Explore the practical realities of corporate governance in public, private, and not-for-profit environments

In the newly revised third edition of The Handbook of Board Governance: A Comprehensive Guide for Public, Private and Not for Profit Board Members, award-winning professor and lawyer Dr. Richard Leblanc delivers a comprehensive overview of all relevant topics in corporate governance. Each chapter is written by a subject matter expert working in academia or industry and illuminates a different area of board governance: value creation and the strategic role of the Board, risk governance and oversight, board composition and diversity, the role of the board chair, blind spots and trendspotting in the boardroom, audit committee efficacy, and more.

This latest edition contains updated coverage of a wide variety of key topics, including:

• Governing, auditing, and working from home, as well as conducting virtual and hybrid meetings
• New and necessary skillsets for directors, including contemporary environmental, social, and governance considerations for firms

• Diversity, equity, and inclusion issues impacting boards and firms, as well as the risks posed by corruption, organized crime, and cyber-crime

  An essential resource for board members and directors of organizations of all kinds, The Handbook of Board Governance is also an important source of information for managers and executives seeking greater understanding of the role of the board in the day-to-day and long-term management of a modern firm.

  Autorentext

  RICHARD LEBLANC, FCMC, CMC-AF, BSc, MBA, LLB, JD, LLM, PHD, is an award-winning teacher, professor, lawyer, management consultant, and specialist on boards of directors. He teaches corporate governance at York University, where he is director of the Graduate Program in Financial Accountability, and has taught corporate governance at Harvard University. Dr. Leblanc heads Boardexpert.com a board consultancy practice, advising boards of directors and individual directors.

  Klappentext

  A MUST-READ FOR DIRECTORS AND EXECUTIVES AT FOR-PROFIT, NONPROFIT, AND PRIVATE FIRMS The Handbook of Board Governance: A Comprehensive Guide for Public, Private, and Not-for-Profit Board Members, 3e is a robust, accurate, and comprehensive discussion of critical issues in board governance and management for the directors of public, private, and nonprofit organizations. In the book, you'll find insightfully written chapters authored by subject-matter experts and leaders in their fields, all backed by up-to-date research, law, and regulation. The Editor carefully examines topics of renewed and contemporary importance, including environmental, social, and governance considerations, as well as climate, disaster management, distress, and geopolitical risk. You'll also find in-depth discussions of the risks posed by artificial intelligence, corruption, organized crime, and cybercrime, as well as explorations of how to govern, audit, and work from home safely and effectively. A timely entry in a series that has been-and will remain-the gold standard in board governance references, The Handbook of Board Governance, 3e will earn a place on the desks of board members, directors, managers, and executives at firms of all types and sizes across the globe.

  Inhalt

  Foreword by Bonnie Lysyk, MBA, FCPA, FCA, LPA, ICD.D xix

  Preface xxi

  About the Editor xxv

  1 The Board Governance Handbook: An Introduction and Overview 1
  Richard W. Leblanc, FCMC, CMC-AF, BSc, MBA, LLB, JD, LLM, PhD

  I Hiring, Evaluating, and Dismissing the CEO 33

  2 CEO Succession Planning 35
  David F. Larcker, BS, MS, PhD Brian Tayan, BA, MBA

  3 Incrementalism Is Not Going to Work 55
  Raj L. Gupta, BS, MS, MBA Dan Bigman, BFA

  4 Model President and CEO Position Description 63
  Richard W. Leblanc, FCMC, CMC-AF, BSc, MBA, LLB, JD, LLM, PhD

  5 Model President and CEO Annual Performance Evaluation and Incentive Compensation Policy 71
  Richard W. Leblanc, FCMC, CMC- AF, BSc, MBA, LLB, JD, LLM, PhD

  6 Board Oversight of Possible CEO Misconduct 87
  Richard W. Leblanc, FCMC, CMC- AF, BSc, MBA, LLB, JD, LLM, PhD

  7 Model CEO Succession Planning Charter 109
  Richard W. Leblanc, FCMC, CMC-AF, BSc, MBA, LLB, JD, LLM, PhD

  II Strategy and Investors 117

  8 The Three Dilemmas for Creating a Long- Term Board 119
  Ariel Fromer Babcock, BA, CFA, Robert G. Eccles, SB, SB, AM, PHD Sarah Keohane Williamson, BA, MBA, CAIA, CFA

