What you need in a lone worker protection system: a buyer’s checklist for healthcare organisations
This checklist gives you the questions to ask and the capability gaps to watch out for when buying a lone worker protection system.
According to Safe Work Australia, anyone carrying out work activities without direct support or supervision from supervisors or colleagues is considered a lone worker. Essentially, if an employee cannot be seen or heard by a colleague, they are considered to be working alone, whether for the entire or part of their workday. This could range from healthcare workers conducting home visits to truck drivers on long-distance routes and there are many other professions where lone working is common.
An article by OHS Reps goes into detail about the risk a remote worker may face, stating that:
“People who work alone could be at increased risk through using machinery or handling chemicals without help or being placed under stress through social isolation. But, in legal terms, there is no simple answer which applies in all circumstances.”
There is no law that prevents employees from working alone, in many circumstances it is safe to do so. But lone working employees need the same level of safety as their non-lone working colleagues. Being a remote worker doesn’t mean you should compromise on your personal safety. The Occupational Health and Safety Act (2004) states that:
Lone workers may be isolated from assistance due to their location, work schedule, or the nature of their tasks. As an employer in Australia, the model WHS Regulations (regulation 48) specifically addresses remote or isolated work.
This includes the requirement for employers to:
This checklist gives you the questions to ask and the capability gaps to watch out for when buying a lone worker protection system.
This checklist gives you the questions to ask and the capability gaps to watch out for when buying a lone worker protection system.
In large organisations, safety systems rarely roll out evenly. Lone worker safety is no exception. More often, it begins where the risk is most visible or the pressure is the highest. One team identifies a gap. One manager takes responsibility. One part of the organisation puts a system in place that works.
