Lone Working Guidance and Policy

The Purpose Of This Document

This document is intended to provide guidance for all members of staff who are involved with lone working activities and to help focus on the specific problems associated with lone working. It should be read in conjunction with the Council’s Lone Working Policy which states the Council’s commitment to the health and safety of its employees and gives details of the roles and responsibilities of individual officers.

The document will assist in determining what measures should be taken to comply with the duties identified under the relevant statutory provisions. The hazards presented by lone working will be identified by risk assessment and will enable action to be taken to eliminate or reduce those risks to the lowest, reasonably practicable level.

What Are Employers Required To Do?

Section 2 (1) of the Health & Safety At Work Act 1974 states that, “It shall be the duty of every employer to ensure so far as is reasonably practicable, the health, safety and welfare at work of all his employees.”

The Management of Health and Safety at Work Regulations 1992Reg. 3 requires that,

“Every employer makes a suitable and sufficient assessment of the risks to the health & safety of his employees to which they are exposed whilst at work.”

Lone working may include two or more people working together away from their normal operating base. Employers have the same duty of care for lone workers as they have for all other employees under their responsibility and must ensure that safe systems of work are followed.

It will therefore be necessary to:

• Identify those who carry out lone working tasks;
• Identify the hazards and risks arising from the work;
• Ensure that these risks are either eliminated or minimised as far as is reasonably practicable and decide whether any additional precautions are required;

• Establish a system which will alert staff should an employee fail to attend a meeting, an appointment, or fail to return from an external visit. This system should assist in re-establishing the location of any member of staff;

• Issue written procedures outlining the system;
• Record all incidents of violence1, threats and abuse etc. and ensure that this information is provided to any employee who may have need of it;

• Continue to monitor staff/customer relationships and the conditions under which staff are expected to operate.

If it is thought not to be safe for work to be carried out by one person, arrangements must be made to alter the current procedures. This may include using two people, operating a back-up system or even considering whether to provide the service at all.

What Are Employees Required To Do?

All employees have certain responsibilities under Health and Safety at Work Act 1974. They include taking reasonable care of themselves and others who may be affected by their work to co-operate with their employer as necessary to allow that employers to comply with any statutory regulation placed upon him.

Who Is A Lone Worker?

A lone worker is someone who, during the course of their duties, may have to work by themselves, and/or without close supervision, immediate support and the normal accompanying facilities. Examples of lone workers are:

People working in fixed establishments:

• Those working on their own in premises;
• In small workshops;
• Meals on wheels staff.

Those who work separately from others such as:

• Those in leisure centres;
• Those carrying out interviews.

Those working outside normal office hours such as:

• Cleaners;
• Maintenance staff visiting Council homes.

Mobile workers working away from their base:

• Projects and constructions related workers;
• Environmental health officers;
• Rent collectors;
• Planning inspectors;
• Housing and benefits staff;
• Pest control workers;
• Those who drive while on Council business;
• Ground maintenance staff.

Consider The Individual

Each member of the staff will have their own individual personality, attitudes, experience, learning ability and skills levels and may be more or less effective in defusing a difficult situation. They will also display different reactions to different situations.

Attitudes

Attitudes will affect customer’s reactions as they will pick up any negative responses as well as the positive ones. These differences must be recognised and the following may need to be taken into account:

• Individual abilities;
• Staff attitudes;
• Training requirements;
• Personalities;
• Age & maturity
• Experience and level of skill;
• Ability to communicate;
• Customer attitudes;
• Motivation;
• Any special needs.

What Is A Risk Assessment?

Risk assessment can be defined as:

“an identification of the hazards present and an estimation of the extent of the risks involved, taking into account whatever precautions are already in use”. It is essentially a four-stage process:”

1. Identification of all the hazards;
2. Evaluation of the risks;
3. Measures to control those risks;
4. Recording.

Safe Working Arrangements For Lone Workers

Measures should take account of the additional hazards to which these workers are exposed and all aspects of their work examined. Once the hazards and risks are identified measures can then be devised to eliminate or minimise them.

What Factors Should Be Considered?

