1.

0 DETERMINE WHAT BEING A SUSTAINABLE ORGANIZATION MEAN

According to the case study, a sustainable business organization has a broad cultural
background in transformation and trusts property track records to significant modification. It also
successfully engages with all external stakeholders as well as its employees. Making strategic
changes is essential if you want to create a firm organization that will last. Planning,
organization, and training are first necessary for employee engagement to guarantee that all
sustainability guidelines are followed. It is crucial to persuade staff members of the benefits of
supporting sustainability initiatives, as well as what they can personally do to contribute.

Following that, a sustainable corporate organization must begin with top-level management to
fulfill its role for leadership commitment. By taking expected uncertainties into account and
keeping a long-term perspective when making decisions, sustainable goals can be achieved.
This can be done by incorporating research on sustainability into business choices like
operating budgets and capital investments. Furthermore, each sustainable business
organization has a unique strategy for engaging stakeholders. Consideration should be given to
each stakeholder’s potential contribution to sustainability efforts.

Lastly, the clientele is significantly impacted by changes to the goods or services offered. They
may be held largely accountable for the efforts made in the field of sustainability. In order to
identify the supplies being utilized as well as how they are created and their environmental
impact, suppliers should also work together to uphold a shared commitment to sustainability. As
a result, vendors will be able to improve their ability to be maintained. Even so, it is important for
all stakeholders who care about the triple bottom line to be aware of the change in the
importance of the triple bottom line in culture.

1.1 EXPLAIN THE CHANGES (STRATEGIC AND OPERATIONAL) THAT ARE BEING
REQUIRED TO BECOME A SUSTAINABLE BUSINESS ORGANIZATION

On a larger scale, society might be included in the business’ sustainability initiatives. Companies
have been charged with misusing natural and human resources in their corporate activities. The
unexpected effects of the global strategy should be understood by businesses committed to
sustainability.

Supporting company culture will enhance the effectiveness of leadership commitment, external
and employee involvement, and plan implementation. A successful organizational culture must
be adaptable to change, foster continual learning through creative communication, and
encourage the free exchange of ideas that supports cooperation and trust.

2.2 EXPLAIN THE PRINCIPLE OF THE TRIPLE BOTTOM LINE AND HOW IT CAN BE
IMPLEMENTED, USING EXAMPLES SUCH AS PRIMARK AND OTHER ORGANIZATION

The triple bottom line (TBL) concepts are compelling because they emphasize the value of
enhancing public life and supporting the global community in receiving adequate funding. The
readiness of the audience for potential environmental responsibility can also help with this.
Companies are moving swiftly to put sensible reforms into place, transform industrial operations,
and assist the environment all at once. The three bottom lines, often known as the three Ps
(People, Planet, Profits), are frequently referred to as the three bottom lines.

 People: are typically cited as the most important aspect that focuses on the ethical and
proper business practices of the operating companies. For instance, the outdoor clothing
brand Adidas gives back to its staff members and the communities it supports.
Additionally, workers are free to work for any non-profit organization and continue to be
paid and eligible for benefits. For special events like anniversaries, several businesses
provide their services to people all around the world. To celebrate its 100th anniversary,
IBM, for instance, increased its offering and provided gratis software and other
developed tools to the government, educational institutions, and non-governmental
groups. In this way, they have successfully benefited society.
 Profits: the most significant aspect of corporate structure, assuming that profit is
compatible with the elements of people and planet in the TBL idea. The Swedish
furniture company IKEA increased its profits by turning trash into some of its best-selling
products. The triple bottom line idea world design is used to evaluate the effects of the
company’s operations on the planet. It’s challenging to remember the three Ps. Also,
there is no agreed benchmark for judging the competency of any of the triple bottom
lines.
According to science, it is challenging to calculate TBL with a single solution.
Stakeholders and experts will select the bulk of the measures, along with their capacity
to gather data. The calculations will be built using the current set of data.
Economic indicators are significant because they cover factors that influence the flow of
money. The work situation, taxation, remuneration, and distribution are possible
 additional factors. A few examples include the cost of underemployment, the growth of
jobs, and individual compensation. Environment measurements involve assessing
natural resources and looking into how a company’s operations could affect things like
water availability, quality of air, combustion, usage of energy, and trash management.
Social measurements, also known as the most communal elements of society,
community, and areas, include things like educational development techniques, social
acquisition of resources and fairness, strengthening social capital, and human life health
standards. Notable examples include the number of unemployed people, the length of
the typical commute, and relative poverty.
 Planet: the third component of TBL, addressed both the management of environmentally
harmful business practices and the management of sustainable practices. The measures
will be to reduce waste at the manufacturing, investigate all renewable energy options,
manage natural resources effectively and efficiently, and enhance logistics. Businesses,
for instance, set monthly waste reduction goals. Apple uses renewable energy for 93%
of its energy needs. For instance, Google and Facebook are increasingly using
renewable energy to power their companies.
2.3 PROVIDE A FLOWCHART AND REVIEW THE STRATEGIC SUSTAINABLE PLANNING
PROCESS (E.G. SET SUSTAINABLE VISION, ASSESS CURRENT SITUATIONS, CREATE
FINANCIAL PLAN, ETC.)

Assessing Internal Factors

Assessing External Factors
Formulation of vision statement
Setting Taregets & Goals
Prioritizing Actions & Strategies
Defining Performance Metrics
Taking Appropriate Actions
Figure 1: The organization’s strategic sustainable planning

All the steps for bolstering a strategic sustainability planning process are shown in Figure 1. It
contains every component present in every other method of strategic planning. Leaders in the
field of environmental health and safety, human resources, and corporate management must all
be involved in the process.

The first phase should incorporate each of the following:

o The company’s main issue

 o Strengths and weakness
o Company values and brand image
o The situation of the markets at the moment

The following components ought to be a part of the following phase:

o Being aware of and assessing opportunities and dangers

o Rating of customer expectations
o Locating points of contact with societal issues (such as climate change & air pollution)
o A review of the competition
o Recognize the issues that affect the neighborhood where the business is located

The business’s purpose and core values should be linked in the vision statement. It must
demonstrate long-term trends, capture the true essence of sustainability, and the founded on
solid, clearly stated principles. The objectives should specify the demands on the company and
the means by which it will realize the expressed vision. The main stakeholders, including
consumers, employees, and investors, should be able to perceive how the strategy is changing
the situation to some level. The organization’s efforts must reflect all of the goals and metrics.
The SMART criteria – specific, measurable, tangible, relevant, and time-bound – should be
followed. Any long-term and long-term sustainable method should coexist with the action plan.
Critical activities include allocating crucial resources, starting communication, evaluating
performance against goals, planning management reviews, and fostering continuous
development.
REFERENCES

Fréry, F. (2006, October 1). The fundamental dimensions of strategy

https://sloanreview.mit.edu/article/the-fundamental-dimensions-of-strategy/?
switch_view=PDF

Strategy and analytics. Deloitte United States. (n.d.).

https://www2.deloitte.com/us/en/pages/strategy-operations/topics/strategy-and-analytics-
consulting.html

Scribd. (n.d.). Module 4 sustainable practices. Scribd.

https://www.scribd.com/document/573746723/Module-4-Sustainable-Practices

Redman, P. B., & Paul B. Redman has been director of Longwood Gardens since 2006. (n.d.).
Five essentials of strategic planning (SSIR). Stanford Social Innovation Review: Informing
and Inspiring Leaders of Social Change.
https://ssir.org/articles/entry/five_essentials_of_strategic_planning