本文主要内容是三重底线及其含义，假设任何组织，比如耐克公司必须建立一个新的生产设施来生产其产品，那么根据GRI，生产设施必须通过外部保证的标准。GRI概述了实现可持续发展报告外部保证的六个重要品质，根据这些品质，外部审查应。本篇美国代写论文文章由美国论文人EducationRen教育网整理，供大家参考阅读。
Suppose any organization let’s say Nike has to set up a new production facility for the manufacturing of its products, then according to GRI, the production facility has to pass the criteria of external assurance. GRI has outlined six important qualities for achieving the external assurance of sustainability reports and according to them the external examination should:
Be led by associations or groups of people external to the organization who are certifiably able with regards to judgement in both the concerned matter and assurance activities
Be actualized in a way that is orderly, archived, evidence based, and is portrayed by characterized techniques.
Be able to evaluate whether the report gives a sensible and balanced presentation of organization’s performance, contemplating the veracity of the information in a report and in addition the general determination of substance.
Hire unbiased individuals or secured groups of people to convey the procedure of certification who are not unduly compelled by their collaboration with the industries or organization or its partners to disseminate an independent and fair conclusion on the assurance report.
Critically assess the degree to which the report maker has covered the GRI Reporting Framework throughout achieving its assuring decisions.
Result in an assessment or set of conclusions that is openly accessible in composed structure or on a prescribed form, and an announcement from the certification provider on their association to the report maker.
There is always a concerning question asked by wide scale organizations: Can TBL really help a organization to grow more socially, economically, culturally and environmentally conscious, with possible benefits both for the company and its stakeholders, or it is just a theory that is not applicable in practical? Nike as an organization particularly has been very concerned about its CSR policies and the sustainability index after the outrage that happened in the 1990’s on working conditions of the people employed in sweatshops of the organization. Confronted with string criticism and client resistance over its allegations of child labor and excessive working hours, Nike sat down eye to eye with its commentators.
As a result of this outburst Nike had to commit to the Global Alliance for Workers and Societies. Nike chose to be a decent corporate resident and apply its CSR practices universally. But even after that many challenges have been faced by Nike Inc., for example, recently there was a CSR report from some organization claiming that around 300 workers at Longfa Shoe Factory (subsidiary of Nike) in Tianjin, China are below 18 years of age and fake birthdate papers have been submitted as a proof of identification for those employees even though the working age is 16 years in China legally. However, Spokesmen for both the organizations denied the claimed affirmations and said procuring underage laborers would damage organization CSR approaches. The concerns for apparel industries like Nike that has its manufacturing centers in developing nations is that enhancements or advancements in organization conditions are not generally welcomed by the community persons. Suppliers and distributors need to see these challenges as immediate advantages which are of their primary concerns. Until and unless this happens, many are not going to take risks. Therefore, influencing suppliers to enhance working conditions isn’t simple by any means.
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