<?xml version="1.0" encoding="UTF-8"?><?xml-stylesheet type="text/css" href="https://igopp.org/wp-content/themes/IGOPP/rss-style.css" ?><rss version="2.0"
	xmlns:content="http://purl.org/rss/1.0/modules/content/"
	xmlns:wfw="http://wellformedweb.org/CommentAPI/"
	xmlns:dc="http://purl.org/dc/elements/1.1/"
	xmlns:atom="http://www.w3.org/2005/Atom"
	xmlns:sy="http://purl.org/rss/1.0/modules/syndication/"
	xmlns:slash="http://purl.org/rss/1.0/modules/slash/"
	>

<channel>
	<title>IGOPPBoard members&#8217; compensation &#8211; IGOPP</title>
	<atom:link href="https://igopp.org/en/tag/board-members-compensation-en/feed/" rel="self" type="application/rss+xml" />
	<link>https://igopp.org/en</link>
	<description></description>
	<lastBuildDate>Thu, 19 Mar 2026 18:23:46 +0000</lastBuildDate>
	<language>en-US</language>
	<sy:updatePeriod>hourly</sy:updatePeriod>
	<sy:updateFrequency>1</sy:updateFrequency>
	<generator>https://wordpress.org/?v=4.7.29</generator>
	<item>
		<title>Corporate Governance: The New Paradigm</title>
		<link>https://igopp.org/en/corporate-governance-the-new-paradigm/</link>
		<comments>https://igopp.org/en/corporate-governance-the-new-paradigm/#respond</comments>
		<pubDate>Wed, 11 Jan 2017 21:23:46 +0000</pubDate>
		<dc:creator><![CDATA[mlamnini]]></dc:creator>
				<category><![CDATA[IGOPP in the Medias]]></category>
		<category><![CDATA[IGOPP in the medias]]></category>
		<category><![CDATA[Activism]]></category>
		<category><![CDATA[Board members' compensation]]></category>
		<category><![CDATA[Diversity]]></category>
		<category><![CDATA[Harvard Law School Forum]]></category>
		<category><![CDATA[Hedge funds]]></category>
		<category><![CDATA[Risk management]]></category>
		<category><![CDATA[Stakeholders]]></category>
		<category><![CDATA[Value-creating governance]]></category>

		<guid isPermaLink="false">https://igopp.org/?p=7040</guid>
		<description><![CDATA[[ &#8230; ] a growing body of academic research has confirmed that short-term financial activists are a major contributor to systemic short-termism in managing businesses and investments. The notion that activist attacks increase, rather than undermine, long-term value creation has been resoundingly discredited. Economists Yvan Allaire and François Dauphin, for example, demonstrated in a series [&#8230;]]]></description>
		<content><![CDATA[[ ... ]

a growing body of academic research has confirmed that short-term financial activists are a major contributor to systemic short-termism in managing businesses and investments. The notion that activist attacks increase, rather than undermine, long-term value creation has been resoundingly discredited. Economists Yvan Allaire and François Dauphin, for example, demonstrated in a series of papers issued by the Institute for Governance of Private and Public Corporations that the “benefits” of activism cited by its proponents were, to the extent not temporary, marginal at best, largely the result of basic short-term financial maneuvers (such as asset sales, spin-offs, buybacks and cost cuts) and not of any superior long-term strategies and may simply constitute a wealth transfer from employees and creditors to shareholders rather than actual wealth creation.

Read more [1]

[1] https://corpgov.law.harvard.edu/2017/01/11/corporate-governance-the-new-paradigm/]]></content>
		<wfw:commentRss>https://igopp.org/en/corporate-governance-the-new-paradigm/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Board Members’ Compensation and Governance: Issues and Challenges</title>
		<link>https://igopp.org/en/board-members-compensation-and-governance-issues-and-challenges/</link>
		<comments>https://igopp.org/en/board-members-compensation-and-governance-issues-and-challenges/#respond</comments>
		<pubDate>Mon, 26 May 2014 21:15:08 +0000</pubDate>
		<dc:creator><![CDATA[mlamnini]]></dc:creator>
				<category><![CDATA[Reports & Studies]]></category>
		<category><![CDATA[Board members' compensation]]></category>
		<category><![CDATA[Independence of Board members]]></category>

