Human Resources - Trauma Risk Incident Management (TRIM) protocol (L11260)

1. Summary of changes

1.1 This protocol has been reviewed in October 2023 - no amendments to content have been made. 

2. What this protocol is about

2.1 This protocol is to effectively manage the welfare needs of individuals who are or have been exposed to a potentially traumatic event at work, with an awareness of the cumulative effects of a number of such incidences in a short space of time.

Compliance with this protocol and any governing policy is mandatory.  This protocol is not, nor is it intended to be, contractual.

3. Detail the protocol

3.1 This protocol covers the provision of trauma risk management for both Essex Police and Kent Police. Please ensure that you go to the section of this protocol relevant to your force.

• Kent Police section 3.2 commences at page 1
• Essex Police section 3.3 commences at page 11

3.2    Kent Police trauma risk management

3.2.1   Purpose

3.2.1.1 TRiM (Trauma Risk Management) is a welfare led process intended to assess the response of a member of staff (including certain affiliated groups such as special constables) exposed to a potentially traumatic incident.

3.2.1.2 There is a foreseeable risk that individuals, who have been exposed to potentially traumatic events, could develop long-term psychological problems, including, though least likely, Post Traumatic Stress Disorder (PTSD). TRiM is the force's response to minimise that risk.

3.2.1.3 TRiM complies with National Institute for Health and Care Excellence (NICE) Guideline 26 “The management of PTSD in adults and children in primary and secondary care.”

3.2.1.4 TRiM is delivered under licence from Captain Pete Roberts (retired) and Major Norman Jones, which permits foundation TRiM training to be carried out by foundation TRiM trainers within Kent Police only.

3.2.1.5 This protocol includes guidelines on how the selection, training, deployment and welfare needs of designated TRiM Practitioners (TPs) will be met. It acknowledges the pivotal role that TPs play in assessing the psychological well-being of officers and staff after their involvement in a serious incident, including a major incident.

3.2.1.6 The nature of the stress response is very personal; therefore, the protocol acknowledges that individuals retain a responsibility for their own well-being under Health and Safety Law. Should they feel particularly distressed after any incident it is ultimately their responsibility to ask for a TRiM intervention, if that has not been offered.

3.2.1.7 The protocol lead for all aspects of TRiM is the head of health and wellbeing services, who oversees this aspect of the provision of service, which is co-ordinated by the counselling and wellbeing team. Where this protocol mentions the TRiM Lead Practitioner (TLP), it also identifies the counselling and wellbeing manager.

3.2.2   Serious incident

3.2.2.1 A ‘serious incident’ is any incident with a set of circumstances that may produce a high level of emotional arousal during, immediately post-incident or sometime after the incident. This reaction may or may not be apparent to the layperson but is likely to surpass the individual’s normal coping mechanism.

3.2.2.2 For the purpose of this protocol, a ‘serious incident’ is identified by the following criteria:

• where staff experience or witness serious injury, particularly involving colleagues
• where an incident involves death, disablement, disfigurement or is perceived as threatening to the integrity of life of an individual
• where the incident is complex, long-lasting and/or multiple
• where the incident has involved a member of staff in a ‘near miss’ situation
• where an individual member of staff is demonstrating acute stress symptoms

3.2.2.3 Health and Wellbeing Services provides professional services for those individuals not immediately at risk. Any individual considered at risk on account of overt mental health concerns following an incident should access the Primary Healthcare Services (GP, emergency doctor, A&E department). Any individual distressed during, or immediately after, a major incident will in the first instance be seen by a TP and, if necessary, referred to health and wellbeing services.

3.2.3   Objectives of TRiM

• to provide trained TPs to every area to enable them to manage their staff post incident
• to enable all frontline personnel to identify those aspects of an incident which may require TRiM intervention
• to ensure supervisors/managers have adequate guidance for the ongoing management and support of staff
• to enable supervisors to identify at an early stage those members of staff who may require TRiM intervention
• to provide training to those personnel who will be required to plan and implement the TRiM strategy
• to enable supervisors to recognise the appropriate time frame within which TRiM should be activated
• to provide information to management and staff which will enable them to recognise normal reactions following a trauma
• to ensure TRiM interventions are documented accurately

3.2.4   Confidentiality

3.2.4.1 All detail about an individual’s personal perception of the incident is confidential and must be treated with sensitivity.

