Sentences with phrase «board effectiveness»

Clarkson Centre for Board Effectiveness in partnership with the Institute of Corporate Directors: Ontario Chapter

The CCBE's Board Shareholder Confidence Index (BSCI) is a measurement of a board's adoption of best practices in board effectiveness and transparent communication.

Leblanc, Richard, «Research Note on Board Effectiveness,» Director's Monthly (National Association for Corporate Directors, Washington, D.C., November 2002), 17.

Board advisors are retained by clients to provide an array of board services — from board search and assessment to strategic advising — that improve board effectiveness and optimize performance.

Keynote presentation on a model of board effectiveness, including structure, membership, process and tasks.

Conway Director, Clarkson Centre for Business Ethics & Board Effectiveness Professor of Strategic Management

By correlating diverse boards with greater board effectiveness and the promotion of long - term value creation, the association's recommendation transcends public policy debates and moral imperatives.

He also serves as the Conway Director of the Clarkson Centre for Business Ethics and Board Effectiveness at the Rotman School of Management at the University of Toronto.

A new study published by the Clarkson Centre for Board Effectiveness found that publicly listed family businesses in Canada, U.S. and UK survive longer, have more stability in the CEO position and have lower market volatility than their non-controlled counterparts.

In the end, the CCBE found enough evidence to support the creation of a new family firm board effectiveness index, which has been named The Long - View.

The Clarkson Centre for Board Effectiveness collaborated with the INSEAD Corporate Governance Initiative to compare corporate governance in Canada and the EU.

By then, CBP's recruiting and coaching would have boosted board effectiveness.

Idaho Charter School Network is committed to developing governance training and resources to improve charter school board effectiveness and to assist schools with board recruitment.

Additionally, board chairmen will be expected to hold regular development reviews with each director and will need to pencil in external board effectiveness reviews every three years.

They are committed to enhancing board effectiveness and employ highly sophisticated methodologies including competency - based interviewing, 360 degree referencing and due diligence processes that may be augmented by psychometric testing and broader assessments.

My colleague Matt Fullbrook, of the Clarkson Centre for Board Effectiveness, puts it this way:

The structure of the revised Code (which has hardly changed since the 2010 version) has also been significantly amended, with some parts being removed entirely (some of these deletions have been moved to the accompanying Guidance on Board Effectiveness).

Last week I had the pleasure of hosting Matt Fullbrook, Manager of the Clarkson Centre for Business Ethics and Board Effectiveness, as part of my Business Ethics Speakers Series.

A 2013 study by the Clarkson Centre for Business Ethics and Board Effectiveness (CCBE) at the University of Toronto found that Canadian family - controlled issuers outperformed their TSX peers.

«There's been a tremendous emergence of IT as a governance concern,» says Matt Fullbrook, manager of the Clarkson Centre for Business Ethics and Board Effectiveness (CCBE) at the University of Toronto.

«It's baked into their DNA to be focused on the long term, as their focus is to maintain the family business and wealth,» says Matt Fullbrook, manager of the Clarkson Centre for Business Ethics and Board Effectiveness (CCBE) at the University of Toronto, which has been studying the underlying reasons for the curious strength of family firms.

To shed some light on this topic, my friends (disclosure: I was a Visiting Scholar at the Clarkson Centre during the 2011 - 2012 academic year) at the Clarkson Centre for Business Ethics and Board Effectiveness have just released their new Family Firm Performance Study.

Board Shareholder Confidence Index (Clarkson Centre for Board Effectiveness and Business Ethics, University of Toronto) An annual scorecard on the corporate governance practices of Canadian companies, based on three inputs - the Individual Potential of directors, the Group Potential of the assembled board and the Past Practices or the decisions (outputs) the board has made.

David Beatty is Conway Chair of the Clarkson Centre for Business Ethics and Board Effectiveness.

As a Visiting Scholar at the Rotman School of Management (more specifically at the Clarkson Centre for Business Ethics and Board Effectiveness), I've been thinking a lot lately about how we educate tomorrow's business leaders.

My mind is on governance a lot lately, not least because I'm currently a Visiting Scholar at the Clarkson Centre for Business Ethics and Board Effectiveness (at the University of Toronto's Rotman School of Management).

After more than 10 years of measuring and rating the effectiveness of the boards of directors of widely held Canadian publicly traded companies, the Clarkson Centre for Board Effectiveness (CCBE) published a report in 2013 about the performance of family - controlled corporations (family firms).

The Clarkson Centre for Board Effectiveness (CCBE) collects data to support analyses of corporate governance practices, including the Globe and Mail's annual ranking of S&P / TSX Composite Index corporations, Board Games.

Over the course of the next 3 or 4 years, the hope is for family firms to no longer be pariahs when the conversation turns to corporate governance or board effectiveness.

Our mandate is to monitor Canadian corporate governance trends and to provide guidance to firms looking to improve their board effectiveness and disclosure.

Seminars were held on Corporate Governance, Corporate Institutionalisation, Board Effectiveness, Compliance, Accountability and more.

Board Shareholder Confidence Index (Clarkson Centre for Board Effectiveness and Business Ethics, University of Toronto) An annual scorecard on the corporate governance practices of Canadian companies, based on three inputs - the Individual Potential of directors, the Group Potential of the assembled board and the Past Practices or the decisions (outputs) the board has made.

The concept of supporting principles will be removed; some current supporting principles will become principles or provisions, or be moved to the FRC's Guide to Board Effectiveness.