When putting the performance evaluation process in place the organization should take into account its own processes (purchasing, planning, production, service delivery, logistics, training) in relation to its activities such as working at height, permit to work or exposure assessment; how effective its OH&S management is, including worker participation, hazard identification, risk assessment and risk controls; the assumptions about OH&S, conscious or not, that shape behaviour, for instance the mistaken beliefs that unsafe worker behaviour is always what causes incidents or that a low incident rate proves a safe workplace; the organizational culture, such as whether reporting is encouraged without fear of reprisal; interdependencies within the system, since an inspection is only as good as the time, training and worker openness behind it; and the business processes that can affect OH&S performance (examples in A.1).
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.