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First Published in 1990. This is a revised and updated second version for English translation from French by Erica E. Long-Michalke. Sugar provides a fascinating example of an international commodity, and this book deals with the history both of a multinational company and of the world sugar economy. It describes the emergence, in the nineteenth century, of the two family companies of Henry Tate and Abram Lyle. By 1914 they were the largest and most prosperous sugar-refining businesses in the British Empire. In 1921 they amalgamated and became after the Second World War pre-eminent in the world sugar economy. The book's final chapter covers the company's most recent acquisitions and demonstrates the management strategy of Tate & Lyle in its relations with the developed and developing worlds.
Two thirds of the world population lies within 60 kilometres of the sea. Much of the well-being of our planet is dependent on the sea, as the bulk of international trade passes across oceans and through ports, while the sea is a rich source of protein and contains profound wealth in terms of energy and natural sources. Inevitably, economic stability and development are therefore closely linked to maritime security. This volume contains a selection of papers presented at an international conference on ?Maritime Security in Southern African Waters? in Stellenbosch on 22-23 July 2008.
The relationships between investors, directors and companies have never been so vital, or so confusing. Gone are the days when being a non-executive director (NED) meant an agreeable lunch and when CEOs wanted them to meet investors 'over my dead body'. Even the most admired companies can be engulfed in scandal and the NEDs find themselves having to drive through fundamental changes. The corporate environment is full of pitfalls for unwary boards. And there are plenty of headline stories of directors who have failed to measure up. Equally, a high quality board which has the confidence of the investors is a major strategic asset: making better decisions, attracting better people and allowing bolder strategies to succeed with investor backing. Nicholas Beale uses research gathered from leading FTSE 100 chairmen, directors, non-executive directors and investors to explore their changing roles. What emerges is a fascinating and instructive picture of constructive engagement; an approach that sees these companies (and the people behind them), each in their own way, address the challenges that are at the heart of global capitalism, and that have lead to the Higgs Review, Sarbanes-Oxley and other regulatory attempts to address corporate mismanagement. From discussions with over 100 leading practitioners, detailed studies of three leading companies, three leading investors and an extended case study on investor engagement at Royal Dutch Shell, the author draws a series of ideas and guidance for all of the parties involved. Sadly this book has come too late for the directors and investors of those companies that have crashed and burned, but all others who are, or aspire to be, directors or significant investors in listed companies should read this book, learn the lessons it has to offer and start adopting them in the organization(s) with which you work and in the portfolios you develop. For more information visit www.conseng.net