The way an organization makes decisions, and the structures it uses, should allow it to: set strategies, objectives and targets that express its commitment to social responsibility; show that its leaders are committed and answerable; build a culture where social responsibility principles are lived out; offer economic and other incentives tied to social responsibility performance; make efficient use of money, natural resources and people; give women, racial and ethnic groups and other under-represented groups a fair chance to reach senior roles; weigh its own needs against those of stakeholders, covering both present needs and the needs of generations to come; communicate with stakeholders in both directions, pinpointing where they agree and disagree and negotiating to settle conflicts; involve employees at every level effectively in its social responsibility work; keep in balance the authority, responsibility and capability of those deciding for it; follow up how decisions are carried out so that they are implemented responsibly and so that it is clear who is accountable for the results, good or bad; and review and assess its governance processes from time to time, adjust them in light of what it finds and tell people about the changes.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.