triple bottom line

(noun)

A means of measuring a company's success based on its economic returns, its effect on its environment, and its impact on the community.

Related Terms

Examples of triple bottom line in the following topics:

  • Types of Social Responsibility: Sustainability

    • The three pillars—also known as the "triple bottom line"—have served as a common ground for numerous sustainability standards and certification systems in recent years, though a universally accepted definition of sustainability remains elusive.

  • Arguments for and against Corporate Social Responsibility

    • Most arguments both for and against CSR are based on how a company's attempts to be socially responsible affect its bottom line.
    • CSR proponents may also argue for the recognition of a "triple bottom line" performance that includes not only financial returns for owners but also social and environmental benefits for the greater society.

  • Social Responsibility Audits

    • This type of accounting originated in the early 1990s and is known by various names, including social accounting, sustainability accounting, CSR reporting, environmental and social governance (ESG) reporting, and triple-bottom-line accounting (encompassing social and environmental as well as financial reporting).

  • What is Strategy?

    • Strategy involves the action plan of a company for building competitive advantage and increasing its triple bottom line over the long-term.

  • Gantt Charts

    • Gantt charts can be used to show the current schedule status using percent-complete shadings and a vertical "TODAY" line.
    • Because Gantt charts focus primarily on schedule management, they represent only one of the triple constraints for project management (cost, time, and scope–Gantt charts show only time).

  • Planning a Project

    • Initiation: The initiation stage includes generating the idea, assessing the feasibility and profitability of the project, conceptualizing the operational benefits and the bottom line, and getting approval and resources.
    • This integration should be in line with the framework established in the first two stages.

  • Working with Management

    • The management should also consider how innovations might help or hinder employees in doing their jobs, as opposed to merely considering the immediate effect to the company's bottom line.

  • Network Structure

    • Because the network structure is decentralized, it has fewer tiers in its organizational makeup, a wider span of control, and a bottom-up flow of decision making and ideas.
    • For example, lines of accountability may be less clear, and reliance on external vendors can be quite high.

  • Overview of Strategic Planning Tools

    • One popular scenario application is called the zero-sum game, where the costs and revenues are equated to see at what level of cost or what level of revenue a zero-sum bottom line can be achieved.

  • Differences in Messaging in For-Profit vs. Non-Profit Organizations

    • Messaging may also be more general but still designed with a company's bottom line in mind.