  9 Pension Fund Governance: Working Under Tension 151
  Bryan Campbell, PhD Michel Magnan, PhD, FRSC, FCPA, Auditor, FCA, ASC, CDir

  10 A Critique of the Investment Fund Governance Regime in Canada 163
  André Fok Kam, BSc, MBA, FCA

  11 Third Stage Corporate Governance: Investors and Companies Divided by a Common Language 183
  Jon Lukomnik, BA James P. Hawley, BA, MA, PhD

  III Technology Governance 195

  12 Technology and the Corporate Board: Critical Considerations Going Forward 197
  Gary L. Evans, Dip CS, BA, Hons Bcomm, MBA, PhD

  13 Questions the Board Should Ask About Artificial Intelligence 233
  Timothy E. Storus, LLB, ICDD

  14 Artificial Intelligence Governance Standards 243
  Sam De Silva, LLB, BMS, MBS, DBA, FCIPS, CITP, FBCS, FRSA Barbara Zapisetskaya, BA, LLB

  15 Fair Warning Has Been Given: What Do Directors Need to Do Now to Respond to Cyber Risk? 263
  Lloyd Komori, BA Dip IT, CDir, ACC, HRCC

  16 Cyber Risk from an IT Leader's Point of View 285
  Michael Castro, CDir, ASC, MBA

  17 Cyber Legislation, Standards, and Practices: An Overview for Directors 295
  S. David Craig, PEng, MBA, CRISC, ICDD

  IV Environment, Social, and Governance 315

  18 Environmental, Social, and Governance Issues and the Board 317
  Cynthia E. Clark, BA, MA, PhD

  19 ESG'S Growing Pains 335
  Nell Minow, BA, JD

  20 Shareholders, Stakeholders, and Tangible and Intangible Capitals 365
  James E. Nevels, AB, MBA, JD, LLM

  21 Responsible Boards for a Sustainable Future: Not ESG but G(ees) 383
  Yilmaz Argüden, BS, PhD Gizem Argüden Oskay, BSc

  22 Board Oversight and Climate Change: What Directors Need to Know 425
  Patricia A. Koval, BA, JD, MBA

  23 Business Reconciliation: Calls to Action #92 Board and Business Imperative 467
  Gary L. Evans, Dip CS, BA, Hons BComm, MBA, PhD Corinne Chappell, MEd, MEd, EdD David D. Varis, BA, MA

  24 CEO Political Activism: Corporate Governance and Ethical Dimensions 489
  John M. Holcomb, BA, MA, JD

  25 Business and the Social Agenda: C- suite Activism, Corporate Responsibility, Workplace Trust, and the Board's Role 505
  Sally J. Curley, BA, MBA, IRC Carol Nolan Drake, BA, JD

  26 A CPA's Primer on EDI: What Directors Should Know About Equity, Diversity, and Inclusion Audits 525
  Romi-Lee Sevel, MFAC, CPA, CA

  27 Making Diversity Work 535
  John Zinkin, BA, MSc Chris Bennett, MBA

  28 An Introduction to Regenerative Governance 559
  J. Lyn Mcdonell BA, MA, FCMC, CDir

  V Financial Governance 589

  29 Financial Literacy and Audit Committees: A Primer for Directors and Audit Committee Members 591
  Jason Masters, BEc, FAICD, PFIIA

  30 What Every Director Needs to Know About Insolvency 617
  Virginia Torrie, JD, LLM, PhD

  31 Ten Telltale Signs of Possible Fraud: A Director's Primer 633
  James Hunter, FCPA, FCA

  32 Scary Financial Reporting Issues for Directors 643
  Dr. L.S. (AL) Rosen, FCA, FCMA, FCPA, CFE, CIP

  VI Emergency and Crisis Governance 657

  33 Considerations for Emergency Board Succession Planning Under the Worst-case Scenario 659
  Jack L. Rozdilsky, PhD

  34 COVID-19 and Beyond: The Persistence of Intersectionality in Management: Reflections for Management in a Post-pandemic World 681
  Richard Gasparini, CM, CIM, CMGR, FCMI, FSALS, FInstLM, FRSA, BA, MBA, LLM, JD, PhD

  35 Preparing for Governance of Complex Disasters: Social Dimensio…