3.2.4.2 The TRiM process remains confidential until and if there is reason to believe:

• the individual may cause harm to themselves
• the individual may cause harm to others
• the individual is or has been involved in criminal activity
• the individual is or has been involved in a disciplinary matter

3.2.4.3 The following records will be kept: details of the incident, dates of TRiM briefing, names of those attended and/or not attended, names, dates and scores of TRiM assessments offered and attended. Records are stored securely electronically in a dedicated TRiM drive and access is restricted to those with a responsibility for managing or recording TRiM intervention.

3.2.4.4 Everyone involved in the management or monitoring of individuals engaged in the TRiM process has a responsibility to maintain the confidentiality of the information that they are processing. Divisional commanders/heads of departments must ensure that this protocol is made available to everyone, and that those involved in managing or monitoring staff post-incident are aware of their responsibilities and must comply with the protocol.

3.2.5   Process and timescale for action

Timeline	Action required
0 hours Site management strategies	Depending on the scale of the event, contact should be established at an early stage with the TRiM divisional lead or TRiM district SPOC. Immediately post-incident. Welfare check by managers/supervisors
0 - 24 hours Planning phase	Managers should consider a TRiM intervention if the criteria for TRiM have been met. If the criteria for TRiM have been met: 1.  Managers should contact the TRiM divisional lead or TRiM district SPOC 2.  Be prepared to make the following information available via a telephone conversation or planning meeting: i.  details of the event ii.  details of shift pattern for the next week iii.  name, rank and force number of personnel involved (including support staff) iv.  home and/or mobile telephone numbers
72 hours + Intervention phase	The TP: conducts a TRiM briefing for all those involved where required conducts risk assessments with individuals or groups as discussed during planning phase refer personnel considered to be at risk to the counselling and wellbeing team for advice/guidance/treatment arrange a follow-up meeting in one month and three months following the initial assessment The TRiM briefing consists of a presentation only. It should not normally include an opportunity to talk about what happened during the incident and how people feel about it (‘emotional debriefing’). Managers/supervisors should: monitor staff for delayed stress reactions encourage staff to contact the counselling and wellbeing team or employee assistance programme if needed make a referral to the Occupational Health Department if concerned and the member of staff has not made contact with the counselling and wellbeing team ensure staff who have attended the initial assessment make themselves available for the follow-up assessment
28 days and 3 months follow-up	The TP will do follow-up assessments managers/supervisors continue to monitor, support and/or refer if necessary

3.2.6   Selection of potential TPs

3.2.6.1 Careful consideration is required as to the suitability of potential TPs.  They must be volunteers, have a clear and reasoned motive, reflecting genuine commitment for wishing to train and practice as a TP, and be emotionally resilient. They will be required to act with the highest degree of professionalism and sensitivity.

3.2.6.2 Those wishing to be considered for TRiM training and deployment should apply by submitting their application form, signed by their line-manager and SMT, to the TLC (TRiM lead co-ordinator).

3.2.6.3 A welfare assessment or psychological screening will also be essential either before or after training, to ensure emotional well-being. Records of these will be kept with counselling and wellbeing services.

3.2.7   Training and continued professional development of TPs

3.2.7.1 TRiM trainers, experienced in the delivery of TRiM interventions and certificated by the originators of TRiM, should deliver training of TPs.

3.2.7.2 The TRiM foundation course for new practitioners should consist of a minimum of two full days and be delivered by at least two trainers, one of whom is the designated welfare adviser/counsellor for TRiM/TRiM lead co-ordinator, in recognition of the inherent risk of reactivating previous trauma patterns when dealing with the subject of trauma to the extend it is taught.

3.2.7.3 TPs should receive twice-yearly 2½ hour refresher training, run and delivered by the TRiM divisional lead or, if not available, TRiM trainer.