• Visits to isolated and rural locations;
• The purpose of the visit and the people who are being visited;
• The effect of any adverse weather conditions;
• Late night use of public transport;
• Late night meetings within the District;
• Possible aggressive behaviour by members of the public etc. which may be due to;
  Alcohol/drugs;
  A mental condition;
  Frustration or dissatisfaction by a customer or a relative
• Attack by animals;
• Threats both with and without weapons;
• Verbal abuse and its effect on staff;
• Late night call-outs;
• Entering into unknown circumstances, e.g. house visits;
• Visits to areas of public entertainment;
• Driving;
  In poor weather;
  Under pressure;
  When tired.

A situation containing one or more of these items could quickly escalate.

Supervision Of Lone Workers

Although lone workers cannot be under constant supervision it is still the manager’s responsibility to ensure that safe working practices are operated which will minimise the risk to staff.

Lone workers need to be aware of the risks associated with their work and what precautions to take. Clear procedures are to be established which detail actions they should and should not take when working alone. These procedures should also provide guidance on how to behave in difficult or unusual circumstances.

The extent of any supervision will depend much upon the risks, and the knowledge, skills and abilities of individual staff. The manager, using the risk assessment, should determine the extent of supervision and it should not be left to an individual to decide. These employees should be given all relevant information for their work.

Special attention should be given to:

• Employees who are new to the job;
• Employees undergoing training;
• Those engaged in work which presents any special risks;
• Those dealing with new situations, new customers and locations;
• Employees which special requirements or limitations.

What About Different Times Of The Day, Month Or Year?

Where possible, identify in advance the expected busy periods of the month or year when staff are working hard to cope due to a rush of customers or public queries, e.g. when rents payments are due, or when the car parks are full with Christmas shoppers.

If these periods coincide with leave requirements or lunch break it could result in staff impatience and customer annoyance. This annoyance may become infectious.

Begin the risk assessment by listing the jobs where staff are in direct contact with the public. This may allow for easier identification of those areas of greatest concern.

Be Practical About Solutions Risks

There will inevitably be a level of conflict between the provision of a good professional service and what is an acceptable safe practice. For instance, if you provide a separate room for interviewing purposes, consider the possible consequences of an angry customer or one who is about to refuse a service, being in this room alone with just one member of staff?

Additionally safety features such as an assistance alarm may be practical but it will do little good if it rings in an empty office or if no one has clear instructions on how to respond when it does sound.

Total safety is not realistic so compromises will necessary. The fine judgement will be to make the control measures practical and achievable otherwise the staff they are designed to protect will ignore them. Staff should be consulted when considered workable strategies.

Using Control Measures

Carrying out risk assessments2 will identify the risks to staff. There is a legal requirement for this to be done. By studying the results of these assessments, appropriate control measures can be devised and introduced to protect those at risk. Examples of control measures that could be considered are:

• Leaving details of visits in a diary or on white boards;
• Use of logging on and off systems, e.g. at the beginning and end of an out of hours visit;
• Accompanied visits;
• Issue of mobile phones or two-way radio;
• Issue of attack alarms;
• Issue of protective clothing such as;
  Hi-visible jackets or bibs;
  Hand torches
  First aid kits
  Protective gloves and protective footwear,
• Reporting all incidents of violence or aggression;
• Maintaining a violence and aggression register;
• Providing specific training;
• Arranging meetings in advance;
• Use of alarm buttons in interview and reception areas;
• Proper investigation into reported incidents.

Training

The purpose of training is to help staff recognise aggression at an early stage and attempt to defuse or control it before it can escalate. Staff confidence over their ability to manage stressful situations will improve if they feel that they are supported by sounds policies, their managers and other senior staff.

Discuss any identified training needs with the Principle Training Officer or the Health and Safety Adviser.

Are there financial constraints that could affect the provision of training that has been identified as necessary?

Special Needs

Consideration will have to be given to employees with special needs such as:

• New and expectant mothers
• People returning to work from long term illness or a major operation;
• Young workers;
• Those with disabilities.

Working Away From Base

Contact Information

When leaving the office you should leave details of your itinerary. If you fail to inform, you may fail to be found. Below is the basic information that should be recorded:

• Your name;
• The name and address of those being visited;
• The telephone numbers (If known);
• The approximate timings of the visit, (both arrival and departure);
• The time expected back in the office.

You should keep a copy of the itinerary so that you can accurately inform someone if your times or visits change. If it is outside normal office hours, inform Careline.

