Latest Articles
  • How to be an informed and prepared director
    Knowledge is power, yet board directors may not always have the right information to make educated decisions. In today’s increasingly complex business environment, that’s a problem. The director role has become time-consuming and multifaceted, requiring more preparation and thoughtful analysis. Today, directors are expected to oversee and guide company performance and strategy, risk management and ethical behaviour while representing shareholder interests – a tall order if you aren’t privy to all the facts.

  • Investing in the next generation of governance
    In an evolving governance landscape, boards are hungry for new ideas and better practices. To satisfy this appetite for fresh thinking and to help directors be more effective in their roles, the Institute of Corporate Directors (ICD) established the Canadian Foundation for Governance Research (CFGR) in 2009.

  • How Wayfair lost its way: A cautionary tale
    Activist employees can suddenly upend an organizational reputation as Wayfair has learned the hard way. The online furniture retailer’s lacklustre response to employee concerns about its sale of beds to migrant children detention centres sparked a highly publicized, Twitter-fuelled walkout with damaging reputational consequences. All this hubbub makes one thing clear: As employees increasingly take on environmental, social and governance (ESG) causes, boards need to ensure that appropriate engagement strategies are in place to effectively deal with this important stakeholder group before crisis strikes.

  • Climate confusion
    Directors may be forgiven for having difficulty knowing how to respond to the challenge of climate change in light of inconsistent regulatory approaches adopted by federal and provincial governments.  In the same week that climate change was declared a crisis by the federal government, it also approved the Trans Mountain Pipeline sending mixed signals about policy priorities.  Adding to the confusion, carbon pricing schemes (or lack of one) vary considerably from province to province.

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  • Optimizing value from your ERM program
    Enterprise risk management (ERM) programs succeed when they effectively manage strategic risks across an organization, enabling it to identify and manage emerging threats, evaluate trends, and drive meaningful enhancements to the business’ resiliency.
  • 2019 Canada Spencer Stuart board index
    The Canada Spencer Stuart Board Index (“CSSBI”), now in its 24th edition, provides benchmarks and insights into the governance practices of a representative sample of 100 of Canada’s largest publicly traded companies, with annual revenues exceeding $1 billion (referred to throughout the report as the CSSBI 100).
  • Fresh perspectives: increasing the diversity of experience, expertise, and ideas in the boardroom
    In this era of rapid technological change and market disruption, boards have their work cut out for them just to keep pace with what is happening in their own companies, let alone in the broader, converging business environment.
  • 2019 U.S. board index
    S&P 500 boards continue their evolution. The 2019 U.S. Spencer Stuart Board Index finds that boards are heeding the growing calls from shareholders and other stakeholders for enhanced boardroom diversity of gender, age, race/ethnicity and professional backgrounds.