		<guid isPermaLink="false">http://aimta712.org/?p=2843</guid>
		<description><![CDATA[The requirements in credibility, availability and legitimacy of board members have increased substantially since 2000. In that context, directors’ compensation and its impact on their conduct and decisions become salient issues. Yet, directors’ compensation remains a little examined topic of governance. This is why the Institute for Governance (IGOPP) has produced a report prepared by [&#8230;]]]></description>
		<content><![CDATA[The requirements in credibility, availability and legitimacy of board members have increased substantially since 2000. In that context, directors’ compensation and its impact on their conduct and decisions become salient issues. Yet, directors’ compensation remains a little examined topic of governance. This is why the Institute for Governance (IGOPP) has produced a report prepared by Dr. Michel Magnan, Professor and Stephen A. Jarislowsky Chair in Corporate Governance from John Molson School of Business at Concordia University, to provide a general survey of the issue and propose some recommendations.

This IGOPP report highlights some important findings:

 	Over the 10 year period from 2001 to 2010, the average annual fees received by directors of Canadian public corporations have increased of 465%. However, this significant increase is not uniform among all corporations since the most substantial raises have occurred in the large financial institutions and in corporations in the oil and mining industries.
 	The level of compensation paid to directors of Canadian corporations remains below that of comparable corporations in the United States.
 	Directors’ compensation has not attained levels that can be considered excessive after taking into account the growth in institutional and regulatory requirements during the same period.
 	The debate over directors’ compensation and independence should be seen as an issue of board composition and functioning. If cases arise in which directors’ compensation is considered excessive, it only reﬂects more serious underlying governance problems that undermine the legitimacy, and possibly the credibility, of the board.
 	We are in a context of fiduciary governance. The directors will therefore concern themselves with legislative and regulatory compliance and with the implementation and monitoring of the mechanisms and systems governing the controls, incentives and accountability. Their remuneration is thus a function of this role.

The analysis shows that directors’ compensation is only one facet of the board of directors’ governance and is not necessarily the most strategic since it only adds little to the processes for the appointment and assessment of directors, which are already rigorous. The directors’ compensation should reﬂect the fact that their responsibility is joint, continuous and focused on the long-term oversight of the corporation’s interests as a whole, and not just the short-term interests of some shareholders. Consequently, this report propounds several recommendations, among which the following stand out:

 	The board’s priority in governance matters is to maintain and increase its legitimacy and credibility through rigorous practices and processes.
 	Directors’ compensation should not be based on the achievement of short-term objectives or goals.
 	Directors’ compensation must be sufficiently high to attract credible candidates that have integrity and specific skills corresponding to the corporation’s objectives.
 	The directors should hold a significant long-term investment in the corporation’s shares.
 	The directors’ compensation should be uniform across individuals with similar tasks.
 	Directors’ compensation must rationally reflect the specific risks they face.

Investors are not hesitating to challenge the skills of directors and their decisions. In this context, their compensation could become a major governance issue. Hence, this IGOPP report frames the debate with an analysis of the potential determining factors of directors’ compensation and suggests principles and recommendations which will serve as guides for the boards’ working on this issue.
]]></content>
		<wfw:commentRss>https://igopp.org/en/board-members-compensation-and-governance-issues-and-challenges/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Board Members’ Compensation and Governance: Issues and Challenges</title>
		<link>https://igopp.org/en/board-members-compensation-and-governance-issues-and-challenges-2/</link>
		<comments>https://igopp.org/en/board-members-compensation-and-governance-issues-and-challenges-2/#respond</comments>
		<pubDate>Mon, 26 May 2014 21:15:07 +0000</pubDate>
		<dc:creator><![CDATA[mlamnini]]></dc:creator>
				<category><![CDATA[Press Releases]]></category>
		<category><![CDATA[Board members' compensation]]></category>
		<category><![CDATA[Independence of Board members]]></category>
		<category><![CDATA[Stakeholders]]></category>

		<guid isPermaLink="false">http://aimta712.org/?p=2842</guid>
		<description><![CDATA[The requirements in credibility, availability and legitimacy of board members have increased substantially since 2000. In that context, directors’ compensation and its impact on their conduct and decisions become salient issues. Yet, directors’ compensation remains a little examined topic of governance. This is why the Institute for Governance (IGOPP) has produced a report prepared by [&#8230;]]]></description>
		<content><![CDATA[The requirements in credibility, availability and legitimacy of board members have increased substantially since 2000. In that context, directors’ compensation and its impact on their conduct and decisions become salient issues. Yet, directors’ compensation remains a little examined topic of governance. This is why the Institute for Governance (IGOPP) has produced a report prepared by Dr. Michel Magnan, Professor and Stephen A. Jarislowsky Chair in Corporate Governance from John Molson School of Business at Concordia University, to provide a general survey of the issue and propose some recommendations.

