The assessment considers its intended use and users and the ESG outcomes the organisation seeks, and proceeds by defining scope and objectives (the goals, why it is done, and its boundaries in business units, regions and time frames); identifying the relevant ESG impacts through research and benchmarking against sector standards, peer practice and regulation to compile a list across all three pillars; engaging interested parties with chosen methods and strategies, hearing views that do not align with the organisation's own, and recording the purpose, results and insights of every engagement; assessing and prioritising impacts against credible, transparent, described criteria (such as magnitude, interested parties' concerns and strategic fit), often plotted on a materiality matrix; and validating results internally with senior management and departments and externally with interested parties. The loop is closed by developing action plans for the prioritised impacts and integrating them into strategy, risk and opportunity management and reporting with clear responsibilities and resources; by reporting the process and results so that interested parties can understand them; and by repeating the assessment at scheduled intervals, or sooner when circumstances change, with consistent methods so that trends can be compared.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.