I started a post on this topic here. And I think that the problem in this question lies within what I talked about with Corporate Social Responsibility here.
Triple Bottom Line needs to be strategic, and when it is strategic, it is ingrained in the company and is inseparably aligned with the company's core competencies. It must be unique to each company--custom designed to fit that business's location, staff, product/service, and competition. A real "Triple Bottom Line" Company needs to go beyond the generic, the ready-made list, and expand to innovation. So the concept of standardization is limited--not out--but limited. The ready-made, standardized list provides the very first baby-step. Where things get interesting is when a company looks at itself as a unique entity and thinks of how it may become singularly Triple Bottom Line. The custom-tailored aspect of this process cannot be overlooked.
Now, back to Michael E. Porter and Mark R. Kramer's article, Strategy & Society: The Link Between Competitive Advantage and Corporate Social Responsibility, HBR December 2006.
They talk about "Looking Inside Out: Mapping the Social Impact of the Value Chain" and then "Looking Outside In: Social Influences on Competitiveness".
Looking Inside Out: Mapping the Social Impact of the Value Chain
"The value chain depicts all the activites a company engages in while doing business". This includes firm infrastructure (financing, investor relations), human resource management, technology development, marketing and sales, data collection, supplies--everything. Within all these areas are opportunities for triple bottom line innovations.
For example, let's take human resources. A generic (and good practice) triple bottom line practice is offering at least a living wage to all employees, not just the minimum wage. But for triple bottom line to grow even more inseparable from the actual company's core competencies could mean having a company-only wiki that eliminates hierarchy and allows each employee to contribute their ideas for how the company can improve, innovate, and work better for its employees. Finding a way to involve all your employees for a thorough investment is unique to each company and allows each company to tap into each of its unique assets--its people.
The point, though, is to design something that looks at all the unique characteristics within your company and use them to your advantage within a triple bottom line framework, and it's going to vary from business to business, but you've got to start mapping it out and then brainstorming.
Looking Outside In: Social Influences on Competitiveness
Looking at a company's unique diamond framework (Context for Firm Strategy and Rivalry, Local Demand for Conditions, Related and Supporting Industries, and Factor (Input) Conditions) will affect its ability to compete.
Context for Firm Strategy and Rivalry are "the rules and incentives that govern competition". A company needs to look at the way the game is played and find oppotunities for triple bottom line innovation (could it be using only fair trade practices, complete transparency and reporting)
Local Demand Conditions are "the nature and sophistication of local customer needs". This could mean only using organic and locally grown produce and also advocating for the regulation of such practices. Maybe it means offering educational classes to locals about your advocacy efforts and establishing a community of advocacy. But don't make the mistake of creating innovations that are separate from your core competencies. If your company has nothing to do with children, don't make a day care for the local community (day care for you employees may be fine--but that's part of the Inside Out issues above), when it has no relevance to you.
Related and Supporting Industries are "the local availability of supporting industries". This is one of your opportunity to invest in your community with other businesses. This is where people need to come together and look at all the ways they can partner and support each other--not in martyrdom, but to the benefit of all.
Factor (Input) Conditions talks about the "presence of high-quantity, specialized inputs available to firms". This means looking at what human resouces are available locally, what kind of training does your firm offer, access to natural resources, availability of scientific and technological infrastructure.
Using a simple framework of people, profit, and environment, a triple bottom line business will map out all of these areas as they uniquely relate that that business and innovate ways to become a truly integrated triple bottom line business.