To meet its duty of care the organisation should understand and respond to people's psychological needs, which are individual, driven by the event and personal resilience, evolve through the disruption and can last well beyond recovery, and which affect both the workforce's effectiveness and the organisation's long-term standing. Support should be flexible and varied, recognising individual needs and combining practical support with appropriate psychological care through personal coping strategies, support from peers and professional intervention where selected, lasting as long as needed with fewer resources but no less attention over time (Annex A). Measures should be available at once to anyone touched by a colleague's death or serious injury, rolled out quickly across the organisation, conspicuous, accessible and encouraging, widely communicated through more than one channel, and adapted to feedback. People involved in investigations or legal proceedings should receive advice on the stress of blame and process, and anyone accused of serious misconduct should be properly supported, with the risk of harm to themselves or others assessed as part of that support. Response team members should take adequate breaks and watch for distress in each other; support systems should persist after business as usual, accommodating individual recovery, reaching isolated workers, with line managers maintaining an interactive team environment, prepared with guidance to receive returning people, and attention given to continuing media interest, legal milestones and anniversaries.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.