External Visits

Where possible visits should be arranged in advance. Check records beforehand for any previous problems with those you intend to visit. On arrival always introduce yourself, produce your identification, and explain the purpose of your visit.

Should your visit take place after normal office hours, satisfy yourself at the location that it is safe to proceed considering the location, the nature of the visit, and any prevailing circumstances. It in doubt:

• Contact your manager to ask for advice;
• Contact a colleague and request backup;
• Cancel your visit and inform your manager as soon as possible of your decision;
• Request support from the police.

What If An Employee Fails To Attend An Appointment?

If you fail to attend an appointment, a meeting or make contact within an agreed time, a pre-planned procedure should be initiated to establish your location.

This may include:

• Contacting previous appointments to establish whether you have called and if so, at what time;
• Contacting your following appointment to see if you have visited any of these;
• Contacting your colleagues to establish whether they have knowledge of any unexpected visits or problems.

Where all of the above measures fail to locate you, further checks will be made at:

• Home;
• The local hospital;

If these measures fail to locate you then the Police are to be informed.

Remember, it is your responsibility to keep your service informed as to your whereabouts.

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If You Are Delayed

If you are delayed for any reason, you must contact either your base or if possible your next meeting and inform them of the delay and when you think you will arrive.

Out Of Hours Visits

The hazards involved with conducting out of hours visits should be closely examined to establish the risks. If it is felt that backup support will be required, then visits should be delayed until further assistance is available.

In addition to the above you should inform Careline of your visit, the time you expect to return and the contact name and number of your manager or supervisor. You must then inform them when you have returned home safely.

If you fail to inform Careline that the visit is completed within pre-determined period, then they must contact and inform the manager or supervisor.

Help Your Manager To Help You

You have legal obligation not to place yourself or others in danger. If you either deliberately or unintentionally ignore any safe system of work that your manager has implemented, then you may be placing yourself at risk.

The following points should be considered:

• Does anybody know where you are?
• Do you inform the relevant people if you change your plans?
• Do you check or vet people when meeting them alone and do you tell your colleagues who you are meeting?
• Can you be contacted whilst you are out?
• Do you operate a system to record your whereabouts when carrying out visits?
• Do you consider the safety aspects for the area in which you intend to park your vehicle?
• Do you carry money or any other valuables?
• Do you keep attractive items out of view as much as possible, e.g. briefcase, laptop, handbag, etc.?
• Do you carry a mobile phone or personal alarm?
• Are there areas at work where you feel vulnerable, e.g. poorly lit corridors, car parks etc?
• Are you ever working alone in Council premises?

Employees At Risk From Aggressive Acts

If you or your manager/supervisor is concerned with the level of safety provided within a given area, the situation must be re-assessed. If further action is found necessary then action must be taken. This may include:

• A requirement for you to contact your supervisor or manager both before and after a visit;
• Providing back-up support to cover certain calls;
• Re-arranging visiting to avoid placing you in an area during a period, identified by the risk assessment as high risk;
• Issuing you with equipment such as a personal alarm and torches etc.

Example 1: With a mobile phone or radio handset, if you were apprehensive during a visit to a premise, you would be able to contact your office in the presence of a possible aggressor who would then be able to see that your office is fully aware of your situation.

Example 2: If you are on your own, you could be disabled or trapped within a building, e.g. locked inside. With an independent means of communication you would at least be able to contact someone for help.

Known Violent Customers

Where a customer has displayed, or is assessed to have, a potentially violent attitude towards staff, managers must take all necessary steps to protect those employees who may encounter that person in the course of their work.

Some members of the public will inevitably develop a reputation for unreasonable behaviour, aggression and verbal abuse. In these instances, managers must consider what approach is to be adopted.

For instance:

• Should two people visit them at home;
• Should the visits be continued;
• Should the Police be involved;
• Should the visit or service be cancelled.

It may be possible that a person’s behaviour may be unpredictable due to:

• Drink;
• Drugs;
• Solvent
• Abuse;
• Dementia;
• A personal crisis;
• Adolescent gangs.

If it is decided to continue with the service, appropriate precautions must be taken to ensure the safety of staff. These may include:

• Organising visits to take place during daylight hours or at specifically arranged times. E.g. a person may become increasingly hostile if they have been drinking at lunch time;
• Ensuring that certain interview are only carried out under agreed circumstances, e.g. within Council offices.

