Page 72 - SIGA Annual Report 2013

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SIGA’s Governance Practices
Does SIGA Align?
NP 58-201, section 3.5
3.5 The Board should: develop clear position
descriptions for the Chair of the Board and the
Chair of each committee; together with the
CEO, develop a position description for the CEO
delineating management’s responsibilities;
develop or approve corporate goals and
objectives that the CEO is responsible to meet.
The Board has adopted specific policies which outline the primary duties
and responsibilities of the Board Chair, Committee Chairs and Board
Members. The Board has adopted mandates for all standing committees,
which outline their specific responsibilities. The Delegation of Authority
Policy, applicable to monetary and non-monetary matters, sets out those
matters that require Board approval and delegates other matters to
The Board annually approves a strategic plan, which includes the
Corporate objectives and goals (Balanced Scorecard targets) for the
upcoming year. The CEO is ultimately responsible to the Board for meeting
these goals and objectives. The Board assesses the CEO against these
performance targets.
NI 58-101FI, sections 3(a) and (b)
3 (a) Disclose whether the Board has developed
written position descriptions for the Chair of the
Board and the Chair of each Board committee
and, if not, describe how the Board delineates the
role and responsibilities of each such position.
(b) Disclose whether the Board and CEO have
developed a written position description for
the CEO.
3 (a) The Board has policies in place that set out the roles and
responsibilities for the Board Chair, Vice Chair and Committee Chairs. In
addition to this the committees all have written mandates adopted by the
Board that delineate the roles and responsibilities of that committee.
(b) The Board has developed a comprehensive job description for the CEO.
NP 58-201, Sections 3.6 and 3.7
3.6 The board should ensure new directors
receive comprehensive orientation and
fully understand the role of the board and
committees, the contribution individual
directors are expected to make and the
nature and operation of the business.
3.7 The board should provide continuing
education opportunities for all directors to
enhance their skills and abilities and ensure
their knowledge of the corporation’s business
is current.
3.6 The Governance Committee is responsible to ensure whether the
proper orientation and continuing education training opportunities
are made available to the Board. SIGA management has provided
comprehensive orientation training for all the Directors about the business
and the industry. SIGA also provides all Directors with a comprehensive
binder that contains essential reference materials.
3.7 The corporation has made available to the directors the opportunity
to participate in education programs such as: The Directors College –
Chartered Directors Program, a comprehensive training program focusing
on best governance practices. All the Directors have participated in an
orientation program. A number of the Directors have participated in
other governance or industry related conferences in 2012/13.