<?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>IGOPPDiversity &#8211; IGOPP</title>
	<atom:link href="https://igopp.org/en/tag/diversity-en/feed/" rel="self" type="application/rss+xml" />
	<link>https://igopp.org/en</link>
	<description></description>
	<lastBuildDate>Tue, 21 Apr 2026 14:56:08 +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>No clear consensus on diversity disclosures</title>
		<link>https://igopp.org/en/no-clear-consensus-on-diversity-disclosures/</link>
		<comments>https://igopp.org/en/no-clear-consensus-on-diversity-disclosures/#respond</comments>
		<pubDate>Mon, 28 Aug 2023 14:29:01 +0000</pubDate>
		<dc:creator><![CDATA[IGOPP Site web]]></dc:creator>
				<category><![CDATA[IGOPP in the Medias]]></category>
		<category><![CDATA[IGOPP in the medias]]></category>
		<category><![CDATA[Diversity]]></category>
		<category><![CDATA[Regulation]]></category>

		<guid isPermaLink="false">https://igopp.org/no-clear-consensus-on-diversity-disclosures/</guid>
		<description><![CDATA[Securities regulators may agree on the need to improve issuers’ diversity disclosure, but they can’t agree on how to achieve it. A public consultation on the issue so far isn’t building consensus. In April, the Canadian Securities Administrators (CSA) proposed changes to corporate governance requirements, publishing two approaches for expanding diversity disclosures beyond gender. The Ontario [&#8230;]]]></description>
		<content><![CDATA[


Securities regulators may agree on the need to improve issuers’ diversity disclosure, but they can’t agree on how to achieve it. A public consultation on the issue so far isn’t building consensus.






In April, the Canadian Securities Administrators (CSA) proposed changes to corporate governance requirements, publishing two approaches for expanding diversity disclosures beyond gender [1].

The Ontario Securities Commission’s (OSC) approach would require issuers to report on the representation of five groups (including women) on their boards and in executive positions.

The securities regulators for Alberta, British Columbia, Saskatchewan and the Northwest Territories favoured requirements that would require companies to disclose their approach to diversity without mandating disclosure on specific groups.

The remaining eight CSA members, including Quebec’s Autorité des marchés financiers, declined to pick a side.

[...]

The Canadian Investor Relations Institute (CIRI) found in a survey that many of its members are concerned about collecting information that would be required by the OSC proposal, including sexual orientation and identity, and visible-minority status.

“These concerns stem mostly from privacy but some feel there are too many categories, not the right categories and/or issues with the collection process,” CIRI’s submission stated.

Meanwhile, the Institute for Governance of Private and Public Organizations (IGOPP) highlighted the risks of relying on self-identification for diversity reporting.

“Some prefer to exclude themselves from a group to avoid being labeled, categorized or even simply out of embarrassment or a desire to keep these characteristics confidential. Others will want to ensure that their application is not selected to meet diversity ratios,” the IGOPP said in its submission. “On the other hand, some may see [false] disclosure as a career opportunity.”

These risks also were acknowledged by proponents of the OSC’s approach, such as SHARE. Yet, SHARE argued that enhanced disclosure will ultimately help lower barriers.

“Increasing disclosure helps to make the presence of individuals from traditionally under-represented groups more visible at senior levels of the organization, encourages a more inclusive culture generally, and thus should improve the accuracy of disclosures over time,” SHARE’s submission stated. “[A]cknowledging imperfection is no reason to abdicate the responsibility to regulate clearly and fairly.”

