I don't think #1 is as easy to deal with as you may think. In any other normal company, sexual harassment normally stems from isolated individuals, or at worst

I don't think #1 is as easy to deal with as you may think. In any other normal company, sexual harassment normally stems from isolated individuals, or at worst a particular department. But from Fowlers account, it sounds like the culture is well and truly embedded through the whole company. Heck, even HR is burying the issue. Company culture (what is enabling both #1 and #2 issues) is established by the CEO and board through what they explicitly and implicitly (through omission of action) allow. That means, the problem is at the CEO-level - that's not an easy problem to solve. Sure you can fire the CEO ... but now #1 is as big a concern to investors as #2.