In the VERLT context, external actors (psychologists, teachers, healthcare workers, faith professionals, CSOs, former violent extremists or victims) will need adequate support 451 and training to work in a prison environment. Prison staff may, in turn, benefit from training delivered by external actors on how to confront and address manifestations of intolerance, including racial discrimination, supremacist and ethno-nationalist views, and how to promote intercultural and interfaith mediation, as well as language and other relevant training. Training should also enable staff to develop resilience to potential 452 pressure leading to radicalization. Working conditions Working in facilities with (suspected) violent extremist prisoners can be intensive and stressful. The actions and decisions of prison staff may be under particular scrutiny, given the risks associated with VERLT. Difficult working conditions, together with the potential challenges for prison staff to dissociate themselves from the emotional impact generated by violent extremist and terrorist acts may heighten risks of abuse, ill-treatment and torture. Working conditions, including appropriate remuneration and status, should 453 reflect these and other challenges and the important role played by prison staff. Risks to the safety of prison staff are real, and appropriate measures need to be put in 454 place, including maintaining adequate staff-prisoner ratios. It should be noted that there are challenges associated with only a small pool of prison staff working with (suspected) violent extremist prisoners. The lack of a diverse and changing pool of trained staff may jeopardize the sense of privacy of detainees, and could lead to these staff becoming overburdened, whereas rotating staff will lead to more staff with experience working with 455 these prisoners. Prison administrations should provide support mechanisms for staff well-being, to help them deal with stress, anxiety and potential frustrations they face, including by providing dedicated time for debriefing, stress management, mentoring; “creating a safety net (clear 456 procedures, fall-back options and supportive management)” and, in certain cases, providing psychological support. Adequate time and facilities should be offered for these mechanisms to be effective. The state should also provide protective measures to prison staff and external stakeholders who have worked with such detainees if their identity 457 becomes public. Fair and adequate working conditions also contribute to preventing professional misconduct and corruption that may allow VERLT to spread in prisons. Prisoners may 451 UNODC, Handbook on the Management of Violent Extremist Prisoners and the Prevention of Radicalization to Violence in Prisons, op. cit., note 2, pp. 29 and 35-37. 452 Council of Europe, “Guidelines for Prison and Probation Services regarding Radicalisation and Violent Extremism”, op. cit., note 56, no. 14. 453 On the level of pay, status and conditions of service, see UN Nelson Mandela Rules, op. cit., note 13, Rule 74.3 454 UNODC, Handbook on the Management of Violent Extremist Prisoners and the Prevention of Radicalization to Violence in Prisons, op. cit., note 2, pp. 33. 455 Council of Europe, “Council of Europe Handbook”, op. cit., note 2, para. 129(xii). 456 Ibid., para. 179. 457 UNODC, Handbook on the Management of Violent Extremist Prisoners and the Prevention of Radicalization to Violence in Prisons, op. cit., note 2, pp. 105-106. 93