Lone working: key risks for HR

Lone working has become a regular part of employment in the UK, from community carers and delivery drivers to remote workers.

As this way of working becomes more common, HR professionals face growing responsibilities in protecting employee safety, wellbeing, and compliance.

In this blog post, we’ll explore what lone working means, how it has evolved, the key challenges for employers, and practical steps on how to manage potential risks.

What is lone working?

The Health and Safety Executive (HSE) defines lone workers as those who perform their duties without close or direct supervision. This can include people who work by themselves for long periods or who operate away from their colleagues or managers.

Lone working isn’t limited to a single type of role or industry. It can include, but is not limited to:

• Delivery drivers completing routes alone
• Engineers or technicians visiting sites independently
• Care workers making solo visits to clients
• Warehouse staff or cleaners working outside standard team hours
• Security personnel monitoring premises alone
• Employees working remotely, whether from home or while travelling between sites

It’s important to note that lone working doesn’t always mean physical isolation. Employees may be part of a wider team but still carry out tasks on their own for much of the day.

This could be completing administrative work remotely, conducting inspections, or travelling between client locations.

A brief history of lone working

Lone working isn’t a new concept.

For decades, many roles have required employees to work independently. These workers often operated away from colleagues, relying on their own judgment and experience to stay safe and complete their tasks.

As technology developed, new types of lone working began to emerge. Mobile phones, laptops, and cloud-based systems made it easier for employees to work from different locations, often without needing to visit a central workplace. What was once limited to certain industries gradually spread into what were once solely office-based roles.

The COVID-19 pandemic accelerated this change. Home and hybrid working quickly became the norm for millions of people, transforming how organisations operate.

While this flexible approach to work brought benefits such as improved work–life balance and reduced commuting, it also created new challenges for HR, particularly around monitoring wellbeing, maintaining communication, and managing risk from a distance.

Modern HR teams now play a crucial role in balancing this flexibility with responsibility, creating systems that protect employees while allowing them the independence that modern work demands.

Legal duties for employers

Under the Management of Health and Safety at Work Regulations 1999, employers are legally required to assess and control the risks faced by anyone working alone.

This means understanding where hazards exist, putting safety measures in place, and ensuring that no employee is placed in a situation where the risks can’t be effectively managed.

Every organisation that employs lone workers must complete a written risk assessment. This must cover:

Hazard identification

The first step is to identify any risks linked to the job.

This could include physical hazards like working with machinery or travelling between sites, as well as environmental or social risks such as dealing with members of the public or working in isolated locations.

As each lone working role is different, assessments should reflect the specific tasks involved.

Control measures

Once risks are identified, employers should decide how to manage them.

This might involve providing additional training, setting up regular check-ins, ensuring employees have reliable communication methods, or limiting the types of work that can be done alone.

The goal is to make sure the employee can complete their role safely and confidently.

Emergency response

A key part of any risk assessment is planning what to do if something goes wrong.

Lone workers need to know who to contact in an emergency and how to raise the alarm if they can’t access help immediately.

This could include phone-based alerts, lone worker devices, or agreed check-in systems.

When lone working should be avoided

Lone working isn’t always suitable, and in some situations, it simply isn’t safe.

If a task involves risks that cannot be effectively controlled, such as heavy manual handling, working at height, or dealing with unpredictable members of the public, it should never be carried out alone.

In these circumstances, employers must prioritise the safety and wellbeing of their employees above convenience or productivity. Proper planning, supervision, and teamwork are essential to ensure everyone returns home safely.

If lone working is no longer appropriate for an office-based role, employers planning their staff’s return to the office should ensure it is carried out with safety and legal requirements in mind.

The key risks of lone working

While many lone workers carry out their roles safely every day, the absence of direct supervision can make even routine situations riskier. Understanding these risks is the first step to managing them effectively.

Health and safety risks

When employees work alone, there’s often no one immediately available to help if something goes wrong.

A minor accident or sudden illness can quickly become more serious if help is delayed. For example, a delivery driver involved in a road accident or a maintenance engineer injured on-site may not have immediate access to support.

There’s also an increased chance of employees taking shortcuts to complete tasks more quickly, particularly under time pressure, which can raise the risk of injury. In some environments, such as construction sites or remote areas, even a small incident can escalate rapidly without timely assistance.

