If it's on a spreadsheet that their boss can see saying that they asked me to spend 0% of my time on quality then I'm ok with it. If they can justify putting that zero down then presumably there IS a good reason.
If they're going to put me under implicit pressure to deliver as many features as possible and then cry havoc later when they get bugs then I'll lack sympathy.
Product managers are often resistant to the idea of tracking this number, however, since it provides a new angle through which they can receive flak from above.
I'm not saying that clean code is a waste of time - it is incredibly valuable! I'm an engineer, and I value good architecture a lot. I'm saying that to get organizational support for it means that we have to get better at demonstrating that value to non-engineers, which will both hold us as engineers accountable to working on the highest impact things (is delaying features worth the potential short term ARR loss or slower customer acquisition? We should have a good answer for that) and help the business balance long and short term prospects.