Economic sustainability

Sustainability is like a three-legged coffee table; you may try all you want to hold it up with two, but the fates are clear: it will not stand.

And so our story on ESG in culture could not stand without this issue because all good things come in threes, and a two-issue trilogy would not be called that. After E and S, G was missing. Governance and economic sustainability. All that allows the other two pillars to be set in motion and to last.

Companies need to broaden their responsibility for common benefit in order to fully articulate ESG objectives, rather than thinking that environmental commitment alone can be sufficient. The awareness of the necessity of social commitment (and with it we also include the cultural commitment of a culture at the service that we spoke about in the last issue) is as much the basis of development as technology, because it is right, because it is necessary and also because it is economically advantageous. And the ability to govern these aspirations, bring them together and make them structurally sound mechanisms is fundamental to the successful achievement of an ethical and inclusive economy regardless of whether it is for profit or not.

They are factors of the same machine that cannot be separated from each other. The future of enterprises passes from the relationship with the public, the development of public-private partnerships, the commitment to co-design, the financing of projects with high social/cultural added value and the assumption of metrics of common benefit.