Module 4 – Communication & Social Responsibility

Module 4: Effective Governance Under Complex CircumstancesNiagara-on-the-Lake, ONNovember 19-21, 2020$4,370.00
Module 4: Effective Governance Under Complex CircumstancesNiagara-on-the-Lake, ONApril 8-10, 2021$4,370.00
Module 4: Effective Governance Under Complex CircumstancesNiagara-on-the-Lake, ONNovember 18-20, 2021$4,370.00

Module 4: Outline

Leading and Exemplifying CSR

  • What is the definition of a sustainable organization?
  • What is the business case for sustainability in today’s organizations?
  • What is a framework for implementing CSR initiatives?
  • How do you measure progress on CSR initiatives?

Corporate Accountability and Board Oversight

  • The board’s responsibility for disclosure: What is the appropriate level of engagement for the board? For management?
  • How does the board set the tone in disclosure, establish ownership of the disclosure policy, and work with management to develop it?
  • What questions should the board ask about MD&A?
  • Best practices in proxy statement disclosure.
  • Recommending governance policy, guidelines, and procedures for board effectiveness.

The Ethical Imperative

  • Good boards conduct business ethically, professionally, and with integrity. Great boards look for what’s on the horizon and engage in conversations of learning and building ethical muscles.
  • The Ethical Director: Lessons and Implications.
  • Monitoring and applying codes of conduct and conflict of interest guidelines.

Effective Board Meetings

  • Discover what information management brings to the board to enable knowledgeable decision-making.
  • Develop the skills of a good chairperson: defining discussion parameters, achieving consensus, agenda-setting, and board packages.

Corporate Reputation Management

  • What is the value proposition of reputation? How is it managed? What are the risks?

Issues and Crisis Management

  • Learn about defining and identifying a crisis.
  • Understand the role of directors in crisis communication.

Pension Finance and Governance Issues

  • What is the director’s role in pension governance?
  • What are the key issues and risks that threaten pension plans, and how does one manage them in the current environment?

Governing Under Special Circumstances

  • Discuss the governance issues around mergers and acquisitions, and insolvency.

Directors’ and Officers’ Insurance

  • Review current issues for indemnification and insurance of directors and officers.

Emotional Skills in the Boardroom

  • What is “emotional intelligence” and why does it matter to boards?
  • How does emotional intelligence differ from personality and other types of intelligence?
  • Discover your own emotional skills and how to recognize different skills in others.
  • Learn how empathy and social responsibility can be powerful allies during heated board member exchanges;
  • Apply an understanding of emotional skills to improving board functioning and effectiveness.

In Summary

  • What is the link between governance and sustainability?
  • How does emotional intelligence affect board behaviour and functioning?
  • What do directors need to know about corporate communication, disclosure, crisis identification and management, and reputation management?
  • How can the governance committee contribute processes, policies, and guidelines for effective board functioning?
  • How can board meetings be efficient, effective, and accomplish set objectives?

The Chartered Director Program is now also being offered in Vancouver, BC in partnership with the Sauder School of Business at the University of British Columbia.

What our graduates say?

“The Directors College experience has been nothing short of exceptional, with immediate benefit within the boards on which I serve. Undoubtedly, this program supports its brand of being the gold standard in board governance effectiveness. Of particular benefit was the opportunity to share the learning experience with colleagues within their various roles at the boardroom table. I have developed an enriched knowledge base from which to draw, as well as an enhanced quality network. Without hesitation, I recommend this program, and congratulate its faculty and staff for its commitment to excellence within its mandate.”

Silvia Martini, Vice-President, Interlink Research Inc.

“I performed a significant amount of research when selecting an option for advanced governance education. All of my research pointed to The Directors College. Being the only university accredited program was important, but more important, was that the faculty has an amazing balance of academic and professional background. No other program offers such a unique and high learning environment – the perfect balance of academia and real examples. The experience is demanding and allows you to generate a vast networks of peers who are dedicated to raising the bar on governance – truly the gold standard.”

Daniel Johnson, B.Comm, C.Dir., Chief Executive Officer, Innovation Credit Union

“The Chartered Director program provided me with a solid foundation in governance which built my confidence to comprehensively serve as a director. The exceptional content and educational process enhanced my curiosity, courage and ability to ask the right questions on crown, non-profit and corporate boards.”

Victor T. Thomas, C.Dir., H.R.C.C.C., Vice Chair, SaskEnergy

“I thought the entire program was very well developed and comprehensive. You never know what to expect when you sign-up for these programs and this exceeded my expectations and was a great learning opportunity.”

James Scongack, C.Dir., Vice-President of Corporate Affairs, Bruce Power LP

“I found the Chartered Director Program to be an excellent forum to understand how strong governance complements effective management. The ability to create and execute an effective strategy is significantly enhanced by a robust process inclusive of board engagement where the right questions are asked and expected outcomes are identified. I truly enjoyed the setting which fostered a strong level of interaction that was supported by quality presentations and material. As CEO of a Shared Service Organization set to deliver benefits to its members, I see the advantage of having a number of our board members participating in this program.”

Tony Di Emanuele, MBA, C.Dir., President and CEO, Mohawk Shared Services

“A strong board needs a combination of industry knowledge and sound judgement. You need people able to challenge one another, but in a productive environment. The Directors College provides skills, perspectives and tactics to drive value as an effective and successful board member. As a graduate of the Chartered Director Program, I found The Directors College an excellent survey of the critical issues and developing trends of today’s corporate environment. I highly recommend The Directors College.”

The Honourable John Manley, P.C., O.C., C.Dir., President & Chief Executive, Canadian Council of Chief Executives and former Deputy Prime Minister of Canada

“The changes that impact corporate governance are establishing a pattern of increased accountability for the delivery of long-term value to customers, shareholders, employees and society. Proper corporate governance is now being defined to include knowledge of critical elements such as risk management and the measurement of strategic performance. At the end of the day, each board will be judged on its ability to effectively deliver value, rather than on its structure. The Directors College innovative program fills a unique and important gap in providing knowledge and insight as to how this expectation can be met. CMA Canada is pleased to be a sponsor of this timely initiative.”

Steve Vieweg, C.Dir., CPFA (Hon), FCPA FCMA, CEO, CPA Western School of Business

“As an organization focused on educating corporate secretaries, the CSCS believes in furthering the potential of board members to better contribute to building effective governance structures. Given the key role of directors and corporate secretaries in applying proper boardroom practices, corporations need to ensure that these individuals meet a professional standard. The Directors College curriculum covers all the formal regulatory issues for directors and also addresses the informal skills of building effective and appropriate relationships with senior management. We see significant benefits to this program and CSCS is pleased to endorse it.”

Lynn Beauregard, President, Canadian Society of Corporate Secretaries

The Directors College has developed a director education program which goes well beyond the fundamentals to address the structures and the behavioural components of principle-based governance. I am proud to be associated with the Directors College and I am honoured to lend my name to the College’s graduate award.

Gilbert Bennett, Director and Former Chairman of the Board, Canadian Tire Corporation Limited