3.2.8   TPs responsibilities

3.2.8.1 TP is trained and expected to:

• identify those aspects of an incident that may have profound impact on the staff involved
• ‘filter’ all aspects of the incident to identify personnel who may require a TRiM intervention
• identify the most appropriate timeframe within which a management strategy should be implemented following an incident
• identify the risk factors which may indicate that personnel may require a specialist referral
• provide TRiM interventions where requested
• seek individual/group consent when they consider that management, occupational health advice or a referral to counselling and wellbeing services is required
• encourage individuals to seek support of their manager where appropriate
• record all instances of interventions, including those which have been declined
• decline to act as TPs if they have had any operational involvement with the identified trauma
• inform the TRiM district SPOC or TRiM divisional lead or, if not available, the TLC or another counsellor when they are approached by staff with a request for an intervention
• recognise the limits of their competency and refer to counselling and wellbeing team if there are any concerns, as they are trained to risk assess and offer supportive mentoring only
• keep details of an intervention confidential except where the boundaries of confidentiality are crossed

3.2.8.2 A TP is expected to:

• report to their TAC immediately if they have any concerns about the well-being of a member of staff
• report to the TRiM District SPOC or TRiM divisional lead if they need a break from TRiM due to challenging personal circumstances
• attend a twice-yearly training meeting as part of their TRiM continued professional development commitment

3.2.9   TRiM divisional lead and TRiM district SPOC responsibilities

3.2.9.1 Each division and the force control room has a divisional lead and a district SPOC.

3.2.9.2 The district SPOC is responsible for the coordination within their district and the divisional lead is responsible for the TRiM provision for the division as a whole. The divisional lead will oversee the district SPOC. Their joint responsibilities are to:

• arrange liaison with T&CU daily to identify incidents that may require the coordination of a TRiM intervention
• ensure appropriate allocation of TRiM referrals to individual TPs, taking into account their workload, recent TRiM interventions, experience and emotional stability, as well as the type of incident
• ensure the recording of TRiM interventions as and when they happen
• attend to the welfare of their TPs
• maintain regular contact with TPs
• deliver TRiM awareness presentations in their division/district or task a TP to do so
• be aware of resilience issues
• deliver the TRiM interventions under PIM, after the TLC has been informed (if TRIM trainers are unavailable)
• arrange two training events per year, supported by one of the TRiM trainers

3.2.9.3 A divisional lead and district SPOC is expected to give six weeks’ notice of resignation from their co-ordinator’s role and attend an exit interview.

3.2.9.4 Additional responsibilities for district SPOC:

• to regularly liaise with divisional lead in respect of TRiM matters within their district;
• to highlight any areas of concern or welfare issues that the TP’s have and notify the divisional lead for possible action

3.2.9.5 Additional responsibilities for divisional lead:

• inform the TLC immediately of any concern about a TP, who will then arrange to meet with the TP to discuss concerns raised
• ensuring that appropriate individuals are identified for the role of district SPOC where needed and, in liaison with the TLC, are mentored in readiness for the role

3.2.9.6 TRiM trainers’ responsibilities

3.2.9.6.1 The TRiM Trainers are to:

• deliver the two-day TRiM foundation course (max of three)
• deliver the one-day TRiM co-ordinators’ course
• deliver the TRiM interventions when an incident has caused the death of an officer
• deliver the TRiM interventions under PIM, after the TLC has been informed
• inform the TLC immediately of any boundary issues or any event that may have an impact on how the service is perceived
• overseeing the delivery of TRiM/trauma/resilience awareness training
• fulfil their TRiM specific CPD obligations, including the mandatory attendance of the yearly update training with the authors of TRiM
• be available 15 days a year for the purpose of their TRiM role

3.2.10 Managers/supervisors responsibilities

3.2.10.1 After a serious incident line-managers/supervisors are to:

• do a ‘welfare check’ immediately following a serious incident
• inform their district SPOC or divisional lead immediately following a serious incident
• ensure that the TP, who will have been designated to the incident by the TAC, has contact details of all personnel involved
• liaise with the co-ordinator or TP to facilitate the organisation of a TRiM briefing and any consequent TRiM assessments of individuals within the time frames detailed in this protocol
• facilitate the temporary release from duty of personnel for the purpose of any TRiM intervention
• ensure that staff identified by the TP as needing a TRiM assessment, should have completed an operational debrief prior to the assessment
• ensure that all pocketbooks and statements are duly completed. This is a mandatory requirement
• attend to their staff’s welfare needs, in accordance with hyperlink. Should they wish to discuss any concerns with a professional, they should contact either a welfare advisor/counsellor or Occupational Health

3.2.11 Divisions’ responsibilities

3.2.11.1 Divisions are responsible for:

• releasing individuals to attend training events as per this protocol
• paying out-of-pocket expenses
• providing discretionary overtime payment/time off if necessary
• releasing staff to enable them to fulfil their TRiM role as per this protocol
• releasing TPs as directed by the SIM or SIO in case of a major incident
• discussing any serious concerns about the TP in the first instance with the TLC. The TLC will, in liaison with the SMT, decide on a suitable course of action, which can include removing of the TP of the list of available practitioners

