The Gri Framework and Potashcorp, Inc.

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PotashCorp Frederick J Farmers Kaplan University PotashCorp has many stakeholders that it needs to answer to on a daily basis as it pertains to how they run their company. This means that they have to cognizant within all of their business processes how each action effects all stakeholders in order to build a supply chain that delivers on the expectations of all of these individual groups. These stakeholders include the environment, customers, employees, shareholders, and the communities in which they operate. It states very plainly on PotashCorp’s website in fact that their key organizational goals are the following: 1. Create superior long-term shareholder value 2. Be the supplier of choice to the markets we serve 3. Build strong relationships with and improve the socioeconomic well-being of our communities 4. Attract and retain talented, motivated and productive employees who are committed to our long-term goals 5. Achieve no harm to people and no damage to the environment (Profile, Vision & Goals, 2012). It is very easy to see based on those statements the targeted stakeholders that PotashCorp is most concerned about satisfying, and for good reason. Based on how this company is structured, damaging the relationships between any of those stakeholders by not following through on any of those key organizational goals could easily cause a corporate nightmare for a company such as this. Just how well are each stakeholder group’s interests addressed by PotashCorp? An excellent report card type system that PotashCorp voluntarily coordinates with every year gives some indications on just that. The system used is the GRI or Global Reporting Initiative and operates under the initiatives G3.1 framework to compare CSR issues against that framework (Global Reporting Initiative, 2012). Customers: According to the GRI report, PotashCorp has

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