Communication on social responsibility can take many shapes, including: meetings or conversations with stakeholders; communication about particular issues or projects, with dialogue where possible; communication from managers to employees or members (most effective as two-way dialogue) to build awareness and support; team activities aimed at integration; communication with stakeholders about claims, which can be checked through internal review and assurance and, for greater credibility, external assurance, with chances to give feedback; telling suppliers what the organization requires when it buys; communicating with the public about emergencies, both beforehand to build awareness and preparedness and during them to keep stakeholders up to date and advise what to do; communication about products such as labels and consumer information, with chances for feedback; articles aimed at similar organizations; advertising or public statements; evidence given to public inquiries or government bodies; and regular public reports that stakeholders can comment on. In such reports the organization should, at suitable intervals, tell affected stakeholders about its objectives and how it has performed on relevant issues and on the core subjects; explain how and when stakeholders took part; give a fair and full account, covering both successes and failings and how the failings will be tackled; size the report to fit its own scale and nature; explain how it chose which issues to include; set its goals and results against the background of sustainable development; and use a format that suits its stakeholders, including reports for particular locations where communities prefer them.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.