Read more [2]




[1] https://www.investmentexecutive.com/news/csa-ponders-mandating-wider-diversity-disclosure/
[2] https://igopp.org/wp-content/uploads/2023/08/Investment-Executive_No-clear-consensus-on-diversity-disclosures_August-2023.pdf]]></content>
		<wfw:commentRss>https://igopp.org/en/no-clear-consensus-on-diversity-disclosures/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Memorandum of IGOPP on Regulations 58-101 and 58-201</title>
		<link>https://igopp.org/en/memorandum-of-igopp-on-regulations-58-101-and-58-201/</link>
		<comments>https://igopp.org/en/memorandum-of-igopp-on-regulations-58-101-and-58-201/#respond</comments>
		<pubDate>Sat, 01 Jul 2023 20:59:06 +0000</pubDate>
		<dc:creator><![CDATA[IGOPP Site web]]></dc:creator>
				<category><![CDATA[Memoranda and Opinions]]></category>
		<category><![CDATA[Diversity]]></category>
		<category><![CDATA[Independence of Board members]]></category>

		<guid isPermaLink="false">https://igopp.org/memoire-aux-membres-des-acvm-sur-les-reglements-58-101-et-58-201/</guid>
		<description><![CDATA[“Any organization governed by a board of directors must strive to constitute a board that is both legitimate and credible.”[1] A board’s credibility is indispensable to its effectiveness and “[its] credibility is measured not only by its in-depth knowledge of the company’s industry and its markets, of its business model, and its value-creation drivers, but [&#8230;]]]></description>
		<content><![CDATA[“Any organization governed by a board of directors must strive to constitute a board that is both legitimate and credible.”[1] [1] A board’s credibility is indispensable to its effectiveness and “[its] credibility is measured not only by its in-depth knowledge of the company’s industry and its markets, of its business model, and its value-creation drivers, but also by the integrity and the trustworthiness of its board members.”[2] [2]

Board members have responsibilities and must comply with obligations that are particularly important in a highly regulated environment. The resulting disclosure of information is analyzed by numerous stakeholders with sometimes divergent objectives and interests. The issue of diversity in the composition of a board is now a major concern, a criterion which can sometimes even influence the nature of the votes cast when electing certain members.

Beyond social recognition and legitimacy, a board consisting of members with varied social and personal attributes can contribute to a greater diversity of skills and perspectives. In addition, a diverse board has many potential benefits, such as: 1) helping to bring in more diverse knowledge and points of view; 2) mitigating the risk of groupthink; 3) demonstrating and fostering a more inclusive corporate culture; 4) helping provide a broader view of risk management, and; 5) contributing to better brand and corporate reputation by aligning its stated values with its actions.

The literature also shows that recruitment and employee retention are facilitated when the forms of diversity present are representative of employees and the population of the main communities in which a company operates—at its highest echelons.

Given the importance of this issue, it is essential for boards to ensure that diversity is fully integrated and encouraged at all levels of the organization by insisting on these aspects with management, making the latter accountable for achieving levels of representativeness— established jointly with management based on the company's reality—among employees and in management positions at every level.

In our research into diversity disclosure, the main benefit that emerged was a demonstrated willingness to consider diverse candidates when selecting new members. In fact, as early as the second year of mandatory disclosure, there was a notable increase in the percentage of new members from diverse backgrounds, particularly from visible minorities, among the largest listed companies. This determination is also evident in the explanatory texts accompanying the disclosed diversity data.

The importance of “broader” diversity illustrates the evolution of civil society's expectations of its major institutions. Major listed companies are now observed and scrutinized through the prism of these new expectations, where their role and responsibilities toward stakeholders and civil society in general are now perceived (rightly or wrongly, depending on the case) much more widely. Some large institutional investors are also acting as watchdogs of listed companies in this respect.

The issue of board diversity is, however, not new. Academics have been interested in the question for several decades, especially if all the research into group dynamics is included. The benefits of diversity are obvious and go far beyond the simple desire for companies to retain a form of social legitimacy by conforming to minimum expectations. However, for these benefits to be fully realized, the issue of diversity needs to be approached thoughtfully; it needs to be contextualized.

Issuers need to take a pragmatic approach to this issue, in line with their organization's current and future strategy. Diversity must be fully embraced and instilled as a belief. This is how a real climate of inclusion will be fostered at all levels of society. It is also from this perspective that we have analyzed the question and the draft amendments submitted as part of this Notice of Consultation.

