How the organisation communicates ESG bears on its strategic success, its access to finance and its reputation, and the most trustworthy communication rests on validated and verified evidence and analysis behind every aspiration, public statement, strategy and target, with the interests of each audience understood. The key actions are to tailor the message to the audience (language, presentation and translation accessible and aimed at their interests, mindful of their cultural, social, educational and economic situation); to pick accessible formats, from brochures, games and challenges to online and printed reports, newsletters, posters and social media, as the group, message, budget, geography and technology dictate; to be creative and put real effort into participatory engagement without underestimating people's skills; to raise awareness inside and outside of the strategy and objectives of ESG reporting, stressing what is communicated, what is not, and why and how the risk and opportunity assessment led there; to build the organisation's ESG reputation through accountability, integrity and openness; to show and explain the engagement carried out and how ESG has shaped strategy and planning, expressed in the light of how mature the organisation's ESG is; to give information on the organisation's effects on the environment and society and on effects that could reach the audience, with the mitigation and adaptation strategies in hand; to give relevant, transparent information on ESG strategy, action plans, management and governance; to show compliance with law and regulation; and to use standardised measures so that peers can be compared. Information is factually right and detailed enough to be useful, with comparisons to earlier information and to other organisations for context; communicating for its own sake without the underlying work is quickly exposed and backfires. Presentation is inclusive, understandable and not overwhelming, especially for vulnerable consumers, considering how people take in information and whether they need electronic or paper, aural, Braille, data, digital or graphic forms, and accommodating specific or neurodiverse needs where possible. Usual channels include ESG reports, public and internal dashboards, investor presentations and meetings, regulatory filings, interested party engagement, social media, newsletters, games and competitions, and third-party ratings and rankings, whose underlying models and algorithms must themselves be transparent and trustworthy. For vulnerable groups and those experiencing neurodiversity the organisation makes other ways of making contact known when one seems uncomfortable, offers and accepts alternative formats, keeps ownership of the conversation instead of passing people from department to department, considers translation and in special cases a translator or interpreter, allows more time and human contact for absorbing information and deciding (pausing where that helps, particularly when the material is technical or not in the person's first language), and provides several routes into engagement, going out into communities or adding support where that is what equal opportunity requires.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.