The first governance code was launched in Britain 25 years ago, following a set of corporate scandals. Since then, governance has evolved to tackle more complex challenges that are no longer local—they’re global, and they’re pressing.
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On December 17, 2010, Tarek el-Tayeb Mohamed Bouazizi, a street vendor, set fire to himself in protest at being harassed by the police in the provincial Tunisian city of Sidi Bouzid. In this act of desperation, he could not have anticipated what followed. His self-immolation sparked the Tunisian revolution and helped trigger the wider Arab Spring.
That seems an unlikely place to start a discussion about corporate governance, but it’s not really my connection. Earlier last year (and excuse the name-dropping) I interviewed Lady Lynn Forester de Rothschild about her organisation Inclusive Capitalism, a movement devoted to recalibrating capi
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Despite efforts to trim their bulk, the battle against the ever-increasing length of annual reports has been lost. Meanwhile, companies have also failed to take the opportunities offered by using digital formats, writes Kevin Reed.
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