3.2.12 Site management at a major incident

3.2.12.1 The TLC or in their absence, the counselling and wellbeing manager is to:

• appoint a TRiM site management co-ordinator
• liaise regularly with the site management co-ordinator
• supervise and liaise with the designated health and wellbeing services professional
• liaise with the counselling and wellbeing manager about emergency appointments for officers/staff with symptoms of acute stress
• support and guide the site management co-ordinator
• liaise with lead force tactical emergency medicine unit

3.2.12.2 The TRiM site management co-ordinator will be responsible for:

• liaising with and advising the silver commander with regards to the psychological welfare of the officers and staff involved in the incident
• liaising with and advising the senior identification manager (SIM)
• liaising with the T&CU
• co-ordinating a team of four TPs, two teams of two, working four-hour stints in a twelve-hour shift
• co-ordinating the establishment of a separate rest area for officers/staff within the outer incident cordon
• co-ordinating TRiM briefings
• ensuring that TRiM briefings include information on:

1. dealing with the press
2. handling media reports
3. preparing families for one and two

• co-ordinating TRiM assessment
• the welfare of the incident TPs
• advising the silver commander about moving personnel between high and low stress areas based on a dynamic risk assessment
• inform the TLP, or in absence counselling and wellbeing services about any concerns for officers/staff
• in practice the incident itself dictates the extent of the TRiM response and ultimate decision making will rest with the gold commander/SIO

3.2.12.3 The T&CU administrator is to:

• liaise with the TRiM site management co-ordinator
• identify all personnel who attend the incident
• maintain records of all officers/staff involved in the incident as per advice of the site management co-ordinator
• ensure that all officers/staff are aware that it is their duty to attend a TRiM briefing before going off duty

3.2.12.4 The SIM (where deployed) is to:

• liaise with the site management co-ordinator with regards to the welfare of the officers/staff involved in the incident
• liaise with the silver commander about the provision of resources for welfare needs

3.2.12.5 The silver commander:

• facilitate the provision of a rest area for officers/staff as advised by the TIC
• ensure that all staff attend a TRiM briefing before retiring from duty and going home
• ensure that staff are released for breaks at operationally appropriate times, with a recommendation that staff work no longer than four hour works without a rest period

3.2.12.6 The TPs are to:

• ensure their availability at the rest deployed for four hours at a time during a twelve-hour shift
• delivering TRiM briefings
• identifying ‘at risk’ personnel at the earliest opportunities
• informing the site management co-ordinator as soon as possible if they have particular concerns for an individual

3.2.13 Responsibilities of the TRiM lead co-ordinator

3.2.13.1 The TRiM lead co-ordinator is to:

• supervise and guide the TRiM trainers and TRiM divisional lead and district SPOC
• offer psychological screening to the TPs
• oversee the confidential storing of all TRiM related records
• liaise regularly with the counselling and wellbeing manager and the counselling team to ensure a resilient and knowledgeable response
• provide quality assurance and ensure ‘best practice’ including assuring appropriate professional boundaries are maintained as related to the welfare of individuals under TRiM
• keep abreast of the latest developments with regards to trauma in the emergency services so as to deliver the most up to date service
• ensure the latest information regarding TRiM/trauma is passed down
• fulfil the TRiM/trauma specific CPD, including mandatory attendance of the yearly update
• training delivered by the TRiM originators
• liaise regularly with the designated chief officer
• conduct exit interviews for TPs
• oversee availability of appropriate and up-to-date information on the intranet
• provide TRiM support for PSD

3.2.14 TRiM/trauma awareness training

3.2.14.1 The following managers will receive TRiM/trauma awareness training, as part of the existing courses for their specific role:

• FCR team leaders and shift managers
• Sergeants
• Crime scene investigators
• PCSO team leaders
• Serious crash investigation unit
• Major and serious crime
• PPU/PVP managers
• Negotiators

3.3    Essex Police trauma risk management

3.3.1   When to initiate and plan a TRiM intervention

3.3.1.1 The aim of this protocol is to provide advice and assistance to officers who have attended incidents or undertaken investigations that they have found distressing or disturbing. The ability of an individual to cope with such incidents varies from person to person, but managers or supervisors should consider taking action where the incident or investigation could be described as upsetting.