This IGOPP report highlights some important findings:

 	Over the 10 year period from 2001 to 2010, the average annual fees received by directors of Canadian public corporations have increased of 465%. However, this significant increase is not uniform among all corporations since the most substantial raises have occurred in the large financial institutions and in corporations in the oil and mining industries.
 	The level of compensation paid to directors of Canadian corporations remains below that of comparable corporations in the United States.
 	Directors’ compensation has not attained levels that can be considered excessive after taking into account the growth in institutional and regulatory requirements during the same period.
 	The debate over directors’ compensation and independence should be seen as an issue of board composition and functioning. If cases arise in which directors’ compensation is considered excessive, it only reﬂects more serious underlying governance problems that undermine the legitimacy, and possibly the credibility, of the board.
 	We are in a context of fiduciary governance. The directors will therefore concern themselves with legislative and regulatory compliance and with the implementation and monitoring of the mechanisms and systems governing the controls, incentives and accountability. Their remuneration is thus a function of this role.

The analysis shows that directors’ compensation is only one facet of the board of directors’ governance and is not necessarily the most strategic since it only adds little to the processes for the appointment and assessment of directors, which are already rigorous. The directors’ compensation should reﬂect the fact that their responsibility is joint, continuous and focused on the long-term oversight of the corporation’s interests as a whole, and not just the short-term interests of some shareholders. Consequently, this report propounds several recommendations, among which the following stand out:

 	The board’s priority in governance matters is to maintain and increase its legitimacy and credibility through rigorous practices and processes.
 	Directors’ compensation should not be based on the achievement of short-term objectives or goals.
 	Directors’ compensation must be sufficiently high to attract credible candidates that have integrity and specific skills corresponding to the corporation’s objectives.
 	The directors should hold a significant long-term investment in the corporation’s shares.
 	The directors’ compensation should be uniform across individuals with similar tasks.
 	Directors’ compensation must rationally reflect the specific risks they face.
 	Investors are not hesitating to challenge the skills of directors and their decisions. In this context, their compensation could become a major governance issue. Hence, this IGOPP report frames the debate with an analysis of the potential determining factors of directors’ compensation and suggests principles and recommendations which will serve as guides for the boards’ working on this issue.

]]></content>
		<wfw:commentRss>https://igopp.org/en/board-members-compensation-and-governance-issues-and-challenges-2/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The IGOPP has published the 2007 Quebec Board Index</title>
		<link>https://igopp.org/en/the-igppo-has-published-the-2007-quebec-board-index/</link>
		<comments>https://igopp.org/en/the-igppo-has-published-the-2007-quebec-board-index/#respond</comments>
		<pubDate>Wed, 20 Feb 2008 14:43:07 +0000</pubDate>
		<dc:creator><![CDATA[mlamnini]]></dc:creator>
				<category><![CDATA[Press Releases]]></category>
		<category><![CDATA[Board members' compensation]]></category>
		<category><![CDATA[Private governance]]></category>

		<guid isPermaLink="false">http://aimta712.org/?p=1553</guid>
		<description><![CDATA[Sitting on a Board of Directors in Quebec: A $55,000-a-Year Occupation. During a press conference, the Institute for Governance of Private and Public Organizations, in collaboration with Spencer Stuart, have revealed the results of the second edition of the 2007 Quebec Board Index.]]></description>
		<content><![CDATA[Sitting on a Board of Directors in Quebec: A $55,000-a-Year Occupation.

During a press conference, the Institute for Governance of Private and Public Organizations, in collaboration with Spencer Stuart, have revealed the results of the second edition of the 2007 Quebec Board Index.
]]></content>
		<wfw:commentRss>https://igopp.org/en/the-igppo-has-published-the-2007-quebec-board-index/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
	</channel>
</rss>