[1] [3] Allaire, Y. The Independence of Board Members: A Quest for Legitimacy, Policy Paper no. 3, IGOPP, September 2008

[2] [4] Allaire, Y. Board Members Are Independent but Are They Legitimate and Credible? Policy Paper no. 10, IGOPP, 2018

[1] https://igopp.org#_ftn1
[2] https://igopp.org#_ftn2
[3] https://igopp.org#_ftnref1
[4] https://igopp.org#_ftnref2]]></content>
		<wfw:commentRss>https://igopp.org/en/memorandum-of-igopp-on-regulations-58-101-and-58-201/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Parity and Diversity on Boards of Directors</title>
		<link>https://igopp.org/en/parity-and-diversity-on-boards-of-directors/</link>
		<comments>https://igopp.org/en/parity-and-diversity-on-boards-of-directors/#respond</comments>
		<pubDate>Wed, 19 Oct 2022 13:32:47 +0000</pubDate>
		<dc:creator><![CDATA[IGOPP Site web]]></dc:creator>
				<category><![CDATA[Policy Papers]]></category>
		<category><![CDATA[Diversity]]></category>
		<category><![CDATA[Succession]]></category>

		<guid isPermaLink="false">https://igopp.org/?p=14898/</guid>
		<description><![CDATA[Diversity and inclusion notions have come to the forefront in recent years, and the issues of board representation have extended well beyond gender. Pressures on boards to display diversity are multiple. Some classes of institutional investors are outspoken in this regard, using their shareholder clout to demand change. It is primarily on the premise that [&#8230;]]]></description>
		<content><![CDATA[Diversity and inclusion notions have come to the forefront in recent years, and the issues of board representation have extended well beyond gender.

Pressures on boards to display diversity are multiple. Some classes of institutional investors are outspoken in this regard, using their shareholder clout to demand change.

It is primarily on the premise that diversity avoids therisk of a decision-making process that is vitiated by too much homogeneity and complacency, that diversity is considered an essential feature of board composition.

The selection of new directors is predicated on the evaluation of multivariate criteria, and each nomination must be thought through by weighing its effects on the various dimensions of the board’s diversity, without neglecting the usual considerations.

This policy paper, which you can download from this link [1], considers various aspects of the concept of “diversity” and makes recommendations that we hope will make a useful contribution to the debate on this issue.

[1] https://igopp.org/wp-content/uploads/2022/10/IGOPP_PP_PariteDiversiteCA_PP12_EN_v4_WEB.pdf]]></content>
		<wfw:commentRss>https://igopp.org/en/parity-and-diversity-on-boards-of-directors/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The quest for diversity of boards of directors and in senior management of public corporations</title>
		<link>https://igopp.org/en/the-quest-for-diversity-of-boards-of-directors-and-in-senior-management-of-public-corporations/</link>
		<comments>https://igopp.org/en/the-quest-for-diversity-of-boards-of-directors-and-in-senior-management-of-public-corporations/#respond</comments>
		<pubDate>Fri, 12 Feb 2021 20:28:40 +0000</pubDate>
		<dc:creator><![CDATA[IGOPP Site web]]></dc:creator>
				<category><![CDATA[Reports & Studies]]></category>
		<category><![CDATA[Diversity]]></category>
		<category><![CDATA[Private governance]]></category>
		<category><![CDATA[Regulation]]></category>

		<guid isPermaLink="false">https://igopp.org/les-enjeux-de-la-diversite-a-la-direction-et-aux-conseils-dadministration-des-societes-ouvertes-2/</guid>
		<description><![CDATA[In June 2009, IGOPP published a Policy Paper on “The Status of Women on Boards of Directors in Canada: Calling for Change”. Almost 12 years later, the issue of diversity on boards of directors still remains partly unresolved. Indeed, women’s representation on boards of directors has doubled during this period [from 15% in 2008 to [&#8230;]]]></description>
		<content><![CDATA[In June 2009, IGOPP published a Policy Paper on “The Status of Women on Boards of Directors in Canada: Calling for Change”. Almost 12 years later, the issue of diversity on boards of directors still remains partly unresolved. Indeed, women’s representation on boards of directors has doubled during this period [from 15% in 2008 to 29.58% in 2020] but the target of 40% gender diversity set in the IGOPP Policy Paper has not yet been achieved.

