The operator provides and keeps up resources matched to the nature, scale, complexity and public risks of its work so that an effective SMS can be set up, run and maintained, including staff under its management or control who hold the responsibilities, authority and capability their part in managing public risk demands, and it keeps proportionate arrangements for coordinating and sharing safety information with other chain of responsibility parties. Resources span people, systems, equipment, infrastructure, technology and money. Seven things are looked for. Resources appropriate to safe operations and an effective SMS are provided and managed. Their nature, scale and formality are scaled to how big, varied and complex the operation is and to how much public risk it carries; different models are fine if they work. Identifying, allocating and reviewing resources happens inside normal business planning and decision-making, forward-looking and revisited so resourcing stays adequate. Resources cover establishing, running, maintaining and improving the SMS itself, not only daily operations. Resourcing decisions rest on an understanding of the hazards, public risks and controls, in the knowledge that thin or mismatched resourcing undermines controls and outcomes. The operator shows organisational safety capability, formally or informally, through resourcing and practices that support communication about safety, staff who feel able to raise concerns, and the ability to learn, adapt and improve when issues arise. And the operator has access to people capable of supporting safety management functions, competence being treated here as a resourcing matter rather than a separate training requirement.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.