I think either of those things should be available as options. Certainly, whistle-blowers shouldn't be sent home without pay. And this is where the Australian systems have more of a track record and a history in the prevention and assessment of reprisal risk or detrimental action risk, and the management of that as a real priority, over and above any other country, I think.
What's crucial is that it be part of the process of both the agency and the oversight agency, either at the outset of the disclosure process or very early in it. It's actually somebody's job to say, “Okay, what is the best strategy for managing this situation?” That's needed because the situation will always vary.
If you have a situation where it's a largely confidential disclosure and there's a fraud investigation going on, you don't want to be moving people around, because that will just alert people that there's an investigation going on. You can manage the person in the workplace as more or less a confidential informant in a very discreet way until such time as the investigation opens up, and then you have to reassess the options. If people are going to accuse that person or rightly suspect that person of being the whistle-blower, you have to assess the options then. What are the risks they face? What's the best way of dealing with it? It's a completely different situation from where you have a one-on-one type of disclosure by a whistle-blower against somebody else in the workplace. It's known. The conflict has broken out. It's a completely different situation. How you handle the whistle-blower will be seen by the rest of the organization and other employees in relation to how—