An organization answers for the effects of decisions and activities it controls, whether formally or in practice (de facto control being the power to determine another party's decisions without legal authority). In some cases it can also shape how organizations it deals with behave; these form its sphere of influence, which reaches inside and beyond its value chain and includes formal and informal associations, peers and competitors. Having the power to influence does not by itself create a duty to use it, and the organization is not answerable for others' impacts that do not stem from its own decisions and activities. It is, however, obliged to use influence where one of its relationships is contributing to harm; it may choose the nature and scope of a relationship; it should stay alert to the effects of other organizations linked to its relationships and act to avoid or reduce the harmful ones; and it should apply due diligence in assessing its sphere of influence so that its relationships do not contribute to harm (7.3.3).
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.