A main criticism of corporate sustainability has long been that it results in firms not putting shareholders first, thus contradicting managers’ fiduciary duty. In 2016, however, I published a paper, “Corporate Sustainability: First Evidence on Materiality,” with George Serafeim and Mo Khan, that began to overturn that narrative. We documented that considering financially material ESG factors (i.e., those sustainability activities that are related to the core sector practices of the firm) improve portfolio returns, which is consistent with financially material sustainability activities creating shareholder value.
Two Factors that Determine When ESG Creates Shareholder Value
New research suggests that high-ability managers and applying ESG practices to supply chains set successful initiatives apart.
February 07, 2024
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Summary.
The paper “Corporate Sustainability: First Evidence on Materiality,” published in 2016, marked a significant shift in perceptions of corporate sustainability. It demonstrated that focusing on financially material ESG (environmental, social, and governance) factors positively impacts portfolio returns and shareholder value. Despite its influence in popularizing ESG investing, the topic remains controversial with mixed academic consensus and political debate in the U.S. Recent research by the author has further explored this field, highlighting two critical aspects: the role of high-ability managers in selecting profitable ESG projects and the long-term value of ESG practices in supply chains. The study found that companies with high-ability CEOs and strong ESG investments outperform others, and firms with fewer supplier ESG incidents yield higher returns. These findings underscore the importance of ESG efforts in resource allocation and their potential to attract investment by demonstrating a tangible impact on shareholder value. The ongoing challenge lies in enhancing disclosure, transparency, and effective use of ESG information by investors and regulators.