Abstract
M.Sc.
Corporations are beginning to realize that they are members of the wider community and must therefore behave in an environmentally responsible fashion. This translates into corporations that believe that they must fulfill environmental objectives in conjunction with profit related objectives. The recognition that a corporation is embedded within its surrounding environment has profound implications for the way that its business operations are conducted. No longer are the actions taken within the corporation considered to be separate from the external environment, and no longer are events unfolding outside the corporation considered to have no impact on the internal structure and functioning of the company. According to this mode of thought, everything is linked and interconnected. In recognition, smart corporations have initiated social, economic and environmental practices (Anon, 2002a) and incorporated these three components in to the Triple Bottom Line (TBL). The Triple Bottom Line was designed to promote the objectives of sustainable development (Elkington, 2003) by considering a holistic approach to business. Because sustainable development involves the simultaneous pursuit of economic prosperity, environmental quality and social equity, organisations that aim for sustainability need to perform not against a single, financial bottom line but against the triple bottom line i.e. economy, society and the environment. It is also true that a corporation, which is not socially or environmentally sustainable in the long term, is unlikely to be financially sustainable in the long term (Elkington, 2003).
The main aim of this study is to investigate how the natural environment can play an integral role in the implementation of the TBL. Five main issues relevant to the TBL are investigated in the problem statement, to determine how the environment can possibly form an integral part of the TBL and thus justify the implementation of the TBL in a corporation’s business strategy. Each main issue is then broken down into a number of specific support questions for analysis. The 16 support questions were then individually analysed to determine whether or not the environment could in fact play an integral role in the implementation of the TBL. The five main issues of investigation and the 16
sub-questions showed that the environment could play an integral role in the implementation of the TBL in any corporation.