Module 4 – Communication & Social Responsibility

LocationDates
Niagara-on-the-Lake, ONNovember 21-23, 2013
Niagara-on-the-Lake, ONFebruary 20-22, 2014
Niagara-on-the-Lake, ONMay 22-24, 2014
Niagara-on-the-Lake, ONNovember 20-22, 2014

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?

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