Corporate sustainability programs in agri-food systems have expanded dramatically, yet emissions, deforestation, hunger, and land concentration intensify. Why does corporate sustainability systematically fail to deliver transformation? This paper applies Commonist Value Theory (CVT) to show that this failure is structural, not contingent. CVT distinguishes between True Value, the life-supporting qualities that sustain human and more-than-human flourishing, and Fetish Value, abstracted forms oriented toward capital accumulation. CVT traces how corporate sustainability programs convert the former into the latter through ‘decommonization’: the perversion and enclosure of shared life-supporting relations. Drawing on investor analyses, carbon market assessments, and critical scholarship, this paper demonstrates that corporate sustainability programs function as civilizing meta-mechanisms. Rather than transforming food systems, they stabilize existing arrangements by absorbing critique and redirecting transformative energies into regime-compatible forms. Farmers’ knowledge is captured as proprietary data, living ecosystems are reduced to tradeable metrics, collaborative relationships are fragmented by corporate platforms, and movements for genuine alternatives are channeled into supply chain optimization. The analysis concludes that corporate sustainability cannot deliver genuine transformation because its structural function is to stabilize rather than supersede the current value regime. Genuine transformation requires commons-based alternatives from below and political–legislative shifts from above that structurally constrain decommonization.
S. A. Hamed Hosseini (Fri,) studied this question.