  • Analyse lone working incident trends quarterly and report findings with improvement plans to the Nominated Individual.
  • Facilitate multi-agency liaison where lone working risks intersect with safeguarding or external health and safety concerns.
  • Maintain the central Lone Working Register and ensure all risk assessments, plans, and incident records are complete and accessible for inspection.
• Records: Policy review records; Resource allocation documentation; Quarterly incident analysis reports; Lone Working Register.
• Escalation: Escalate unresolved or systemic lone working risks to the Nominated Individual and external regulators as required within 48 hours.

Nominated Individual / Senior Leadership

• Duty: Provide strategic oversight and governance of lone working safety, ensuring compliance with statutory duties and regulatory expectations.
• Actions:
  • Approve the Lone Working Policy and any significant amendments.
  • Review quarterly reports from the Registered Manager and ensure appropriate organisational responses to identified risks.
  • Ensure the organisation’s health and safety management system integrates lone working risk controls effectively.
  • Liaise with external regulators (e.g., CQC) and commissioners regarding lone working compliance and incident reporting.
  • Champion a culture of safety and accountability across all levels of the organisation.
• Records: Policy approval records; Board meeting minutes referencing lone working; Regulatory correspondence.
• Escalation: Take immediate action on critical lone working risks or incidents that threaten service delivery or safety standards.

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Worked Scenario

A care assistant is scheduled to work alone in a residential unit during a night shift. Before starting, the line manager reviews the lone working risk assessment and confirms the care assistant’s lone working plan, including communication check-ins every hour via radio. During the shift, the care assistant experiences a fall but is able to use their personal alarm to summon help immediately. The incident is reported to the line manager within 30 minutes, documented in the incident log, and escalated to the Registered Manager. The Registered Manager initiates a review of the risk assessment and arranges additional training and equipment to prevent recurrence.

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Common Pitfalls

• Staff failing to complete or update lone working risk assessments when circumstances change.
• Managers not conducting regular supervision or spot checks to verify compliance.
• Delays in reporting incidents or near misses, hindering timely investigation and learning.
• Insufficient provision or maintenance of communication devices and personal alarms.
• Lack of clarity in escalation routes leading to unresolved risks.

By clearly defining and embedding these roles and responsibilities, the organisation ensures a robust framework that protects persons we support and staff, meets regulatory expectations, and fosters a safe working environment in residential care settings.

8. Monitoring, Audit & Review

Effective monitoring, auditing, and periodic review of the Lone Working Policy are essential to ensure ongoing compliance with legal and regulatory requirements, to safeguard the health and safety of persons we support and staff, and to continuously improve risk management practices. In the residential care setting, where staff may occasionally work alone during specific tasks or shifts, robust oversight mechanisms help identify gaps in training, communication, or equipment that could expose lone workers to avoidable risks. Failure to monitor and review this policy adequately can lead to increased incidents of harm, regulatory non-compliance, and reputational damage.

Good practice in monitoring involves systematic collection and analysis of data related to lone working incidents, near misses, and staff feedback. Audits should verify that risk assessments are current and that control measures are implemented consistently. The review process must be scheduled, documented, and involve key stakeholders including the Registered Manager, Health and Safety Lead, and the Nominated Individual. This ensures the policy remains aligned with evolving legislation, best practice guidance such as NICE QS 15 (In force), and operational realities within the residential care environment.

Monitoring and Audit Processes

• Incident Reporting and Analysis

  • All lone working incidents and near misses must be reported immediately to the Registered Manager using the organisation’s incident reporting system.
  • Reports must include date, time, location, persons involved, description of the event, and any immediate actions taken.
  • The Health and Safety Lead will review all reports within 48 hours to identify trends or recurring issues.
  • A quarterly incident summary report will be prepared by the Health and Safety Lead and presented to the Quality and Safety Committee for review.

• Routine Audits

  • The Registered Manager will conduct monthly audits of lone working risk assessments and control measures, checking for completeness, currency (no older than 12 months), and staff adherence.
  • Audits will include spot checks on lone workers’ communication devices, personal safety equipment, and adherence to check-in procedures.
  • Findings and any required corrective actions must be documented in the audit log and addressed within 14 calendar days.

• Staff Feedback and Supervision

  • Supervisors must discuss lone working safety during monthly one-to-one supervision sessions, recording any concerns or suggestions raised by staff.
  • An annual anonymous staff survey will include questions on lone working safety and support, with results analysed by the Registered Manager and Health and Safety Lead.

