Professional Documents
Culture Documents
People
In the context of triple bottom line, people refers to every individual that is in
touch with a company. This includes but is not limited to:
Employees. This means ensuring workers receive a fair wage in a safe
environment that encourages professional development.
Vendors. This means ensuring a diverse set of suppliers are used and prioritizing
small businesses or minority-owners when appropriate.
Customers. This means ensuring customers have fair access to products and their
feedback regarding equity or safety are considered.
Traditionally, a company would prioritize investors or shareholders. Triple
bottom line shifts the focus to individuals potentially not financially invested in
the company but still tangentially involved with its operations. Now, instead of
attempting to create value by only increasing investor returns, triple bottom line
strives to create value by encouraging volunteerism of its employees or support
or business success of small suppliers, for example.
Planet
The largest deviation from purely financial reporting relates to reporting on
environmental impacts. Often, a company must be forced between a lower-cost
option or a more environmentally-friendly alternative. A company may also
choose between a less favorable alternative; for example, eco-friendly transit will
likely be slower than aircraft.
Instead of reporting a company's positive changes to the planet, it is often much
easier to assess the impacts of the alternatives elected by the company. Imagine
a company that redesigned its distribution channels to reduce its energy use; such
an activity would be reported as saving a certain amount of greenhouse gas
emissions.
2. Measuring People
Also referred to as social measures or social metrics, the people component of
triple bottom line may contain financial or non-financial measurements. Again,
some may be stipulated by generally accepted accounting principles (GAAP) or
other reporting rules, while others may be internally-sourced data. Examples of
measurements of people include:
Average employee payroll to demonstrate livable wages that exceed local
expectations for pay.
Average employee benefits per employee beyond pay to demonstrate the full
benefit package per worker.
Average number of vacation hours earned and used per employee to ensure
workers can and have been stepping away from work.
Employment demographics such as proportion of employees in different age,
race, sexual orientation, or religious groups. Note that some of this information
may be sensitive and must be provided voluntarily by employees (as employers
are not entitled to some demographic information.
Vendor demographics such as businesses identifying as small businesses,
LGBTQ-owned, Veteran-owned, or minority-owned.
Number of product returns by geographical regions to ensure certain
demographics are still receiving quality products.
3. Measuring Planet
Perhaps the most difficult triple bottom line component to measure is planet. As
a company may need to know its existing impact as well as its "eco-friendly"
impact, measuring impacts to the planet may require the most expertise or effort.
However, there are very common environmental measurements such as:
Reductions in greenhouse gas emissions based on the difference between former
processes and forecasted changes in new processes.
Amount of waste generated in pounds; this may also include amount of recycled
product over a period of time.
Amount of energy consumption, adjusted for seasonality.
Amount of fossil fuel consumption (may be adjusted for per-employee or per-
sales lead should the company be growing).
Proportion of raw materials sourced ethically.
Advantages and Disadvantages of the Triple Bottom Line
Advantages of Applying the Triple Bottom Line
The obvious reason to apply the triple bottom line is to have a greater positive
impact on the world. Instead of focusing on paper profit, companies can
quantifiably determine how the business is favorably changing the world and the
people it engages with.
Having a greater philanthropic presence may encourage employee retention and
decrease attrition. Workers may be more likely to commit to a company if its
environmental impacts are communicated. In addition, favorable working
conditions including competitive wages, training, and time off to volunteer may
keep employees around; this may reduce recruiting, training, onboarding, and
general costs of new employees.
A greater triple bottom line plan may also entice customers and consciously
capitalistic investors interested in prioritizing certain non-financial metrics over
financial metrics. Some customers may be torn between two similar products; the
deciding factor may be the ESG prioritization of the companies. In addition,
investors may actively seek to put their money into a company that has social and
environmental plans.
Last, triple bottom-line strategies may result in increased long-term profitability.
Though short-term costs may increase, a company may become more efficient in
the long run. Consider a company converting its fleet to electric vehicles. Short-
term, this will be a massive capital investment. In the long term, the company
may reap the benefit of lower energy costs, less maintenance, or better equipment
durability.
In addition, electing to prioritize the triple bottom line will likely be more
expensive. Consider a clothing manufacturer whose best way to maximize profits
might be to hire the least expensive labor possible and to dispose of
manufacturing waste in the cheapest way possible. These practices might well
result in the greatest possible profits for the company but at the expense of
miserable working and living conditions for laborers, and harm to the natural
environment and the people who live in that environment.