An organization's influence can come from ownership and governance; from economic relationships (how large and how important the relationship is); from legal or political authority (for example contract terms or a legal mandate); and from public opinion, and it also depends on how close, wide, long-standing and strong the relationship is. It can use that influence to increase positive effects on sustainable development or reduce negative ones, applying due diligence when it assesses its sphere and responsibilities. Means include contract terms or incentives, public statements, engaging with political leaders, the community and other stakeholders, investment choices, sharing knowledge and information, joint projects, responsible lobbying and dealings with the media, promoting good practice, and building partnerships. It should take account of the environmental, social and governance features, and the social responsibility, of organizations it deals with or wants to deal with. Its use of influence should follow ethical conduct and the social responsibility principles, starting with dialogue to build awareness and encourage responsible conduct and, if dialogue does not work, moving to other steps, which may include altering the relationship itself. It should recognise that controlling another party in practice brings a responsibility to act much like formal control does.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.