Today’s visits demonstrated how the triple bottom line framework can operate across completely different industries and reflect Costa Rican values. The triple bottom line focuses on balancing profit, environmental sustainability, and positive community impact. First, at the bean-to-bar chocolate company, Sibö. One of the most interesting things I learned was that the founders entered the chocolate business because of their passion for conservation, without any prior experience in the industry. Cocoa farming supports the environment because cacao plants grow under the shade of larger trees, helping preserve biodiversity rather than deforestation. The owners also strongly believe that a successful business should benefit everyone involved. They pay their cocoa farmers 3 times what larger companies offer because they want to secure the highest quality cacao for their customers while also supporting the farmers financially. Even the packaging reflects Costa Rican sustainability values since it is made using the shells of the cacao beans, turning a byproduct into something useful instead of creating waste. Another important aspect of Sibö was its emphasis on keeping production local. The founders noticed that Central America exported raw cacao beans while importing finished chocolate products. By making the switch to handling every stage of production locally, the company keeps more economic value in Costa Rica. But prioritizing sustainability and fair wages could reduce profit margins, and still the owners implement these practices because they value environmental and community impact, a part of the “Pura Vida” lifestyle.

This same mindset was evident at Riverside Gastropub, which I believe was the strongest example of the triple bottom line working successfully. The owner created the restaurant with the primary goal of supporting the community financially and environmentally. He repurposed the remains of an old burned-down disco tech called Riverside and combined old and new materials to construct the restaurant. The farm-to-table model also operates almost like a cycle that eventually returns back to the farm. Organic ingredients for the food served in the restaurant are grown in gardens outside, and food waste from the kitchen is composted and reused as organic fertilizer for crops. The restaurant also supports the community by displaying local artists’ work and giving 100% of the profits from artwork sales back to the artists, and also supporting local musicians through live performances. There are some local restaurants near me that also display artwork that is available to purchase, but it is never clear if the all of profits go to the artist, unlike the process at Riverside.
I felt that the owner’s goals were very genuine because it was clear he prioritized supporting Costa Rica and the local community rather than maximizing personal profit.

The presentation on Costa Rica’s medical devices demonstrated that the triple bottom line can also apply in global industries. One of the most important things I learned was that Costa Rica’s competitive advantage is not based on cheap labor, but instead on the combination of its educated workforce, political stability, strategic location, and collaboration between government and industry. The medical device sector has become one of the country’s most significant exports per capita, which strongly benefits the Costa Rican economy while also creating many high-paying jobs for Ticos. However, it was unclear how the production process supports the environment or sustainability, which left the impression that they are a less strong example of the triple bottom line framework. When the triple bottom line is working effectively, businesses can succeed financially while also supporting sustainability and improving the communities around them, like in the case of Riverside.