Purpose-led businesses are gaining traction, and growing in number, but not many have robust mechanisms which hold directors to account for the claims made about their impact.

With pressure to deliver financial results, leaders have to maintain a balancing act between social responsibility and financial viability. As these companies develop and expand, how can they commit to be authentic, transparent and accountable? Do they invest enough time and money into embedding a system which will evaluate assertions about their impact and performance?

In these discussions, we explored how the role of management, governance structures and third-party partnerships can help leaders, of both small and large companies, deliver upon their social impact commitments and move beyond rhetoric.