The Council will not expect a service to continue where employees are likely to be placed in immediate danger. With the agreement of a senior manager the service could be postponed until the situation is considered safe.

Dealing With Aggression

Whilst at work, you may be subjected to verbal abuse, racial discrimination, sexual harassment, or bullying. Any of these could lead to physical attack.

Violent arising between you and members of the public will invariably involved some form of direct contact. This may involve discussions over money or some enforcement activity or other negotiation. They may occur because of:

• An attempt to defraud;
• Loss or bereavement;
• Loss of control because of some emotional stress or despair;
• The influence of alcohol;
• Mental disturbance or illness;
• A misunderstanding or your intent.

Avoiding Confrontation

Confrontation is to be avoided and all steps should be taken to defuse a potentially violent situation. If the situation becomes particularly difficult, it may be possible to involve another officer to some advantage. This is not to be considered a negative step but a positive one.

If possible, try to assess a person’s attitude before entering any premises or before inviting them into an interview room. Look for signs of the person having taken drink or drugs and any mental confusion etc. If you are greeted with a sullen, belligerent or hostile or confusedattitude, take a few moments to talk to the person before hand as this may allow a better judgement of the situation to be made and could help to improve the other person’s attitude. You must only go ahead with the meeting if you feel safe to do so. Below are a few of your job skills which may be employed to control or defused a situation:

• Stay calm and speak gently, slowly and clearly;
• Don’t be drawn into an argument;
• Don’t hide behind your authority and status or use jargon;
• Tell them who you are, explain what you can offer and what you would like them to do;
• Do not continue taking notes if the person becomes agitated;
• Try and defuse the situation be talking things through as reasonable adults;
• You are not expected to tolerate offensive or aggressive behaviour and are fully justified in saying so;
• Be aware of your body language. Don’t adopt an aggressive stance such as;
  Crossed arms;
  Hands on hips;
  Wagging or pointed finger etc.
• Keeping your distance;
• Never try to place a hand upon an angry person;
• Don’t try to belittle the other person and allow then to save face where possible.

Be Prepared To Take Action

If it is recognised that an unpleasant situation is developing, keep very alert for any aggressive action on the part of the other person/persons. Keep you distance to allow you more reaction time and try not to face the aggressor squarely but move slightly to on side if possible. This will make it more difficult for the person to carry out an aggressive act.

While talking, assess possible escape routes should it become necessary to leave. Try not to allow an aggressor to block off these routes. Face the person and move backwards, try not to turn your back on them, make all efforts to keep yourself between the person and a means of exit.

• Get away as fast as possible and try to reach an area where there are other people;
• Don’t look back;
• Report the incident immediately, next time someone else may not be so lucky

If you are unable to get away:

• Shout or scream and call for the police;
• Use your personal alarm.

Assessment of the situation should continue throughout the visit. If at any time a person becomes violent, aggressive, abusive or you feel personally threatened, then leave.

Terminating The Visit

If you decide that a visit must be terminated tell the person that their behaviour is considered abusive and/or threatening. Explain that it will not be tolerated and that you feel unable to continue. In extreme situations, employees should leave immediately.

This should not be attempted if the customer or applicant is between you and the means of exit.

Do not attempt to pacify an aggressive or enraged person. Leave the premises immediately, do not consider trying to offer an explanation.

You have a duty to inform your manager of any incidents of aggression or violence. Your manager must then make an assessment as to whether:

• It is safe to continue with the visits;
• Alternative arrangements should be made;
• Further interviews or visits should only be carried out by appointment in controlled circumstances where appropriate assistance can be arranged;
• Further home visits should be postponed.

Reporting Incidents

All incidents involving violence should be reported to your manager or supervisor and a Tendring District Council Incident report filled out and sent to the Health & Safety Adviser. If the situation demands, follow it up with a Violent Incident report to allow a fuller description of the incident. If necessary it should also be reported to the Police.

Managers are to ensure that their staff are made aware of the arrangements for reporting such incidents.

Why Report Violent Incidents

Violent incidents should be reported because:

• Acts of physical violence against employees are required to be reported under RIDDOR 95;
• It allows sections to identify problem areas;
• Provides information allowing managers to adopt control measures;
• Employees can report incidents they feel should not be tolerated;
• An incident may have legal or administrative consequences. E.g. claims for compensation or recording absences from work;
• It allows other staff to be forewarned about a customers previous behaviour.

