The Siren Song of Sustainability: The Theocratic Trifecta's Third Leg!

    You might know, by now, of my views on ESG, which I have described as an empty acronym, born in sanctimony, nurtured in hypocrisy and sold with sophistry. My voyage with ESG began with curiosity in my 2019 exploration of what it purported to measure, turned to cynicism as the answers to the Cui Bono (who benefits) question became clear and has curdled into something close to contempt, as ESG advocates rewrite history and retroactively change their measurements in recent years. Earlier this year, I looked at impact investing, as a subset of ESG investing, and chronicled the trillions put into fighting climate change, and the absence of impact from that spending. Sometime before this journey, I also looked at the notion of stakeholder wealth maximization as an idea that only corporate lawyers and strategists would love, and argued that there is a reason, in conventional businesses, that we stay focused on shareholders and that it is both impractical and unwise to try to play the stakeholder game. With each of these topics (ESG, impact investing, stakeholder wealth maximization), the response that I got from some of the strongest defenders was that "sustainability" is the ultimate end game, and that the fault has been in execution (in ESG and impact investing), and not in the core concept.  

    I was curious about what sets sustainability apart from the critiqued ideas, as well as skeptical, since the cast of characters (individual and entities) in the sustainability sales pitch seems much the same as for the ESG and stakeholder wealth sales pitches.  In critiquing sustainability, I may be swimming against the tide, but less so than I was five years ago, when I first wrote about these issues. In fact, in my first post on ESG, I confessed that I risked being labeled as a "moral troglodyte" for my views, and I am sure that my subsequent posts have made that a reality, but I have a thick skin. This post on sustainability will, if it is read, draw withering scorn from the righteous, and take me off their party invite list, but I don't like parties anyway.

Sustainability: The What, the Why and the Who?

    I have been in business and markets for more than four decades, and while sustainability as an end game has existed through that period, for much of it, it was in the context of the planet. It is in the last two decades that corporate sustainability has become a term that you see in academic and business circles, albeit with definitions that vary across users. Before we look at how those definitions have evolved, it is instructive to start with three measures of sustainability, measuring (in my view) very different things:

• Planet sustainability, measuring how our actions, as consumers and businesses, affect the planet, and our collective welfare and well being. This, of course, covers everything from climate change to health care to income inequality.
• Product sustainability, measuring how long a product or service from a business can be used effectively, before becoming useless or waste. In a throw-away world, where planned obsolescence seems to be built into every product or service, there are consumers and governments who care about product sustainability, albeit for different reasons.
• Business or corporate sustainability, measuring the life of a business or company, and actions that can extend or constrict that life. 

There are corporate sustainability advocates who will argue that it is all of the above, and that a business that wants to increase its sustainability has to make more sustainable products, and that doing so will improve planet sustainability. That may be true, in some cases, but in many, there can be conflicts. A company that makes shaving razors may be able to create razor blades that stay sharp forever, and need no replacement, but that increased product sustainability may crimp corporate sustainability. In the same vein, there may be some companies (and you can let your priors guide you in naming them), whose very existence puts the planet at risk, and if planet sustainability is the end game, the best thing that can happen is for these companies to cease to exist. 

    

    Which of these measures of sustainability lies at the heart of corporate sustainability, as practiced today? To get the answers, I looked at a variety of players in the sustainability game, and will use their own words in the description, lest I be accused of taking them out of context:

• Business schools around the world have discovered that sustainability classes not only draw well, and improve their rankings (especially with the Financial Times, which seems to have a fetish with the concept), but are also money makers when constructed as executive classes. NYU, the institution that I teach at, has an executive corporate sustainability course, with certification costing $2,200, but I will quote the Vanderbilt University course description instead, where for a $3,000 price tag, you can get a certificate in corporate sustainability, which is described as " a holistic approach to conducting business while achieving long-term environmental, social, and economic sustainability." 
• Academia: I read through seminal and impactful (as academics, we are fond of both words, with the latter measured in citations) papers on corporate sustainability, to examine how they defined and measured sustainability. A 2003 paper on corporate sustainability describes it as recognizing that " corporate growth and profitability are important, it also requires the corporation to pursue societal goals, specifically those relating to sustainable development — environmental protection, social justice and equity, and economic development." In the last two decades, it is estimated that there have been more than twelve thousand articles published on corporate sustainability, and while the definition has remained resilient, it has developed offshoots and variants.
• Corporate/Business: Companies, around the world, were quick to jump onto to the sustainability bandwagon, and sustainability (or something to that effect) is part of many corporate mission statements. The Hartford, a US insurance company, describes corporate sustainability as centered "around developing business strategies and solutions to serve the needs of our stakeholders, while embracing the necessary innovation and foresight to ensure we are able to meet those needs in the decades to come."
• Governments: Governments have also joined the party, and the EU has been the frontrunner, and its definition of corporate sustainability as "integrating social, environmental, ethical, consumer, and human rights concerns into their business strategy and operations" became the basis for both disclosure and regulatory actions. The Canadian government has used to EU model to create a corporate sustainability reporting directive, requiring companies to report on and spend more on a host on environmental, social and governance indicators. 