But by now a broader definition of diversity is proposed, a definition which targets an adequate representation of several groups making up the general population of the society where an organization is domiciled.

Responding to this emerging trend, the government of Canada amended the Canada Business Corporations Act (CBCA) to foster an increased diversity on boards of directors as well as in the senior management of public corporations. These changes, which came into effect on January 1, 2020, aimed at increasing the representation of women but also of Aboriginal people, persons with disabilities and members of visible minorities. These new legal stipulations apply to federally incorporated corporations listed on a stock exchange. Thus 78 of Canada’s largest corporations, drawn from the S&#38;P/TSX index were subjected to these new requirements.

The following table captures, in raw form, the source of disquiet about representation:



This report begins with a brief comparison of the Canadian law with that of other countries. Then we sketch an overview of the representation of designated groups on boards and senior management of the companies subjected to the new legal stipulations. We collected the information which these 78 companies disclosed in 2020 and compiled the above table. We then carried out further analyses factoring in educational variables and age.

Several observations emerge from this analysis; the most significant ones are as follows:

 	Canada is at the forefront of this quest for diversity beyond the representation of women on boards of directors to include diversity in the senior management of companies, as well as the representation of Aboriginal peoples, persons with disabilities and persons belonging to visible minorities. The Canadian government has opted for a flexible approach, emphasizing disclosure, rather than a quota approach, as advocated in some other jurisdictions.
 	The subject companies have interpreted very freely the regulation concerning the number of members of senior management who must be considered for disclosure. The definition in the regulations provides for 5 to 7 senior management members. However, the subject companies defined senior management as made up of some 16 members on average. More than half of the companies seem to have interpreted the regulation incorrectly (but that probably reflects their own internal definition of senior management).
 	Although the gains made over the past decade are notable, much remains to be done in terms of the representation of women on boards of directors as well as in the senior management of companies.
 	Taking into account the variables of age and education, although these two factors are not exhaustive of all factors influencing selection and promotion, we see a clear under-representation of members of visible minorities within the boards of directors
and senior management of publicly traded Canadian companies.

The rate of renewal of board members and senior management is rather slow. Some measures (for instance, quotas, tenure and/or age limit) would accelerate the turnover of board membership but these must be carefully assessed. Absent coercive measures, social systems change over relatively long periods of time.

The laudable goal of increasing the diversity of representation on corporate boards and in the senior management of large corporations will not be achieved without much management goodwill, as well as investors and government prodding, particularly so when that goal includes not only the representation of women but also that of various other groups making up a society.
]]></content>
		<wfw:commentRss>https://igopp.org/en/the-quest-for-diversity-of-boards-of-directors-and-in-senior-management-of-public-corporations/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Liberals launch a fresh attack on corporations. They may not win</title>
		<link>https://igopp.org/en/liberals-launch-a-fresh-attack-on-corporations-they-may-not-win/</link>
		<comments>https://igopp.org/en/liberals-launch-a-fresh-attack-on-corporations-they-may-not-win/#respond</comments>
		<pubDate>Wed, 17 Jan 2018 21:06:44 +0000</pubDate>
		<dc:creator><![CDATA[IGOPP Site web]]></dc:creator>
				<category><![CDATA[IGOPP in the Medias]]></category>
		<category><![CDATA[IGOPP in the medias]]></category>
		<category><![CDATA[Diversity]]></category>
		<category><![CDATA[Regulation]]></category>
		<category><![CDATA[Stakeholders]]></category>

