Knowing the expectations involved with maintaining operational sustainability and who is responsible for meeting these expectations is an important part of being an effective practitioner. In this assignment, you will create a guide that can be used throughout this course and in the future to help you better understand the roles, influences, and responsibilities of internal and external stakeholders involved in maintaining ethical business practices related to the triple bottom line (TBL). This assignment will also support you in completing your course project, which is due in Module Seven.
Scenario
You are working on a collaborative project regarding sustainability initiatives. During recent meetings, the group realized there is much confusion surrounding who is responsible for regulations, governance, and responsibilities surrounding the new initiatives being planned. To help everyone understand the roles and responsibilities of both internal and external stakeholders, you have volunteered to create a brief guide.
Directions
Use course and external resources to complete the Module Three Assignment Template linked in the What to Support section below. Be certain to identify key stakeholders and their roles, responsibilities, and level of influence clearly and concisely in upholding sustainable business operations regarding each aspect of the TBL.
For the purposes of this assignment, you can select one of the following industries to help contextualize your response:
Food service
Office supply
Accounting and finance
Specifically, you must address the following rubric criteria:
Identification: Identify key internal and external stakeholders, groups, and organizations involved in enforcing and maintaining operational sustainability regarding each aspect of the TBL.
Roles: Briefly describe the role of identified internal and external stakeholders, groups, and organizations involved in enforcing and maintaining operational sustainability.
Responsibilities: Briefly describe the responsibilities of identified internal and external stakeholders, groups, and organizations involved in enforcing and maintaining operational sustainability regarding each aspect of the TBL, specifically regarding their level of responsibility and accountability in the following areas:
Evaluating or enforcing sustainable operations
Determining which aspects of the TBL framework they support most strongly
Explaining how their responsibilities can help justify prioritizing the TBL
Influence: Briefly describe the level of influence of the identified internal and external stakeholders, groups, and organizations involved in enforcing and maintaining operational sustainability regarding each aspect of the TBL. Be certain to note their ability to make decisions, enforce requirements, and justify prioritizing the TBL for an organization.
Sample Answer
A Practitioner's Guide to Stakeholder Roles in Sustainable Food Service
This guide clarifies the roles, responsibilities, and influence of key internal and external stakeholders in maintaining operational sustainability within the food service industry, specifically concerning the Triple Bottom Line (TBL) framework of People, Planet, and Profit.
Internal Stakeholders
Internal stakeholders are those with a direct, vested interest in the organization's performance, including its employees and owners. They are crucial for implementing sustainability initiatives from within.
| Stakeholder Group | Roles | Responsibilities | Influence |
| Employees (Chefs, Servers, Staff) | Implement sustainability practices at an operational level. | People: Uphold ethical labor practices, ensure a safe and respectful work environment. Planet: Directly responsible for reducing waste (e.g., portion control, proper sorting of recyclables), conserving energy (e.g., turning off equipment), and following sustainable sourcing protocols. Prioritization: Their daily actions justify prioritizing the TBL by demonstrating that sustainable practices are feasible and can lead to operational efficiencies (Profit) and a positive workplace culture (People). | Medium. They have direct control over day-to-day operations and can either make or break sustainability initiatives through their compliance or resistance. Their collective actions have a significant impact on TBL outcomes. |
| Management (Restaurant Owner, General Manager) | Set policy, oversee operations, and lead sustainability strategy. | People: Create and enforce fair labor policies, ensure employee training on sustainability, and manage community relationships. Planet: Responsible for determining and monitoring the restaurant's environmental footprint, from waste reduction targets to energy consumption audits. Profit: Accountable for the financial performance of sustainability initiatives, ensuring they are cost-effective and contribute to the bottom line. Prioritization: They justify prioritizing the TBL by creating business plans and policies that integrate sustainability into core operations, linking TBL success to long-term financial viability and brand reputation. | High. Management has direct decision-making power to allocate resources, hire staff, and set the strategic direction for sustainability, but they are accountable to investors and external pressures. |
| Investors/Owners | Provide financial capital and hold management accountable for overall performance. | People: Evaluate the firm's commitment to social responsibility and ethical labor practices, as these can affect brand reputation and long-term value. Planet: Assess environmental risks (e.g., climate change impact on supply chains) and opportunities (e.g., market for sustainable products). Profit: The TBL's "profit" aspect is their primary responsibility, but they increasingly recognize that a strong performance on the People and Planet fronts can lead to higher returns and brand equity. Prioritization: Their responsibility to maximize shareholder value justifies prioritizing the TBL by demonstrating that it is a source of competitive advantage and reduces financial risk in the long run. | High. They have the final say on capital allocation and can demand that management prioritize sustainability goals, especially if those goals are tied to profitability and risk management. |
Export to Sheets
External Stakeholders
External stakeholders are individuals or groups outside the organization that have a significant interest in or are affected by its operations. Their influence comes from their ability to apply pressure and enforce standards.
| Stakeholder Group | Roles | Responsibilities | Influence |
| Customers | Drive demand for sustainable products and services through purchasing decisions. | People: Expect and reward ethical treatment of employees and community engagement. Planet: Expect businesses to reduce their environmental impact through sustainable sourcing, waste reduction, and eco-friendly packaging. Prioritization: Their purchasing habits are a direct market signal that justifies prioritizing the TBL. Their willingness to pay a premium for sustainable options directly links TBL initiatives to revenue, making it a profit driver. | High. As a collective, consumers have immense power. Their purchasing choices can directly impact a company’s revenue and reputation. Social media and reviews amplify their influence. |
| Suppliers (Farmers, Distributors) | Provide the raw materials and resources necessary for the business. | People: Ensure fair labor practices within their own operations and supply chains. Planet: Implement sustainable farming and production methods (e.g., organic, non-GMO, waste reduction). Prioritization: Their ability to provide or withhold sustainably sourced goods forces the business to prioritize the Planet aspect of the TBL, as it directly impacts product availability and quality. They justify the TBL by making sustainable options a viable choice for the business. | Medium to High. Their influence depends on their unique product offerings. Suppliers of rare or certified sustainable |