Mental health and wellbeing

Isolation can have a significant impact on mental health. Working alone for long periods can lead to feelings of loneliness, stress, and disengagement, particularly for home-based employees who may have limited face-to-face contact with colleagues.

Without regular interaction or support, it can become difficult for lone workers to maintain motivation and a sense of connection to their team. Over time, this can contribute to reduced job satisfaction, burnout, or even mental health issues such as anxiety and depression.

Violence and harassment

Employees who deal directly with the public may face increased risks of aggression or harassment when working alone. This can include delivery drivers, care staff, housing officers, or security personnel who visit clients or unfamiliar sites.

The lack of nearby colleagues or witnesses can make these workers particularly vulnerable in volatile situations. Even verbal abuse or intimidation can have a lasting emotional impact, and the unpredictability of these encounters can lead to heightened stress and anxiety before, during, and after work.

Lack of oversight

Without day-to-day supervision, it can be harder for managers to monitor performance, ensure compliance with safety procedures, or spot early signs of stress or burnout. Even well-trained employees may develop unsafe habits if they don’t receive regular feedback or support.

This lack of visibility can also lead to risks being overlooked or underreported. Equipment faults, near misses, or unsafe conditions may go unnoticed for longer, increasing the likelihood of incidents occurring before corrective action is taken.

Practical steps for HR teams

Creating a safe and supportive environment for lone workers doesn’t have to be complicated. With the right policies, training, and communication in place, HR teams can significantly reduce risk while helping staff feel more connected and confident in their roles.

These practical steps can form the foundation of a strong lone working strategy.

Carry out tailored risk assessments

Start by conducting thorough risk assessments for each lone working role. As mentioned earlier, these should be tailored to the individual and their specific tasks, rather than taking a one-size-fits-all approach.

For example, a care worker visiting clients will face very different risks to a warehouse employee or a remote administrator. By identifying the unique challenges of each role, HR can implement relevant safety measures, from travel protocols to communication systems, that genuinely protect staff.

This is also an ideal opportunity for employers to update their occupational health policies and procedures.

Develop a clear lone working policy

A lone working policy is essential for setting expectations and keeping everyone informed. It should outline which tasks can be completed alone, how employees should check in, and what to do in an emergency.

Having a written policy not only supports compliance but also reassures employees that their safety is being taken seriously. Keep it simple, easy to follow, and regularly reviewed to ensure it remains up to date.

Train managers and employees

Training plays a vital role in maintaining a culture of safety. Lone workers should understand how to recognise risks, use safety tools, and report concerns, while managers should know how to monitor, support, and respond effectively.

Short refresher sessions or scenario-based discussions can help reinforce best practice and build confidence.

Leverage technology for communication and safety

Technology can make lone working safer and more manageable. Mobile apps, GPS trackers, and panic alarm devices allow employees to check in regularly or alert someone if they need help.

Even simple tools, like shared calendars or scheduled calls, can provide reassurance and accountability. What matters most is consistency: using reliable systems that all lone workers and managers are comfortable with.

Support mental health and wellbeing

Lone working can be isolating, so it’s important to make regular communication part of daily routines. Encourage line managers to check in often, not just about workload but about how employees are feeling.

Access to wellbeing initiatives, mental health resources, or employee assistance programmes can also make a big difference. These small but consistent actions show employees they’re valued and supported.

Build an ongoing culture of safety

Managing lone working risks isn’t a one-time exercise, it’s an ongoing commitment.

Management teams and employers should regularly seek feedback from employees about what’s working and what isn’t.

When safety becomes part of the everyday culture, employees are more likely to raise concerns early and follow the right processes without hesitation.

How Sapphire HR can help

We understand the challenges that come with managing lone working, from meeting legal requirements to maintaining employee wellbeing.

Our team work closely with businesses to put practical, effective measures in place that protect both people and productivity.

This includes helping them carry out risk assessments, develop clear lone working policies, provide training for managers and employees, and embed wellbeing initiatives to keep your lone workers connected and supported.

Through our flexible HR services, including HR On Demand and HR Unlimited, we can also provide tailored HR advice to help you stay compliant with lone working regulations.

Whether you need short-term support or an ongoing HR partnership, our team ensures your procedures, risk assessments, and employee communications meet both legal and best practice standards.

If you’d like to strengthen your approach to lone working, get in touch with our team to discuss how we can help you manage risks and create a safer, healthier workplace.