The CCGG issued its initial
Executive Compensation Principles in 2009, which were intended
to provide guidance to boards and to promote compensation decisions
that were aligned with long-term company and shareholder
Specifically, the CCGG articulates its executive
compensation principles as follows:
CCGG Executive Compensation Principles
A significant component of executive compensation should be
"at risk" and based on performance.
Performance should be based on key business metrics that are
aligned with corporate strategy and the period during which risks
are being assumed.
Executives should build equity in the company to align their
interests with those of shareholders.
A company may choose to offer pensions, benefits and severance
and change-of-control entitlements. When such perquisites are
offered, the company should ensure that the benefit entitlements
are not excessive.
Compensation structure should be simple and easily understood
by management, the board and shareholders.
Boards and shareholders should actively engage with each other
and consider each other's perspective on executive compensation
See the full text of the 2013 Principles for further details regarding
each of the above.
The content of this article is intended to provide a general
guide to the subject matter. Specialist advice should be sought
about your specific circumstances.
To print this article, all you need is to be registered on Mondaq.com.
Click to Login as an existing user or Register so you can print this article.
A recent ruling of the British Columbia Court of Appeal, A & G Investments Inc. v. 0915630 B.C. Ltd., 2014 BCCA 425, provides a useful primer on the available mechanisms for bringing a contract to an end.
The Supreme Court of Canada’s unanimous decision in Bhasin v Hrynew, 2014 SCC 71 has been making headlines since its release last week. The case is big news in the legal and business worlds because it creates a duty of honest contractual performance that is new to Canadian common law. (It also seeks to clarify how good faith fits into the law of contract.)
Entertainment and IT contracts are often full of uncertain promises about future possibilities – such as exercise of options, working together on various manifestations of an entertainment or IT property, serving in various capacities if a project moves ahead, co-producing/developing if certain financing and other factors are satisfied, etc.
In this article, we explore the current state of female representation in Canada’s boardrooms as well as the regulatory developments in this area to date, bringing you up to speed before the new rules come into effect.