I am willing to be convinced otherwise, but all of these definitions seem to be centered around planet sustainability, with varying motivations for why businesses should act on that front, from clean consciences (it is the right thing to do) to being "good for business" (if you do it, you will become more profitable and valuable).

    While corporate sustainability has taken center stage in the last two decades, it is part of a discussion about the social responsibilities of businesses that has been around for centuries. From Adam Smith's description of economics as the "gospel of mammon" in the 1700s to Milton Friedman's full-throated defense of business in the 1970s, it can be argued that almost every debate about businesses has included the component of what they should do for society, beyond just following the law. That said, corporate sustainability (and its offshoots) have clearly become a much bigger part of business  than ever before, and one manifestation is in the rise of "corporate sustainability officers" (CSOs) at many large companies. A PwC survey of 1640 companies in 62 countries, in 2022, found that the number of companies with CSOs tripled in 2021, with about 30% of all companies having someone in that position. A Conference Board survey of hundred sustainability leaders (take the sample bias into account) of the state of corporate sustainability pointed to the expectation that sustainability teams at companies would continue to grow over time. Finally, going back to academia, an indicator of the buzz in buzzwords, a survey paper in 2022 noted the rise in the number of corporate-sustainability related articles in recent years, as well as documenting their focus:

Burbano, Delma and Cobo (2022)

Note that much of the surge in articles came from ESG, which at least for the bulk of this period marched in lockstep with sustainability. Reflecting that twinning, many of the papers on corporate sustainability, just like the papers on ESG, were framed as sustainability being not just good for society but also good for the companies that adopted them. 

    I will admit that I have no idea what a CSO is or does, but I did get a chance to find out for myself, when I was invited to give a talk to the CSOs of fifty large companies. I started that session with a  question, born entirely out of curiosity, to the audience of what they did, at their respective organizations. After about twenty minutes of discussion, it was very clear that there was no consensus answer. In fact, some were as in the dark, as I was, about a CSO's responsibilities and role, and among the many and sometimes convoluted and contradictory answers I heard, here was my categorization of potential CSO roles:

1. CSO as Yoda: Some of the CSOs described their role as not only providing vision and guidance to the companies they worked at, about the societal effects of their actions, but doing so with a long term perspective. In short, even though they did not make this explicit, they were projecting that they had the training and perspective on how the company and society would evolve over time, and advice the company on the actions that it would need to take to match that evolution. I was tempted, though I restrained myself, to ask what training they had to be such receptacles of wisdom, since a degree or certification in sustainability clearly would not do the trick. I did dig into Star Wars lore, where it is estimated that it takes a decade or two of intense training to become a Jedi, and left open the possibility that there may be an institution somewhere that is turning out sustainability jedis.
2. CSO as Jiminy Cricket: I am a fan of Disney movies, and Pinocchio, while not one of the best known, remains one of my favorites. If you have watched the movie, Jiminy Cricket is the character that sits on Pinocchio's shoulder and acts as his conscience, and for some of the CSOs in the audience, that seemed to be the template, i.e., to act as corporate consciences, reminding the companies that they work for of the social effects of their actions. The problem, of course, is that like the Jiminy Cricket in the movie, they are relentless scolds, usually get ignored, and get little glory, even when proved right. 
3. CSO as PR Genius: While relatively few CSO admitted to this, there were a few who were open about the fact that they were effectively marketing fronts for companies, with the job of taking actions that could not remotely be argued as being good for the planet and selling them as such. I am not sure whether Unilever's CSO was involved in the process, but the company's push to have each of its four hundred brands have a social or environmental purpose falls into this realm. 
4. CSO as Embalmer: Finally, there were some CSOs who argued that it was their job to ensure that the company would live longer, perhaps even forever. Like the embalmers who promised the Egyptian pharaohs everlasting life, if they wrapped themselves in bandages and buried themselves in crypts, these CSO view longer corporate lives as the end game, and act accordingly. 

Here are the roles in table form, with the training that would prepare you best for each one:

I am sure that I am missing some of the nuance in sustainability, but if so, remember that nuance does not survive well in business contexts, where a version of Gresham's law is at work, with the worst motives driving out the best.

