Where the workforce must work from alternative locations such as contracted recovery sites, instant offices or shared buildings elsewhere, plans to move are made and validated through collaboration between facilities, operations, human resources and technical support. Crowded, unfamiliar, open-plan or hot-desk facilities reduce efficiency and can raise process errors and stress, something team leaders should allow for; issues should be recognised quickly and managed to retain support and avoid loss of goodwill, resignations, lost skills and reduced productivity. The recovery plan should consider whether employment contracts allow relocation; how people will travel (shuttles, public transport, car sharing, parking, additional travel costs); an induction programme at the new site covering evacuation, security, fire marshals and first aiders; adequate catering and facilities (toilets, showers, changing, storage, cleaning, smoking areas, quiet spaces for religious observance); and changes to working hours for longer travel times and family care.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.