If it is necessary to submit a Violence Report Form, then the following should be included:

• Date and time of the incident;
• Information about the person/s committing the offence;
• Details of any witnesses;
• A brief account of what happened before and during the incident;
• Details of how the situation arose;
• Details of any injury and action taken.

Animals

If you come into contact with animals during the course of a visit ask the owner to secure them before entering the premises. Do not accept assurances that the animal is friendly.

Avoiding Risk Whilst Travelling

What ever form of transport is used, adopt sensible measures which may help to reduce risks.

Walking

• Don’t carry a lot of cash;
• Carry wallets and purses where they don’t show;
• Keep handbags or briefcases firmly closed;
• Wear footwear that is easy to walk or run in;
• Consider how your method of dress may appear to others;
• Keep expensive looking jewellery covered;
• Keep to well lit routes. Avoid alley ways and subways;
• Don’t wear personal stereos – they will reduce your awareness level;
• If you carry an alarm make sure that it is immediately to hand, that you know how to use it and that is in full working order. Don’t keep it at the bottom of a handbag or briefcase. It is an item of personal protective equipment issued by your employer and must be maintained ready for use and in proper working condition;
• If you talk to strangers, don’t offer personal information;
• Avoid threatening crowds;
• Be wary of a parked vehicle with its engine running and people sitting inside.

Using Public Transport

Although many people often feel threatened whilst travelling on public transport, the fact is that most people do so in complete safety. To enhance this safety, there are a few basic precautions that can be taken:

• When leaving a bus, train or tube at night, attach yourself to other groups of people and walk as if with a purpose. If possible arrange for someone to meet you;
• If you are waiting for a bus after dark, stand in a well-lit place near other people;
• If travelling on trains, try to avoid using compartments with no corridor access.

If You Feel Threatened

If you feel that you are being followed, head quickly for the nearest place where there are people and from where you can call the police. If threatened, don’t hesitate to use your personal alarm. The most effective method is to thrust the alarm to an ear of the attacker. This should make them recoil. At this point don’t hesitate, get away as fast as possible. You will now benefit from wearing sensible footwear.

On public transport, should another passenger make you feel uneasy, change seats, or move to another carriage. If someone tries to molest you, don’t ignore it, make a fuss. Should there be a problem, let the driver, guard or conductor know and if you feel that there is good reason don’t hesitate to pull the communication chord.

Safety When Driving

• Keep your vehicle well maintained and regularly serviced. Check water, oil and tyre pressures on a frequent basis, e.g. weekly;
• Have plenty of fuel for your journey, allowing for unexpected detours. Consider carrying a reserve fuel can;
• Plan the route in advance and keep a map to hand;
• Park in safe well lit areas. Note the location, zone and level when leaving your car in a multi-story car park. When you return to your vehicle, check inside for unwanted passengers before getting in;
• Keep emergency supplies such as telephone money, warm, visible clothing, a torch, first aid kit and emergency telephone numbers handy;
• Be courteous on the road and do not drive aggressively. Avoid getting into a confrontational situation with another driver;
• Keep doors locked in slow moving traffic, and when stopped at traffic lights and junctions. Unlock doors on motorways and fast roads. This will allow for escape and for access from outside in the event of an accident;
• Keep valuables out of sight;
• If you break down on the motorway, switch your hazard warning lights and get out of the car on the passenger side. Stay close to the car but clear of the highway;
• If you see an accident, notify the police but do not stop unless you are sure of your own safety;
• If you are followed, drive to a police station, garage or crowded place. Try to remember details about the other vehicle and occupant/s;
• Lock your doors and open your windows only slightly if you are stopped. Stay in the car and offer to go to a police station. Trust to your instincts if you feel unsure about a person or situation;
• Avoid unnecessary stops. If a person gets into your car, plan to escape in a built up area and if possible, draw attention to yourself by sounding the horn and flashing your lights etc.;
• If you experience a situation you feel unhappy about, report it to your manager and send an incident report to the Health & Safety Advisor.

ALWAYS REMEMBER

YOUR FIRST DUTY IS FOR YOUR OWN SAFETY