		<guid isPermaLink="false">https://igopp.org/?p=9500/</guid>
		<description><![CDATA[As a longtime member of the Association of Correspondents Tracking the War On Corporations, I have embedded with troops of lawyers, activists and corporate officials through the great battles of the last several decades. From the failure to ward off the stakeholder invasion of the 1990s to the great executive retreat at the Battle of [&#8230;]]]></description>
		<content><![CDATA[As a longtime member of the Association of Correspondents Tracking the War On Corporations, I have embedded with troops of lawyers, activists and corporate officials through the great battles of the last several decades. From the failure to ward off the stakeholder invasion of the 1990s to the great executive retreat at the Battle of Corporate Social Responsibility, on through the managerial collapse on the fields of the sustainability movement and the ongoing assault from green climatists, it has been one corporate defeat after another.

[ ... ]

Introduced by Navdeep Bains, federal minister of innovation, science and economic development, the bill stages two destructive attacks on the corporate model. The first storms straight up through the shareholder-democracy ranks by forcing companies to hold annual elections of individual directors. The second attack swoops in from the top. The government, through Bill C-25, is fighting to impose “diversity” on boards of directors and top corporate management.

The idea that corporations are democracies and should be reformulated along the lines of condo corporations has been around for some time. In the U.S. in the 1970s, Ralph Nader led an early campaign to turn boards into elected governments in charge of legislating businesses, which would also have to submit all “major transactions” to shareholder plebiscites. In Nader’s model, the shareholders are electors who choose directors who in turn select the executives who then submit major decisions to a shareholder vote.

[ ... ]

Montreal governance consultant Yvan Allaire recently outlined in FP Comment [1] the risks of turning corporations into electoral circuses. Allaire noted, among many other things, that the rush to extreme democratization of corporations amounts to a partial outside takeover, via state intervention, of responsibilities that are now assumed by boards of directors.

He warns that managers and directors of major corporations are unlikely to take a stand against the expansion of shareholder powers because, he implies, they have already surrendered to Canadian’s big institutional investors.

Read more [2]

[1] http://business.financialpost.com/opinion/how-a-proposed-new-right-for-shareholders-could-badly-damage-corporate-boards
[2] http://business.financialpost.com/opinion/terence-corcoran-liberals-launch-a-fresh-attack-on-corporations-they-may-not-win?utm_medium=email&#38;utm_content=xr7EsPiXAUHv0ofo1VHeI7v752wkx4A_2Tc0vfrEzKJgQJTJNOxJbtArmRpC39Pp]]></content>
		<wfw:commentRss>https://igopp.org/en/liberals-launch-a-fresh-attack-on-corporations-they-may-not-win/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Anne Marie Croteau  will become the first female dean of JMSB</title>
		<link>https://igopp.org/en/anne-marie-croteau-sera-la-premiere-femme-doyenne-de-lecole-de-gestion-john-molson/</link>
		<comments>https://igopp.org/en/anne-marie-croteau-sera-la-premiere-femme-doyenne-de-lecole-de-gestion-john-molson/#respond</comments>
		<pubDate>Fri, 26 May 2017 15:09:07 +0000</pubDate>
		<dc:creator><![CDATA[mlamnini]]></dc:creator>
				<category><![CDATA[Press Releases]]></category>
		<category><![CDATA[Diversity]]></category>
		<category><![CDATA[Governance of universities]]></category>

		<guid isPermaLink="false">https://igopp.org/anne-marie-croteau-sera-la-premiere-femme-doyenne-de-lecole-de-gestion-john-molson/</guid>
		<description><![CDATA[Anne-Marie Croteau, IGOPP Board member, starts as dean of the John Molson School of Business (JMSB) on June 1, 2017, and will become the first female dean of JMSB, one of North America’s largest and leading business schools. A professor in the Department of Supply Chain and Business Technology Management, she is a highly respected academic leader [&#8230;]]]></description>
		<content><![CDATA[Anne-Marie Croteau, IGOPP Board member, starts as dean of the John Molson School of Business (JMSB) on June 1, 2017, and will become the first female dean of JMSB, one of North America’s largest and leading business schools.

