Page 62 - 2008_2009_Annual_Report

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SIGA’s Governance Practices
Does SIGA Align?
NI 58-101F1, section 1(f)
1 (f) Disclose whether the chair of the
board is an independent director;
disclose the identity of the chair
and describe the role of the chair.
Ray Ahenakew assumed the Chair responsibilities in
January 2007 and is an independent director.
The Chair reports to the board and ultimately to the
shareholders and is responsible for presiding over meetings
of the board and ensuring the board discharges its fiduciary
and legal responsibilities. The chair’s primary duties include:
Act as a sounding board and counselor for the President
and CEO, including helping to identify problems, reviewing
strategy, maintaining accountability, building relationships
and ensuring that the President and CEO is aware of concerns
of the board and the communities the Authority serves.
Lead the board in monitoring and evaluating the performance
of the President and CEO and the corporation.
Ensure that corporate strategy, plans and performance are
presented to the board.
Ensure the President and CEO presents management succession
and development plans at least annually and implements them.
Foster a constructive and harmonious relationship between
the board and management.
Together with the President and CEO, act as a spokesperson
for the Authority and oversee the Authority’s interfaces with
government and other stakeholders.
Ensure the board has full governance of the Authority’s
business and affairs and is alert to its obligations to the
Authority, to the communities it serves, to management
and under the law.
Provide leadership to the board; assist the board in reviewing
and monitoring the policy, directions and strategy of the
Authority and the achievement of its objectives.
Communicate with the board to keep it up-to-date on
all major developments, including timely discussion of
potential developments.
Chair board meetings and attend committee meetings,
where appropriate, as ex officio member of each committee.
Ensure that the board and management clearly understand
their respective roles and respect the boundaries between
board and management responsibilities.
Ensure that the board has adequate resources to
support its work.
Is jointly responsible with the President and CEO for developing
ways to involve the board in the ongoing processes of strategic
planning and risk management.
While working closely with the President and CEO, retains
an independent perspective to best represent the interests
of the Authority, the communities it serves and the board.
On behalf of the board, shall report to the Economic
Community Development Commission (ECDC) on the affairs of
the corporation including all business aspects of casinos owned
or operated by the corporation and shall, if so requested, report
on the same matters to the FSIN legislative assembly.
Reports to the board of directors any guidance or advice that
ECDC has offered to the corporation.
Is a non-executive appointment.