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The evidence is that, so purposed, companies create extra value, not just for their staff and customers, but for their shareholders too; it is win-win-win. 58 Indeed, it is win-win-win-win if you throw society into the mix. Other companies, including perhaps some in banking, may need a helping hand in this journey. One option here would be to revisit the UK Companies Act. At the time it was introduced in 2006, the Companies Act envisioned an “enlightened” model of shareholder interest which weighed, albeit secondarily, the claims of a wider set of stakeholders, including employees and customers. The experience since has been rather different. Most academics would put the UK at one end of the spectrum in the primacy it gives to shareholders. The model has, judged at least by public opinion, failed to be sufficiently “enlightened”. That begs the same question begged by the PCBS report back in 2013: would a more plural, less shareholder-centric, statutory definition of companies’ objectives, the like of which exists in a number of other countries, help in better serving investors’, customers’ and ultimately society’s needs? There is no off-the-shelf corporate model that suits all seasons. But there may be value in a plurality of corporate structures. For example, so-called “Benefit Corporations” have recently begun springing up in the US. 59 “B-corporations” redefine the fiduciary responsibilities of a company to embrace a much wider range of stakeholders.