Helping Canadian corporate directors stay informed
The Directors’ Series enables Canadian corporate directors to stay informed on new developments and issues, while maintaining their continuing education requirements. Each complimentary two-hour session is held as an interactive live broadcast in 16 locations across the country.
These sessions strive to help corporate directors be as effective as possible by providing opportunities to hear from seasoned corporate directors, company executives and professional advisors who provide fresh insights on the most current issues concerning corporate governance. Attendees can participate in Q&A sessions with the panelists, and network with their peers. At the end of each session, directors receive ready-to-use, practical information and tools to help them discharge their responsibilities.
Mark your calendar for the upcoming season:
- January 8, 2015 - Focus on the audit committee
- April 9, 2015 - Issues for the HR committee: Executive pay and beyond
- June 11, 2015 - Pensions and benefits (online webcast)
Some of the themes discussed during past sessions include: CEO transitions, Focus on the audit committees, and Social license.
To view past sessions of the Directors' Series or to access handout material provided during these sessions, click here.
For directors who hold the ICD.D certification from the Institute of Corporate Directors, the Directors College C.Dir. designation from McMaster University, or the Acc.Dir. accreditation from ICSA Canada, participation in the Deloitte Directors' Series session counts for two hours credit towards the continuing education requirement. The session also counts as two hours credit for the ASC designation for le Collège des administrateurs de société.
January 8, 2015: Focus on the audit committee
Focus on the audit commitee
January 8, 2015
As the outlook for global markets continues to be uncertain, boards remain focused on risk management. Adding in an environment of changing standards and regulatory requirements, along with continued regulator scrutiny, and the pressure on audit committees is unrelenting. Looking towards year-end meetings, some of the questions that audit committee members may be considering include:
- What is the audit committee’s role regarding risk and control?
- Is the CEO/CFO certification process a rigorous control or has it become a compliance checklist?
- What is the audit committee’s role with respect to enhancing audit quality?
- What is on the radar screen of the regulators?
These questions, and many more, will be considered by our panel as they help audit committee members prepare for year-end meetings and financial reporting filings.
The January 8, 2015 session of the Directors’ Series will focus on issues surrounding the quality of financial reporting and disclosure, the role of the audit committee around risk and control, audit quality, a regulatory update on the OSC’s priorities for 2015, and much more.
This session is designed for Boards of Directors and C-level executives. Please join us at this complimentary session to hear from seasoned corporate directors, company executives and other professionals who will share their insights on current corporate governance issues.
Our panel includes:
Patricia Curadeau-Grou – Strategic Advisor to the President and CEO, National Bank of Canada
Cameron McInnis – Chief Accountant, Ontario Securities Commission
Brian Hunt – CEO, Canadian Public Accountability Board
Jim Goodfellow – Corporate Director
Don Wilkinson – Vice Chair, Deloitte
Thriving and surviving in a world of uncertainty – what is the role of the board? When mitigating emerging risks, there are ways in which oversight habits of the board can increase organizational resilience.
Join Jay McMahan, Enterprise Risk Services Partner at Deloitte in a deeper discussion of the 4 habits of resiliency and tell us what resiliency means to you.
Emerging risks - The board's role
October 9, 2014 - Watch replay
Corporate law charges directors with the responsibility for identifying and overseeing the management of key risks in the organizations on which they serve. Risk registers and heat maps have been in use for many years suggesting risk management is mostly science and that risks are all known and quantifiable, evolving in measurable and precise steps. The reality, of course, is that some risks surge out of nowhere, while others evolve slowly, are embryonic for long periods of time, and then transition into major unstoppable trends or erupt into damaging events.
There were many insights shared at this past session and we’d like you to consider a few that may be of importance to you and your board.
- If your board ranks risks based on the level of probability and impact, bear in mind that just because a risk is deemed to be low probability does not mean that it can be ignored.
- When considering the impact of disruptive risks, it is imperative to understand the threat posed to your business model.
- Think globally. The world is shrinking and risks that originate half way around the world may impact you at home – consider Ebola, geopolitical risks and cyber risks.