Sustainability and ESG

    In the last two or three years, corporate sustainability advocates have tried to separate themselves from ESG, arguing that the faults of ESG are of its own doing, and came from ignoring sustainability lessons. I am sorry, but I don't buy it. If ESG did not exist, sustainability would have had to invent it, because much of the growth in sustainability as a concept and in practice has come from its ESG arm. As I see it, ESG took the noble sounding words of corporate sustainability and converted it into a scoring mechanism, and it was that much maligned scoring mechanism that caused a surge of adoptions both in corporate boardrooms and in investment funds. To complete the linkage, both ESG and sustainability draw on the stakeholder wealth maximization thesis, with the argument that businesses should be run for the benefit of all stakeholders, with society being one of the stakeholders, rather than for shareholders. It is in this context that I used the "theocratic trifecta" to describe how ESG, sustainability and stakeholder wealth are linked, and have been marketed. 

    While the ESG scoring mechanism, by itself, can be viewed as having a good purpose, i.e., create a measure of how much a company was moving towards it sustainability goals, and to hold it accountable, it created the natural consequences that come with all scoring mechanisms:

• Measurers (like Sustainalytics, S&P), all claiming to be objective arbiters, when the truth is that all scores require subjective judgments about good and bad, and the consequences for business profitability and value.
• Businesses that start to understand the drivers of scores, and then game the scoring systems to improve their scores. Greenwashing is a feature of ESG, not a bug, and the more you try to refine the scoring, the more sophisticated the gaming will become.
• Advocates wringing their hands about the gaming, and arguing that the answer is more detailed definitions of things that defy definition, not recognizing (or perhaps not caring) that this just feeds the cycle and creates even more gaming.
• Governments that think that creating one standard for what's in the best interests of society, and requiring companies to disclose everything that they do that can create costs for society, will make all the problems go away.

In fact, taking a step back and looking at ESG and sustainability as concepts, they share many of the same characteristics:

1. They are opaque: Both ESG and sustainability are opaque to the point of obfuscation, perhaps because it serves the interests of advocates, who can then market them in whatever form they want to. To the pushback from defenders that the details are being nailed down or that there are new standards in place or coming, the argument runs hollow because the end game seems to keep changing. With ESG, for instance, the end game when it was initiated was making the world a better place (doing good), which evolved to generating alpha (excess returns for investors), on to being a risk measure before converting on a disclosure requirement. Defenders argue that there will be convergence driven by tighter definitions from regulators and rule makers, and the EU, in particular, has been in the lead on this front, putting out a Corporate Sustainability Reporting Directive (CSRD) in 2022,  outlining economic activities that contribute to meeting the EU’s environmental objectives. While ESG advocates may be right about convergence, looking to the the bureaucracy in Brussels to have the good sense (on economics and sustainability) to get this right is analogous to asking a long-time vegan where you can get the best steak in town. 
2. They are rooted in virtue: While some of the advocates for ESG and sustainability have now steered away from goodness as an argument for their use, almost every debate about the two topics eventually ends up with advocates claiming to own the high ground on virtue, with critics consigned to the other side. 
3. Disclosures, over actions:  The path for purpose-driven concepts (sustainability, ESG) seems to follow a familiar arc. They start with the endgame of making the world a better place,  are marketed with the pitch that purpose and profits go together (the original sin) and when the the lie is exposed, are repackaged as being about disclosures that can be used by consumers and investors to make informed judgments. Both ESG and sustainability have traversed this path, and both seem to be approaching the "it's all about disclosure" component. While that seems like a reasonable outcome, since almost everyone is in favor of more information, there are two downsides to this disclosure drive. The first is that disclosure can become not just a substitute for acting, but an impediment to the change that makes a difference.  The second is that as disclosures become more extensive, there is a tipping point, especially as the consequential disclosures are mixed in with minor ones, where users start ignoring the disclosure, effectively removing their information value. 
4. Underplay or ignore sacrifice: Of all the mistakes, the biggest one made in the sales pitch for ESG and sustainability was that you could eat your cake, and have it too. Companies were told that being sustainable would make them more profitable and valuable, investors were sold on the notion that investing in good companies would deliver higher or extra returns and consumers were informed that they could make sustainable choices, with little or no additional cost. The truth is that sustainability will be costly to businesses, investors, and consumers, and why should that surprise us? Through history, being good has always required sacrifice, and it was always hubris to argue that you could upend that history, with ESG and sustainability.

Notwithstanding the money, time and resources that have been poured into ESG and sustainability, there is little in terms of real change on any of the social or climate problems that they purport to want to change. 

Can sustainability be saved?