A professor in the Department of Supply Chain and Business Technology Management, she is a highly respected academic leader with 25 years of teaching and research experience, including 10 years as an administrator.

Croteau is a certified chartered director and serves on the board of directors for leading organizations, including the Société de l’assurance automobile du Québec (SAAQ) and Hydro-Québec.

Most recently, she was associate dean of Professional Graduate Programs and External Relations at JMSB.

Photo: Concordia University
]]></content>
		<wfw:commentRss>https://igopp.org/en/anne-marie-croteau-sera-la-premiere-femme-doyenne-de-lecole-de-gestion-john-molson/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<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>Enhancing the Dynamics of Boards of Directors</title>
		<link>https://igopp.org/en/enhancing-the-dynamics-of-boards-of-directors/</link>
		<comments>https://igopp.org/en/enhancing-the-dynamics-of-boards-of-directors/#respond</comments>
		<pubDate>Mon, 27 Jun 2016 19:45:19 +0000</pubDate>
		<dc:creator><![CDATA[mlamnini]]></dc:creator>
				<category><![CDATA[Reports & Studies]]></category>
		<category><![CDATA[Chairman of the Board]]></category>
		<category><![CDATA[Diversity]]></category>
		<category><![CDATA[Independence of Board members]]></category>

		<guid isPermaLink="false">https://igopp.org/?p=6444</guid>
		<description><![CDATA[Board members with extensive experience readily observe, and often comment, that the quality of governance and a board’s effectiveness result as much from subtle, dynamic, intangible factors as from strict observance of the fiduciary and formal aspects of governance. These factors take shape in social interaction among members, in the style of the Chair’s leadership, [&#8230;]]]></description>
		<content><![CDATA[Board members with extensive experience readily observe, and often comment, that the quality of governance and a board’s effectiveness result as much from subtle, dynamic, intangible factors as from strict observance of the fiduciary and formal aspects of governance.

These factors take shape in social interaction among members, in the style of the Chair’s leadership, in what happens before and after formal meetings and during discussions at board and committee meetings. That observation is pertinent for every type of organization, be it a listed corporation, a public institution, a State-owned corporation, a cooperative or a non-profit organization.

Thus, initiatives, mechanisms and processes to improve the dynamic interaction and interplay among board members should enhance a board’s effectiveness. Yet, this particular aspect of governance has been the subject of very few empirical studies because, for reasons of confidentiality, boards cannot readily give researchers direct, live, access to board meetings and ancillary board activities.

One notable exception is Richard Leblanc’s doctoral thesis. Due to the network of contacts of his thesis director and co-author, James Gillies, he was able to observe a certain number of boards in action. In 2005 they published Inside the Boardroom, a book which offers an interesting typology of the dominant behaviours of members during board meetings. Focused on what could be observed at formal board meetings, the work by Leblanc and Gillies provides some insight about but one particular facet of board dynamics.

No other empirical study has been conducted on the issue since then.

Our Institute undertook to shed some light on these subtle, dynamic, intangible factors and, possibly, offer suggestions to directors and board chairs on ways to enhance the quality of governance.

Read more [1]

[1] https://igopp.org/wp-content/uploads/2016/09/IGOPP_Rapport_PerformanceDynamiqueConseilsAdmin_EN_v2_WEB.pdf]]></content>
		<wfw:commentRss>https://igopp.org/en/enhancing-the-dynamics-of-boards-of-directors/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Isabelle Courville becomes a board member of IGOPP</title>
		<link>https://igopp.org/en/isabelle-courville-becomes-a-board-member-of-igopp/</link>
		<comments>https://igopp.org/en/isabelle-courville-becomes-a-board-member-of-igopp/#respond</comments>
		<pubDate>Wed, 01 Jun 2016 21:13:41 +0000</pubDate>
		<dc:creator><![CDATA[mlamnini]]></dc:creator>
				<category><![CDATA[Press Releases]]></category>
		<category><![CDATA[Diversity]]></category>

		<guid isPermaLink="false">https://igopp.org/?p=6514</guid>
		<description><![CDATA[The Institute for Governance (IGOPP) is pleased to announe the appointment of Ms. Isabelle Courville as a new board member. Ms. Courville, an engineer and a lawyer by training, is Chair of the Board of Directors of the Laurentian Bank of Canada. Previously, Ms. Courville was President of Hydro‐Québec Distribution. This division has 7,000 employees serving [&#8230;]]]></description>
		<content><![CDATA[The Institute for Governance (IGOPP) is pleased to announe the appointment of Ms. Isabelle Courville as a new board member.

