Investors now expect firms to have a purpose that meets the needs of all stakeholders and delivers returns. It is a difficult equation to balance.

Integrated thinking connects companies to the needs of their stakeholders, which fosters business resilience and creates long-term value.

The current challenging context will reveal to companies which of their shareholders have a long-term view—and which do not.

Schroders and Hermes EOS warn boards that top executives must “share the pain” of the economic downturn, with pay “aligned with the experience of the wider workforce”.

The World Economic Forum event at Davos has embraced the debate over stakeholder capitalism, as businesses and regulators seek to create long-term value.

We tend to see the relationship between business and society as a fight over the biggest slice of pie. We need a pie-growing mentality instead.

The need for boards to focus on the long-term value of their organisations is by now well known, but communicating this clearly to stakeholders is crucial if they are to regain public trust and remain sustainable.

Policymakers believe that investment institutions can be persuaded to take a greater role in corporate governance. But do they really possess the willingness and capacity to embrace their stewardship role?

Despite the government’s U-turn, there remains a good case for companies to bring employees into the boardroom, says Janet Williamson of the TUC.