An organization should manage carefully and systematically its own effects on each core subject and keep watch on the effects of organizations within its sphere of influence, thinking about how its decisions are likely to affect stakeholders, how best to reduce harm and add benefit, and what resources and planning are needed. It should check that its governance applies the social responsibility principles and that its structure and culture show them, reviewing procedures and processes at suitable intervals; for example, it can make sure its established management practices take account of social responsibility, work out how the principles, core subjects and issues bear on each part of the organization, set up units or teams (where its size warrants) to review and amend operating procedures, factor social responsibility into how operations are run, and build social responsibility into buying, investment, people management and other functions. It should recognise that the values and culture it already has will influence how easily and quickly integration happens, and draw up a realistic plan that tackles some issues soon and others over a longer time, in light of its capabilities, resources and priorities.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.