Guidance to have staff able to respond to and manage incidents and to help bring prioritized activities back. Incident response staff are named and given the duty, the authority and the competence to take charge of an incident; they make up the group that handles any disruption that has or could have a significant effect, and can be grouped into teams by proven competence (incident and strategic management, communication, safety and welfare, salvage and security, continuity of activities, ICT recovery), each member with clear responsibility and authority before, during and after disruption. Suitable training covers overall assessment of the incident, running evacuation and shelter in place where in scope, arrangements at alternative sites, good communication inside and outside and handling people issues (ISO/TS 22330); response skills grow through active part in exercises; and response and recovery teams learn their duties, including working with first responders and other parties, at regular intervals and when they join, with training on stopping incidents turning into crises. For continuity of activities, the organization finds ways to keep and widen core skills and knowledge so work can go on with fewer people, remembering that people under stress may cope poorly and need encouragement, reassurance and support, and it draws in employees, contractors and other parties who hold important specialist skills; ways include a list of qualified specialists on standby with a call-out plan, training staff and contractors in several skills, spreading core skills to limit the effect of an incident, including placing skilled staff at different sites, using third parties, succession planning, and writing down processes or otherwise keeping knowledge. Procedures for moving staff after an incident may address travel to another site and what staff need there (lodging, food, personal and family commitments, training on unfamiliar equipment, home-working matters); specialist roles can cover security, transport logistics, welfare and emergencies; and to support and reassure staff who must respond, the organization can, for instance, give practical advice, train them to recognise risk and help with transport and family matters.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.