is there a business case for purposeful business? april 2020.pdf · 30 decision making under...
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Professor Alex Edmans, London Business Schoolwww.growthepie.net | @aedmans
Council of Institutional Investors, April 2020
Is There a Business Case for Purposeful Business?
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I. The Idea
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Vodafone
Which of these decisions created most value for society?
Which of these decisions, if not taken, would have led to most public outrage, or worsened Vodafone’s CSR rating / reputation?
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Pieconomics seeks to create profits only through creating value for society
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II. The Evidence
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Beware Confirmation Bias
People accept “evidence” if it confirms what people would like to be true
A particular issue with responsible business
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Forbes
“One of the most comprehensive bodies of research on sustainability in global finance has landed … companies that excel in their sustainability and responsibility programmes outperform their peers financially and are susceptible to fewer risks from business disruption.”
“That is the premise of a new report, and it is an accurate one, judging by many conversations with those interested in better business, better corporate governance and a sustainable future.”
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The “100 Best Companies to Work For in America” beat their peers by
2.3-3.8%/year over 1984-2011
(89%-184% cumulative)
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21Fornell, Mithas, Morgeson, and Krishnan (2006)
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Derwall, Guenster, Bauer, and Koedijk (2005)
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Executive Pay: Pay Ratios
A common ESG criterion
BlackRock wrote to 300 UK companies saying it would only approve salary increases for CEOs if worker wages rose by same amount
Trades Union Congress Parliamentary submission: “A second study … found that firm productivity is negatively correlated with pay disparity between top executive and lower level employees”
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Discerning Research Quality
TUC Parliamentary submission: “A second study … found that firm productivity is negatively correlated with pay disparity between top executive and lower level employees”
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Executive Compensation: Equity
Firms with high equity incentives beat those with low equity incentives by 4-10%/year (Von Lilienfeld-Toaland Ruenzi, 2014)
Returns are increasing in managerial discretion
Low institutional ownership
Weak external governance
Weak product market competition
CEO is founder
High sales growth
This is not about quantum
Importance of using the right data
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Executive Compensation: Horizons
Edmans, Fang, and Lewellen (2017): vesting equity linked to
Cuts in investment (R&D, capital expenditure)
Just meeting earnings targets
Flammer and Bansal (2017): long-term compensation improves
Return on assets, net profit margin, sales growth
Innovation (number, quality, novelty of patents)
Stakeholder performance (environment, customers, society, esp. employees)
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III. Implications for Practitioners
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Implications for Practitioners
Companies: Creating stakeholder value is an issue for CEOs, not CSR departments
Investors: A company’s stakeholder capital is a financial issue for all investors, not a non-financial issue for “socially responsible” investors
But need to be discerning about ESG criteria
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IV. Putting It Into Practice
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Decision Making Under Pieconomics
Principle of multiplication
Principle of comparative advantage
Purpose: how is the world a better place by your company being here?
Vodafone: “To connect everybody to live a better today and build a better tomorrow”
Coca Cola’s Project Last Mile vs. charitable donations
Principle of materiality
“Our purpose is to serve customers, workers, suppliers, the environment, and communities while generating a returns to investors”
Engie’s closure of Hazelwood
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Sustainability Accounting Standards Board Materiality Map
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The Importance of Materiality
Khan, Serafeim, and Yoon (2016):
ESG data from KLD (now MSCI ESG)
Firms that score high on all issues outperform by 1.5%/year, insignificant
Firms that score high on material issues and low on immaterial issues outperform by 4.83%/year
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V. Application to the Crisis
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The Coronavirus Crisis
Companies
Pie-splitting actions Executive pay
Workers
Customers
Pie-growing actions: what is in your hand? Companies in unrelated industries
Large companies hit by the crisis
Small companies
Investors
Your influence over companies
Citizens
Your actions – and ability to create a tipping point
Your words
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VI. Further Reading