Indicators should be meaningful, measurable, aligned to the OH&S policy and relevant to intended results; based on information that is already available or can be obtained; responsive to change in what is measured so the organization can act quickly; verifiable, so results can be checked; comparable, so results can be set against others gathered with the same criteria, as in benchmarking; and capable of capturing both short- and long-term change, measured as often as needed. The chosen indicators should make sense at operational level and be communicated to the interested parties concerned; indicators specific to particular functions and OH&S processes should be used, kept compatible and consistent with one another, and, where it has several sites or regions, should consider adapting indicators to local context while weighing the value of similar indicators for comparison and aggregation. Table 1 gives example indicators for the whole organization and top management, the OH&S management system, departments and managers, processes and supervisors, and worker participation.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.