Canadian Council of Chief Executives

Corporate and Public Governance

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Corporate Governance

Canada has a high standard of corporate governance, but trust is the indispensable foundation of free enterprise, and the corporate scandals of recent years have undermined that trust. Chief executive officers have vital roles to play in improving corporate governance, both within their individual enterprises and as leaders in the business community.

The CCCE has a long history of engagement on issues of corporate governance. In 2002, for instance, it published a detailed statement entitled Governance, Values and Competitiveness: A Commitment to Leadership. This statement included recommendations on a wide variety of governance practices including CEO accountability, board independence, board leadership, the audit process, equity compensation and transparency and disclosure.
In some cases, regulatory harmonization with the United States will be necessary or desirable, but Canadian reforms should not start by assuming that the United States has all the answers. What matters in the end is whether Canada's approach to improving governance contributes to its competitiveness by bolstering investor confidence in Canadian markets and Canadian companies and reinforcing Canada's reputation as a home to ethical and well-run businesses.
The extent of regulatory reform flowing from corporate scandals in the United States demands a coherent Canadian response. This requires not just improved regulation, but a streamlined regulatory structure with reduced costs. While recognizing provincial jurisdiction in this area, the advantages of delegating authority to a single Canadian regulator seem obvious.


Click for further information:	Home >> Corporate and Public Governance >> Corporate Governance Corporate Governance Canada has a high standard of corporate governance, but trust is the indispensable foundation of free enterprise, and the corporate scandals of recent years have undermined that trust. Chief executive officers have vital roles to play in improving corporate governance, both within their individual enterprises and as leaders in the business community. The CCCE has a long history of engagement on issues of corporate governance. In 2002, for instance, it published a detailed statement entitled Governance, Values and Competitiveness: A Commitment to Leadership. This statement included recommendations on a wide variety of governance practices including CEO accountability, board independence, board leadership, the audit process, equity compensation and transparency and disclosure. In some cases, regulatory harmonization with the United States will be necessary or desirable, but Canadian reforms should not start by assuming that the United States has all the answers. What matters in the end is whether Canada's approach to improving governance contributes to its competitiveness by bolstering investor confidence in Canadian markets and Canadian companies and reinforcing Canada's reputation as a home to ethical and well-run businesses. The extent of regulatory reform flowing from corporate scandals in the United States demands a coherent Canadian response. This requires not just improved regulation, but a streamlined regulatory structure with reduced costs. While recognizing provincial jurisdiction in this area, the advantages of delegating authority to a single Canadian regulator seem obvious.
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