Policy Review Schedule and Responsibilities

Activity	Responsible Role	Frequency / Deadline	Records / Evidence Required
Incident report review	Health and Safety Lead	Within 48 hours of incident	Incident report forms, review notes
Monthly risk assessment audit	Registered Manager	Monthly	Audit logs, corrective action records
Quarterly incident summary	Health and Safety Lead	Quarterly	Summary reports, Quality and Safety Committee minutes
Staff supervision discussions	Supervisors	Monthly	Supervision records, action plans
Annual staff survey	Registered Manager	Annually (by [insert month])	Survey results, analysis report
Full policy review and update	Nominated Individual & Registered Manager	Annually or sooner if legislation changes	Reviewed policy document, version control records

Escalation and Continuous Improvement

• Any serious incident involving lone working that results in injury or significant risk must be escalated immediately to the Nominated Individual and reported to the Care Quality Commission (CQC) within statutory timescales (e.g., within 24 hours for serious incidents).
• Lessons learned from audits, incidents, and staff feedback must inform updates to training, risk assessments, and procedural guidance.
• Common pitfalls to avoid include delayed incident reporting, incomplete risk assessments, and failure to act on audit findings, all of which undermine the effectiveness of the policy and increase risk exposure.

Worked Scenario

A care assistant working a late shift alone in a residential unit experiences verbal aggression from a person we support. The assistant follows lone working procedures by immediately using their personal alarm and contacting the on-call supervisor. The incident is reported within the same shift via the incident reporting system. The Health and Safety Lead reviews the report within 48 hours, identifies a pattern of similar incidents during late shifts, and recommends additional staff presence or enhanced training. This triggers a review of risk assessments and a policy update communicated to all staff within two weeks.

This systematic approach to monitoring, audit, and review ensures that lone working risks are proactively managed, staff feel supported, and the organisation remains compliant with its statutory duties under the Health and Safety at Work Act 1974 and related regulations.

9. References and Live Links

This policy is grounded in a robust framework of current legislation, statutory guidance, and recognised best practice standards that collectively ensure the safety and welfare of lone workers within residential care settings. Compliance with these authoritative sources is essential to meet legal duties, mitigate risks associated with lone working, and provide a safe environment for both staff and persons we support. Failure to adhere to these requirements can result in regulatory enforcement action, harm to individuals, and reputational damage to the organisation.

Good practice in lone working within residential care involves systematic risk assessment, clear procedural safeguards, and ongoing staff training aligned with these references. The Care Quality Commission (CQC) expects evidence of adherence to relevant health and safety legislation, safeguarding duties, and workforce management standards. This section lists the key legislation, regulations, and guidance documents that underpin this policy, including issuing bodies, status, and direct URLs or placeholders for verification and further reference.

Reference Title	Issuing Body	Status	URL / Live Link
Health and Safety at Work etc. Act 1974	UK Parliament	In force (Primary legislation)	https://www.legislation.gov.uk/ukpga/1974/37
Management of Health and Safety at Work Regulations 1999	UK Parliament	In force (Regulations)	https://www.legislation.gov.uk/uksi/1999/3242/contents/made
The Health and Safety (First-Aid) Regulations 1981	UK Parliament	In force (Regulations)	https://www.legislation.gov.uk/uksi/1981/917/contents/made
The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR) 2013	UK Parliament	In force (Regulations)	https://www.legislation.gov.uk/uksi/2013/1471/contents/made
The Care Act 2014	UK Parliament	In force (Primary legislation)	https://www.legislation.gov.uk/ukpga/2014/23/contents/enacted
Care Quality Commission (CQC) Fundamental Standards	CQC	Regulator guidance	https://www.cqc.org.uk/guidance-providers/regulations-enforcement/regulations-service-providers-managers
NICE Guideline NG54: Workplace health: management practices	National Institute for Health and Care Excellence (NICE)	In force (Guidance)	https://www.nice.org.uk/guidance/ng54
NICE Quality Standard QS180: Workplace health	National Institute for Health and Care Excellence (NICE)	In force (Quality standard)	https://www.nice.org.uk/guidance/qs180
UKHSA (UK Health Security Agency) – Health and Safety in Care Homes	UKHSA	Good practice guidance	[Insert local UKHSA care home health and safety guidance URL]
Safeguarding Adults: Multi-Agency Policy and Procedures	Local Safeguarding Adults Board (LSAB)	Statutory guidance	[Insert local LSAB safeguarding adults policy URL]
Mental Capacity Act 2005	UK Parliament	In force (Primary legislation)	https://www.legislation.gov.uk/ukpga/2005/9/contents
The Equality Act 2010	UK Parliament	In force (Primary legislation)	https://www.legislation.gov.uk/ukpga/2010/15/contents

Providers must ensure that all staff have access to and understand the implications of these references as they relate to lone working. The organisation’s training records, risk assessments, incident logs, and supervision records should demonstrate ongoing compliance with these frameworks. Where local or regional variations exist (e.g., safeguarding procedures), the relevant local authority or safeguarding board’s current policies must be incorporated and referenced accordingly.

For any updates or changes to legislation or guidance, the organisation’s compliance lead or nominated individual will maintain a live register of documents and update this policy at least annually or sooner if required by regulatory changes. Staff should be notified promptly of any significant amendments affecting lone working practices.