Ms. Courville, an engineer and a lawyer by training, is Chair of the Board of Directors of the Laurentian Bank of Canada. Previously, Ms. Courville was President of Hydro‐Québec Distribution. This division has 7,000 employees serving 4 million customers throughout Québec.

She was also President of Hydro-Québec TransÉnergie, the division in charge of operating Hydro-Québec’s power transmission system. Ms. Courville was active for 20 years in the Canadian telecommunications business. She served as President of Bell Canada’s Enterprise Group and as President and Chief Executive Officer of Bell Nordiq Group.

She is a board member of Canadian Pacific Railway and the TVA Group. She also sits on the board of the Montreal Heart Institute Foundation, the Institute of Corporate Directors. Moreover and of Veolia Environnement, a French multinational specialized in optimizing the utilization of resources. She was a member of the APEC (Asia‐Pacific Economic Cooperation) Business Advisory Council from 2010 to 2013.

In 2012, Isabelle Courville was selected amongst Fortune Magazine’s 50 Most Powerful Women in Business. She is a three‐time recipient of Canada’s Most Powerful Women: Top 100 Awards, granted by the Women’s Executive Network. In 2007, she received the McGill Management Achievement Award for her contribution to the business world and community involvement. In 2010, the Ordre des ingénieurs du Québec awarded her the Prix Hommage for her exceptional contribution to the engineering profession.

&#160;
]]></content>
		<wfw:commentRss>https://igopp.org/en/isabelle-courville-becomes-a-board-member-of-igopp/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Canada Business Corporations Act</title>
		<link>https://igopp.org/en/the-canada-business-corporations-act/</link>
		<comments>https://igopp.org/en/the-canada-business-corporations-act/#respond</comments>
		<pubDate>Thu, 15 May 2014 18:31:03 +0000</pubDate>
		<dc:creator><![CDATA[mlamnini]]></dc:creator>
				<category><![CDATA[Memoranda and Opinions]]></category>
		<category><![CDATA[Diversity]]></category>
		<category><![CDATA[Regulation]]></category>
		<category><![CDATA[Say on Pay]]></category>
		<category><![CDATA[Shareholders]]></category>

		<guid isPermaLink="false">http://aimta712.org/?p=2391</guid>
		<description><![CDATA[The Institute for Governance (IGOPP) submitted his comments to Industry Canada in response to the Consultation on the Canada Business Corporations Act (CBCA).. We will examine these issues individually to formulate specific recommendations in each case. In its comment document, the IGOPP covered the following topics: Shareholder advisory votes on compensation packages Diversity of board [&#8230;]]]></description>
		<content><![CDATA[The Institute for Governance (IGOPP) submitted his comments to Industry Canada in response to the Consultation on the Canada Business Corporations Act (CBCA).. We will examine these issues individually to formulate specific recommendations in each case.

In its comment document, the IGOPP covered the following topics:

 	Shareholder advisory votes on compensation packages
 	Diversity of board membership
 	Equal treatment of shareholders
 	Parties who can claim oppression
 	Adding a minimum holding period for the right to nominate directors

The IGOPP’s previous positions on say on pay, board diversity, and majority voting can be viewed at: http://bit.ly/1m0dhmV [1]

[1] http://bit.ly/1m0dhmV]]></content>
		<wfw:commentRss>https://igopp.org/en/the-canada-business-corporations-act/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
	</channel>
</rss>
