Valuations increasingly rely upon intangible assets such as brand equity, reputation and an engaged workforce, all of which can be eroded quickly by mismanagement of ESG issues. The emphasis is now firmly on the real meaning of ESG and how companies and boards need to adapt their priorities and their governance models to be able to meet, and preferably exceed, the standards of judgement and behaviour now expected of them.

In the post-COVID-19 world, shareholders are only one of the important stakeholders to look after, and by no means the most important. The way companies treat their customers and workers during this time of crisis and their decisions on executive pay and dividend policy, are likely to have significant implications for their businesses for years to come.

How have Non-Executive Directors adapted to the new environment and what lessons are there to learn from the experiences seen so far? What does this mean for Boards today? How should asset owners, like pension scheme trustees, ensure their scheme’s assets are invested in the most sustainable way in the new environment? And how can asset managers best engage with companies and use their votes to best steer companies to the best for all stakeholders?