The principle of sustainability appeals to enlightened self-interest, often invoking the so-called triple bottom line of economic, social, and environmental performance. In other words, companies should operate in way that secure long-term economic performance by avoiding short-term behavior that is socially detrimental or environmentally wasteful. The principle works best for issues that coincide with a company’s economic or regulatory interests. DuPont, for example, has saved over $2 billion from reductions in energy use since 1990. Changes to the material McDonald’s uses to wrap its food have reduced its solid waste by 30%. These were smart business decisions entirely apart from their environmental benefits. In other areas, however, the notion of sustainability can become so vague as to be meaningless. Transparency may be said to be more “sustainable” than corruption. Good employment practices are more “sustainable” than sweatshops. Philanthropy may contribute to the “sustainability” of a society. However true these assertions are, they offer little basis for balancing long-term objectives against the short-term costs they incur. The sustainability school raises questions about these trade-offs without offering a framework to answer them. Managers without a strategic understanding of CSR are prone to postpone these costs, which can lead to far greater costs when the company is later judged to have violated its social obligation.