Tea is a major cash crop that is important to the economy of India, as the country is the second largest producer of tea in the world after China. Tea production contributes substantially to the nation's economy. The current Plantations Labour Act and Rule is applicable to this labour- intensive industry. Yet there is little documentation that provides comprehensive spatial insights into the organizational structure, function and associated discipline that drive the day-to-day field operations. This review paper strives to synthesizes scattered evidences, outlines the hierarchical structure and its role in guiding the large workforce towards sustainable tea cultivation practices. Utilizing a non-experimental approach, it combines scoping and formative research methodologies to provide a comprehensive understanding of this critical issue. The paper offers valuable insights for tea industry stakeholders, helping to strengthen organizational frameworks and promote a culture of sustainability. Findings reveal (i) tier based formal hierarchy with distinct supervisory spans, (ii) informal social strata that mediate compliance, and (iii) multiple leverage points— especially at the assistant manager and field supervisor levels-for embedding environmental, social, and governance (ESG) practices. Recommendations include targeted capacity-building, the codification of green standard operating procedures (SOPs) and the introduction of participatory feedback loops to strengthen organizational resilience. Recommendations include targeted capacity building, the institutionalizing of green standard operating procedures (SOPs) and the incorporation of participatory feedback mechanisms in a bid to enhance the resilience capacity of an organization. By leveraging the power of the hierarchical system, businesses can unlock the full potential of their workforce and pave the way for a more environmentally responsible and economically viable tea industry.