Case: New Belgium
What are the three parts of the ”triple bottom line” at New Belgium Brewery?
Why do they have these three?
Attachment preview
NEW BELGIUM BREWING COMPANY AND B CORPORATION 
CERTIFICATION
“You must be the change you wish to see in the world.”
– Mahatma Gandhi
It was the winter of 2012. In contrast to the quiet cold outside, there was a roar of clapping inside the New 
Belgium Brewery (NBB) in Fort Collins, Colorado. Employees applauded as a fleet of cruiser bikes 
ceremoniously rolled in to greet the employees celebrating their first year anniversary at NBB. The 
greater prize came along with the new bikes: ownership in the company. Although employees had always 
partially owned the NBB, the company planned to be fully employee-owned by the end of the year. Such 
dedication and willingness to share with their employees had always been a part of NBB whose values 
also extended to the natural environment and philanthropy. With a focus on the triple bottom line NBB 
had grown tremendously over the years. Not only were they the third largest craft brewery in the U.S., but 
they were also giving strong consideration to opening a second brewery. Such economic growth was, 
perhaps surprisingly, accompanied by a reduction in their carbon footprint and an increased impact on 
their industry and society through their philanthropy and lobbying for stricter environmental