Impact Blog
New research: When sustainable practices yield sustainable profits

The views expressed in these posts are those of the authors and are current only through the date stated. These views are subject to change at any time based upon market or other conditions, and Calvert disclaims any responsibility to update such views. These views may not be relied upon as investment advice and, because investment decisions for Calvert are based on many factors, may not be relied upon as an indication of trading intent on behalf of any Calvert fund. References to individual companies for Engagement or Research purposes are provided for illustrative purposes only and may not be representative of the results of all of Calvert’s engagement efforts. The discussion herein is general in nature and is provided for informational purposes only. There is no guarantee as to its accuracy or completeness. Past performance is no guarantee of future results.

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      By Calvert Research and Management

      WASHINGTON - A recent research study from Charles M. Williams Professor of Business Administration at Harvard Business School George Serafeim, conducted in collaboration with Calvert Research and Management, examined about 3,800 companies across 65 industries from 2012 to 2017. "When sustainable practices yield sustainable profits: The path to a strategic edge" found that while sustainability practices have converged across companies within most industries, differentiated sustainability practices were associated with higher return on capital (ROC).

      The report presents data indicating that companies appear to be adopting an increasingly similar set of sustainability practices. This may imply that these common practices are more likely to be survival necessities than strategic differentiators.

      However, sustainability practices least susceptible to convergence are those conveying strategic competitive advantages, and these practices are associated statistically and economically with a positive ROC. Results found that persistent leaders - those that remained ahead of the industry average throughout the sample period - gained the most in terms of increased ROC.

      The study concludes that systematically understanding which practices are becoming common and which are differentiated can provide important insights into corporate strategy and building a persistent strategic advantage.

      How Calvert's proprietary research identifies strategic differentiation

      Aligning with the findings of the Serafeim study, Calvert believes companies that distinguish themselves through their behavior and operations may outperform over the long term.

      Through a robust research system maintained by sector specialists and monitored by the broader environmental, social and governance (ESG) team, Calvert analysts are able to take data from an array of sources and rate and rank issuers in accordance with what we consider best practices at the subindustry level. This is designed to identify strategic differentiation that can both inform our position sizing and engagement efforts, with the goal of helping our various strategies outperform their respective benchmarks.

      Our research process allows Calvert ESG analysts to rate and rank issuers relative to their peer groups so that we can differentiate between sustainability leaders and average performers (or common practices). This helps generate a more holistic view — one that encompasses how companies affect, and are affected by, social and environmental factors, and the resulting impact on financial performance.

      To download the full paper, which includes more information on how Calvert's proprietary research identifies strategic differentiation, click here.

      Bottom line: We believe that the distinction between strategic and common sustainability practices is key for managers, investors and other stakeholders.