The organisation should stand by those close to the people affected, prioritising this sensitive aspect and responding to needs as they develop, since its reputation with workforce, clients and partners depends on it. The first priority is a dedicated and specially trained contact point reachable on a dedicated free number; liaison and control should keep information accurate, consistent and non-contradictory and within protocols (who may confirm a fatality and inform the emergency contact) and data protection; communication with families should be efficient and sensitive, with timely accurate information, appropriate support and possibly a schedule so families know when to expect updates. Systems and roles to embed this are a robust record of nominated emergency contacts that all workforce members must supply and keep current, accessible remotely and handled with legal controls; a dedicated relatives response team of practised, competent people with the skills and attributes to handle emotional reactions, with interpreters where needed and sized and scalable to the event (see Annex B); one named contact for each affected family with the skills, experience and support for the distress involved (Annex A); and response plan procedures ensuring only confirmed, approved facts reach defined recipients in the right order, the emergency contact hearing of a death before any media report, and families never receiving unconfirmed information or false assurance. Reception centres can reunite families with survivors or provide a secure place for information and support, with trained liaison representatives and interpreters, and planning should extend beyond physical injury on site to any situation of uncertainty linked to work, such as disease outbreaks, terror attacks, unrest or disasters away from the workplace.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.