3.3.1.2 These could include an incident or investigation:

• involving the death, mistreatment or injury to children or a vulnerable person or to a colleague
• involving the collection of body parts
• where the trauma involves death, particularly grotesque death
• when the trauma is complex, long lasting or multiple incidents have occurred
• where a Post Incident Manager (PIMS) has been activated
• where personnel have experienced overwhelming distress after an incident
• near miss incident to colleague or individual

3.3.1.3 Consideration should be given to members of staff involved in any part of an incident or investigation including those providing back-office functions such as typing support or inputting data. Where this is a concern such cases should be referred to OH&W as TRiM does not apply in these circumstances.

3.3.1.4 TRiM takes the form of three separate interventions:

1. TRiM briefing
2. dissemination of leaflets
3. TRiM risk assessment involving individuals or small groups

3.3.1.5 A TRiM assessment cannot take place until 24 hours after an incident. Individuals can be encouraged to mull over the event and talk about any concerns with their colleagues and line manager. There is potential for harm when feelings and reactions are explored too deeply. Managers should assess each situation on its merits and should not make assumptions based upon their own experience.

3.3.2   Initial action

3.3.2.1 Having identified that an incident or investigation fits the above description, managers should speak to all staff involved informing them of the following:

• that it is natural for staff to experience varying degrees of emotional distress and a range of physical reactions within a few hours or days of initial critical event
• agree a venue to meet with staff wishing to vent their initial feelings and reactions about the incident
• the benefits of discussing the incident with supervisors, colleagues, family and friends
• that they can contact the OH&W department independently. The manager/supervisor may consider changing shift patterns to accommodate this

3.3.2.2 It is important all actions taken are documented by the manager.

3.3.2.3 Managers/supervisors should seek to identify those individuals who may be suffering from acute stress reaction. A list of possible indicators relating to acute stress reaction can be found on the OH&W website. Where a severe reaction is present in an individual, advice should be sought from OH&W. It is important to note that because someone is displaying signs of distress they are not necessarily experiencing a trauma reaction or acute stress. Supervisors and managers dealing with a person suffering from this condition are advised to:

• take the person to a quiet and private location as soon as practically possible
• respond to them as an individual, in a calm, sensitive and humane manner
• acknowledge the person’s thoughts about the event and themselves
• allow them to ventilate distress openly
• do not attempt to pacify them or change the subject
• normalise the person’s experience by reinforcing common stress reactions
• encourage them to be with and share their experience with colleagues, family and friends where appropriate
• consider the individual’s workload, in particular whether they need to be reassigned temporarily to a passive role or whether they need time off to recover from the situation, bearing in mind the benefits that can be achieved within workplace routine, including support from their peers
• consider the benefits of speaking to a colleague such as a TRiM practitioner.

3.3.2.4 Under normal circumstances distressed people will calm down of their own accord without any specialist interventions being required. If after two hours individuals remain unusually distressed, then it would be advisable for them to seek advice from their GP or local emergency unit in the first instance. This should also be backed up with referral to the OH&W department for follow up after primary health care has been activated. 

3.3.3   Planning a TRiM intervention within 24 hours

3.3.3.1 Where a supervisor or manager identifies that an incident fits any criteria in 3.3.1 they are required to implement a TRiM intervention by contacting an LPA TRiM co-ordinator or a practitioner via PROMIS or the TRiM database [in future to be on ORIGIN]. All staff involved in the incident should be informed that a TRiM intervention will be arranged and that it is imperative that all pocketbook entries must be completed to preserve the integrity of any evidence prior to the TRiM intervention. 

3.3.3.2 A minimum of two TRiM practitioners is required for small group interventions, of no more than eight people. Larger numbers may require further practitioners to be deployed. This decision should be made in consultation with the LPA co-ordinator.

3.3.3.3 The unit manager will then hold a planning meeting with the appointed TRiM practitioner to identify personnel requiring intervention and a suitable time, place and date at which the TRiM intervention will take place. A decision must be made regarding the number requiring intervention and type of intervention required. The TRiM practitioner can advise on this. It is important to note that not all staff involved in an incident will be included in a TRiM risk assessment. It is imperative that all staff involved in an incident are considered in the planning meeting. It can be tempting to concentrate on those individuals that appear distressed or most obviously in need of assessment. It is not for the planning meeting to decide who is potentially unwell. It is for the risk assessment to give an indication of who may have the potential for this. 