    

    I may be a moral troglodyte, because of my views on ESG, sustainability and all things good, but I want my children and grandchildren to live in a better world than the one that I lived in. Put simply, we have a shared interest in making the world a better place, and that leads to  the question of whether corporate sustainability, or at least the mission that it espouses, can be saved. I believe that there is a path forward, but it requires steps that many sustainability purists may find anathema:

1. Be clear eyed about what can be achieved at the business level: There is truth to the Milton Friedman adage that the business of business is business, not filling in for social needs or catering to non-business interests. It is true that there are actions that businesses take that can create costs to society, and even if the law does not require it, it behooves us all to get businesses to behave better. That said, the danger of overreaching here, and asking businesses to do what governments and regulators should be doing, is that it is not just ineffective but counter-production.  For business sustainability to deliver results, it has to make that line (between business and government action) clearer.
2. Open about the costs to businesses of meeting sustainability goals: Start being real about the sacrifices in profitability and value that will be needed for a company to do what's good for society. To the extent that in a publicly traded company, it is not the managers, but one of the stakeholders (shareholders, bondholders, employees or customer), who bear this cost, you need buy in from them, of the sustainability actions are voluntary. For companies that are well managed and have delivered success for their owners, the sacrifice may be easier to sell, but for badly managed businesses, it will be and should be a steep hill to climb. To the extent that corporate executives and fund managers have chosen the path of virtue, at a cost to their shareholders and investors, without their buy in, there is clearly a violation of fiduciary duty that will and should leave them exposed to legal consequences.
3. Clear about who bears these costs: I was recently asked to give testimony to a Canadian parliamentary committee that was considering ways of getting banks to contribute to fighting climate change (by lending less to fossil fuel companies and more to green energy firms), and much of what I heard from committee members and the other experts was about how banks would bear the costs. The truth is that when a bank is either restricted from a  profit-making activity or forced to subsidize a money-losing activity, the costs are borne by either the bank's shareholders or depositors, or, in some cases, by taxpayers. In fact, given that bank equity is such a small slice of overall capital, I argued that it bank depositors who will be burdened the most by bank lending mandates. 
4. And honest about cost sharing: One of the benefits of recognizing that being good (for the planet or society) creates costs is that we can then also follow up by looking at who bears the costs. It is my view that for much of the past few decades, we (as academics, policy makers and regulators) been far too quick to decide what works for the "greater good", at least as we see it, and much too blind to the reality that the costs of delivering that greater good are borne by the people who can least afford it. 
5. Above all,  drain the gravy train: Drawing on a biblical theme, both ESG and sustainability have been contaminated by the many people and entities that have benefited monetarily from their existence. The path to making sustainability matter has to start by removing the grifters, many masquerading as academics and experts, from the space. I won’t name names, but if you want to see who you should be putting on that grifter list, many of them will be at the annual extravaganza called COP29, where the useful idiots and feckless knaves who inhabit this space will fly in from distant places to Azerbaijan, to lecture the rest of us on how to minimize our carbon footprint. If you are a business that cares about the planet, fire your sustainability consultants, stop listening to sustainability advisors or bending business models to meet CSRD needs, and fall back on common sense, and while you are at it, you may want to get rid of your CSO (if you have one), unless you have Yoda on your payroll. 

In all of this discussion, there is a real problem that no one in the space seems to be willing to accept or admit to, and that is much as we (as consumers, investors and voters) claim to care about social good, we are unwilling to burden ourselves, even slightly (by paying higher prices or taxes), to deliver that good. It could be because we are callous, or have become so, but I think the true reason is that we have lost trust in governments and institutions, and who can blame us?  Whether it is the city of San Diego, where I live, trying to increase sales taxes by half a percent or a government imposing a carbon tax, taxpayers seem disinclined to given governments the benefit of doubt, given their history of inefficiencies and broken promises. 

    One argument that I have heard from many advocates for ESG and sustainability is that the pushback against these ideas is coming primarily from the United States, and that much of the rest of the world has bought in their necessity and utility. That is nonsense! I would suggest that these people leave the ivory towers and echo chambers that they inhabit, and talk to people in their own environs. There are many reasons that incumbent governments in Canada and France (both "leaders" in the climate change fight) are facing the political abyss in upcoming elections, but one reason is the "we know best" arrogance embedded in their climate change strictures and laws, combined with the insulting pitch that the people most affected by these laws will not feel the pain. 

    How do we get trust in institutions back? It will not come from lecturing people on their moral shortcomings (as many will undoubtedly do to me, after reading this) or by gaslighting them (telling them that they are better off when they are clearly and materially not). It will require humility, where the agents of change (academics, governments, regulators) are transparent about what they hope to accomplish, and the costs of and uncertainties about reaching those objectives, and patience, where incremental change takes precedence over seismic or revolutionary change. 

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My posts on ESG, impact investing and stakeholder wealth

1. From Shareholder Wealth to Stakeholder Interests: CEO Capitulation or Empty Doublespeak? (August 2019)
2. Sounding Good or Doing Good? A Skeptical Look at ESG (September 2020)
3. The ESG Movement: The "Goodness" Gravy Train Rolls On! (September 2021)
4. ESG's Russia Test: Trial by Fire or Crash and Burn? (March 2022)
5. Good Intentions, Perverse Outcomes: The Impact of Impact Investing (October 2023)