India and the European Union on 27 January, signed the world's largest Free Trade Agreement (FTA), significantly lowering tariffs and opening markets on both sides, while carving out calibrated protections for three sensitive sectors: Automobiles, Steel and Agriculture.

India’s corporate landscape stands at an inflection point, where expansion meets accountability. On one side, enterprises scale globally and embrace digitisation; on the other, governance frameworks demand transparency, ethical rigour, and long-term responsibility.

Board structures vary across jurisdictions and industries, with single-tier and dual-tier models shaping governance differently. Dual board structures, common in Europe, separate management and oversight, while Anglo-American single boards integrate both

The Caribbean, typically conjuring images of holiday vacations in a tropical paradise, finds itself at the nexus of two defining global challenges: intensifying geopolitics and climate-driven weather extremes.

Chile faces a decisive moment. After years of low dynamism and stagnant productivity, the country must recover a path of sustainable growth based not only on favourable macro-economic indicators, but on strengthening the institutional and governance capacity of its organizations.

While 1925 witnessed the birth of modern broadcasting with radio and television, it also saw propaganda through Mein Kampf. In 2025, in a post-broadcast world, we have TikTok and TruthSocial.

For an energy-technology company like ours governance beyond borders means above all strategic thinking and deeply rooted responsibility. It's not only about responding to new standards, regulations, or investor expectations.

The corporate governance landscape within the Gulf Cooperation Council (GCC) is undergoing a profound transformation. Traditionally characterized by oversight-centric duties, boards in this region are rapidly pivoting toward a proactive, operational, and strategic model.

The topic of governance beyond borders is an exciting one, as it can be viewed and addressed from various angles. This is particularly true for Luxembourg, a country that is characterised by an open economy like few others.

In the modern corporate landscape, investors, regulators, and partners have expectations on companies that it will be managed responsibly, strategically and in alignment with their long-term interests. With trust increasingly recognised as the new corporate currency, one role stands firmly at its core: the Independent Director.