3.3.3.4 Large scale critical incidents involving large numbers of staff need careful consideration bearing in mind availability of TRiM practitioners and the need to have welfare staff involved at an early stage. The same applies to the PIMs process. 

3.3.4   Implementing the TRiM intervention 24 hours after the incident

3.3.4.1 Following the planning phase, the briefing meeting may be delivered by the line manager and TRIM practitioner. A briefing template is available on OH&W website. This will provide an opportunity to disseminate the following information about the TRiM process:

• the possible psychological and physical effects experienced after the incident
• the benefits of supportive colleagues and family members
• the benefits of routine, exercise and avoiding the use of alcohol to excess
• the support available via the OH&W department together with the method and route of referral

3.3.4.2 An opportunity should be given at the end of the briefing for questions to be asked and each person attending the briefing should be supplied with a leaflet entitled ‘The trauma risk management stress handbook’. 

3.3.4.3 Where Post Incident Manager (PIMS) is activated then a TRiM briefing will be conducted following agreement with the post incident manager. Welfare advisors must be activated to co-ordinate TRiM interventions where a PIM is required. 

3.3.4.4 TRiM practitioners are responsible for conducting a risk assessment with any individual or group. This should be forwarded to OH&W for confidential storage. This will include their recommendation of a referral to OH&W department for advice and guidance. High risk assessment scores at the first stage assessment do not necessarily need any further intervention. A 28-day risk assessment meeting must follow the initial meeting, and this will determine whether psychological intervention is required. Invariably initial high scores reduce on their own in the first four weeks following a trauma.

3.3.5   Support and monitoring a TRiM intervention after 28 days

3.3.5.1 Inline with accepted management practices, managers and supervisors must monitor their staff and note any noticeable change of behaviour and provide support where necessary. Where there has been an appointed TRiM practitioner they should be kept regularly informed of any noted changes. If appropriate, referrals can be made to OH&W by supervisors on Form A444b. Where there are concerns for staff it is important where possible to enable them to stay at work. Positive management interventions can be put into place to make sure that the individual is supported in the workplace but also protected from further exposure in the four weeks following the trauma. 

3.3.5.2 The TRiM practitioner should arrange follow up contact with staff involved in the risk assessment procedure and conduct a 28-day risk assessment. At all stages TRiM practitioners are required to maintain accurate TRiM documentation. All completed documentation must be forwarded to the force TRiM Co-ordinator located in occupational health for storage.

3.3.5.3 It is important to note that TRiM practitioners are volunteers and all efforts need to be made to ensure that they are provided with the time and environment to meet the requirements of the role. The LPA TRiM co-ordinator takes responsibility for their welfare and should closely monitor their exposure to the role to ensure that they are not over exposed and made vulnerable to issues themselves.

3.3.5.4 All individuals that prove to still need intervention at the 28-day point should be referred for assessment and possible treatment to the OH&W department where they will be assessed by a welfare adviser and occupational health adviser where necessary. 

4. Equality Impact Assessment (EIA)

4.1 EIA – September 2021.

5. Risk assessment

5.1 There is no specific risk assessment or health and safety consideration thought relevant to the content of this protocol.

5.2 Officers and members of police staff engaged within the process must remain aware that they must follow the protocol correctly otherwise the risk to the organisation of a possible employment tribunal could be raised. A failure to fully adopt the principles set out in this protocol could have a detrimental effect upon the reputation of the organisation.

6. Consultation

6.1 This is a format change only (amalgamating existing separate documents into one – no content change), therefore no consultation is necessary.

7. Monitoring and review

7.1 The monitoring of this HR protocol will be by the Head of Health and Wellbeing Services. 

7.2 The protocol will be reviewed every two years.

8. Governing force policy

Related force policies or related procedures (Essex)/linked standard operating procedures (Kent)

8.1 This HR protocol supports the overarching HR policy L1.

8.2      Data security

Essex Police have measures in place to protect the security of your data in accordance with our Information Management policy – W1000 Policy – Information Management.

8.3      Retention and disposal of records

Essex Police will hold data in accordance with our Records Review, Retention and Disposal policy – W1012 Procedure/SOP - Records Review, Retention and Disposal.

We will only hold data for as long as necessary for the purposes for which we collected.

9. Other source documents, e.g., legislation, Authorised Professional
Practice (APP), force forms, partnership agreements (if applicable)

• EIA – September 2021.