Tag Archives: boards

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The board’s role in executive talent oversight

Yes, it’s the CEO’s job to hire senior executives. But it is very much a board’s responsibility to ensure there is a continuity of talent in place to protect shareholder interests
By Beverly Behan
October 11th, 2016

Executive succession and talent development are issues that frequently fall to the bottom of board priorities—that is, until the board starts CEO succession planning in earnest and discovers that the internal pool isn’t quite what they thought or, worse yet, … Continue reading

Posted in The Boardroom | Tagged , , ,

Jean-René Halde: An open playbook

In The Director’s Chair with David W. Anderson: Sports teams thrive on trust among teammates. Successful boards and board-chair-CEO relationships work the same way, says veteran CEO and director Jean-René Halde
October 9th, 2016

Jean-René Halde is the first one to say he doesn’t have all the answers. But it’s clear from his varied and illustrious career as a CEO, board chair and director, and from his remarks in the following conversation with governance … Continue reading

Posted in The Director's Chair | Tagged , , , , , ,

Is your board MIA on HR?

Directors talk a good game on CEO succession. But when it comes to strategic oversight of human capital—the most important intangible asset most companies possess—too many boards are missing in action. In this excerpt from a new book, The Handbook of Board Governance, edited by Listed contributing editor Richard Leblanc, two leading researchers outline the problem and propose a way forward
By Jay A. Conger and Edward E. Lawler III
August 2nd, 2016

It is a time-honoured adage that CEOs often repeat: “People are our greatest asset,” but is it more than talk? Probably not. Research confirms the adage, showing a linkage between superior human capital management practices and superior organizational performance. In … Continue reading

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Simplifying the risk universe for boards

Philosophers can see the universe in a single grain of sand. An effective corporate board should be able to lay out its risk universe on a single sheet of paper
By John Caldwell
August 1st, 2016

Enterprise risk is an entangled subject with no shortage of complexities. And many risk-management systems have evolved unwittingly into mind-numbing risk-register spreadsheets, stoplight charts that would rival any Manhattan rush hour, and obligatory mitigation plans with more form that actionable … Continue reading

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Agenda: sustainability

Insider: Annette Verschuren
May 30th, 2016

Who Annette Verschuren, chair and CEO of NRStor Inc., a Toronto-based energy storage project developer and owner. Verschuren also sits as a director on the boards of Air Canada (TSX:AC), Canadian Natural Resources Ltd. (TSX:CNQ); Saputo Inc. (TSX:SAP) and Liberty … Continue reading

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Three mistakes in CEO succession planning

Your board can spend a lot of time on CEO succession and still get it wrong. Here’s a look at three big pitfalls and how to avoid them
By Beverly Behan
December 15th, 2015

CEO succession is an area where most boards feel they could raise their game. PwC’s 2015 study of nearly 800 U.S. public company directors, released in October, revealed that less than half feel their board spends sufficient time on CEO … Continue reading

Posted in Handbook, The Boardroom | Tagged , , , ,

Ethical imperatives for every board

A must-follow ethics oversight checklist for Canadian directors, based on lessons learned from boards that have succeeded in preventing ethical failure as well as those that have failed, sometimes infamously
By Richard Leblanc
October 11th, 2015

I recently moderated an address by Andrew Fastow, the former CFO of Enron, and followed up by delivering a keynote on the role of the board in ethics, tying in aspects of Mr. Fastow’s speech. What follows—10 ways that boards … Continue reading

Posted in Views | Tagged , , , ,

Tech risk: oversight and tactics

Cybersecurity has emerged as a leading corporate threat. If it isn’t front and centre in the minds of directors, here’s how to put it there
By Richard Leblanc
May 16th, 2015

In the area of technology, are boards fulfilling their duty of care in overseeing management and protecting shareholders’ investment? Indicators are that many boards and directors may not be. Plaintiffs’ lawyers are suing companies and their boards over technology failure. … Continue reading

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Test of character

It seems obvious that good directors and top executives be individuals of good character. But is it possible to measure and screen for it when recruiting?
By Ken Mark
October 30th, 2014

It’s been six years since the rock-bottom depths of the financial crisis, yet that period remains a constant point of reference when business people, economists, academics and even social commentators assess root causes of failure at companies and in the … Continue reading

Posted in Handbook, Top Stories | Tagged , , , , , , ,

Hallmarks of a great board chair

Excelling as chairman of a public company board is a complicated task—but you’ll never lift your game from good to great without embracing three key attributes
By Beverly Behan
October 30th, 2014

Being chairman of the board is an honour. But it’s also an important job that can make all the difference in terms of the board’s overall effectiveness. Three things distinguish truly great board chairs—and relatively few actually step up to … Continue reading

Posted in The Boardroom, Top Stories | Tagged , , ,

The executive’s guide to working with boards

Would-be CEOs and other senior managers can make or break their careers in presentations to boards. So take the time to learn what directors need to hear—and how they need to hear it
By Beverly Behan
August 25th, 2014

Being invited to present to the board of directors—or to work with the board on an ongoing basis—is often viewed as a hallmark of an executive career. It also has significant implications for anyone with their eye on the corner … Continue reading

Posted in Handbook, The Boardroom, Top Stories | Tagged , , ,

William Etherington: Boards’ last blind spots: themselves

In The Director’s Chair with David W. Anderson: Recruitment may be professionalized, and diversity is taking hold, but when it comes to accountability, William Etherington says boards still have a ways to go
April 21st, 2014

As a director and now chairman of the board at Celestica Inc., where he’s sat since 2001, William Etherington personifies continuity of leadership. Celestica itself started as a spinoff from IBM Canada, where Etherington was CEO for a number of … Continue reading

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Five questions that mining boards need to ask

It’s imperative that mining company boards find ways to add significant value when hard times are forcing management to make do with less. Here’s how
By Beverly Behan
February 26th, 2014

The past year has been described as a “survival year” in the Canadian mining sector. In an environment where CEOs are scrambling to cut costs and make do with less in order to help their companies weather the storm, the … Continue reading

Posted in Handbook, The Boardroom, Top Stories | Tagged , , , ,

John Manley: The new multi-stakeholder reality

In The Director’s Chair with David W. Anderson: As a former inner-circle federal cabinet minister, John Manley knows how government makes decisions. Similar thinking, he says, is needed in the corporate world
December 16th, 2013

John Manley, deputy prime minister under Jean Chrétien, says he’s learned a lot in the 10 years he’s been working on corporate boards since leaving politics— particularly in his time as a director at Canadian Pacific Railway prior to the … Continue reading

Posted in The Director's Chair | Tagged , , , , , , , ,

Comply or explain: enough of a push?

The Ontario Securities Commission seems poised to recommend that the province adopt a new “comply or explain” regime for public issuers in a bid to move companies to boost gender diversity on boards and in management. Despite iffy results elsewhere, it’s got widespread support
By Mark Anderson
December 15th, 2013

Whatever is or isn’t on the table from the Ontario Securities Commission by the time you read this, any director, senior executive, corporate secretary, or governance or proxy adviser worth his or her salary will have already started thinking about … Continue reading

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