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Social issues have come to the fore at the boardroom table. An increasingly diverse population and workforce is driving changes in the approach to foster equity, diversity and inclusion. A global pandemic, including measures of social distancing and isolation, has driven a need to focus on human capital issues, including employee physical and mental health and safety, as well as labour issues within the broader supply chain that supports the organization.

Employee well-being, culture and values are areas of concern for high-performing boards. The compensation committee’s mandate has expanded to include oversight of human capital issues, generally. There are also increasing demands for disclosure regarding social matters. New requirements for disclosure on human capital are coming into force in the U.S., and institutional investors also want to see incentive compensation tied to the achievement of social goals for the workforce.

Canadian organizations are increasingly providing voluntary ESG disclosure that includes a focus on social issues – both within the organization and its supply chain. Outside Canada, disclosure requirements regarding forced labour in supply chains (i.e. modern anti-slavery) exist in the U.K., Australia and California, and conflict minerals disclosure exists in the U.S. and is the subject of a new European Union regulation.
Featuring experienced directors from public companies with leading social programs, as well as the not-for-profit sector, this session will provide insights on challenging questions including:
  • How can companies actively manage, measure and disclose social actions and evolution?
  • When should directors step in to push the social agenda?
  • How do companies ensure that members of their supply chain are following strong social practices?
  • How can companies provide incentives for social agenda accomplishments, without unintended consequences or subverting the agenda?
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