Rogers 2004 Annual Report Download - page 114

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112 Rogers Communications Inc. 2004 Annual Report
CORPORATE GOVERNANCE OVERVIEW
COMMITTEES OF THE BOARD OF DIRECTORS
The chart below outlines the members and main responsibilities of each committee of the Rogers Communications Inc. Board of Directors.
COMMITTEE
Audit
Compensation
Executive
Finance
Nominating and
Corporate
Governance
Pension
MEMBERS AT DECEMBER 31, 2004
Ronald D. Besse (Chair)
H. Garfield Emerson, QC
Alexander Mikalachki
The Hon. David R. Peterson, PC, QC
J. Christopher C. Wansbrough (Vice-Chair)
Colin D. Watson
W. David Wilson
Ronald D. Besse
H. Garfield Emerson, QC
Peter C. Godsoe, OC
Thomas I. Hull (Chair)
Robert W. Korthals
William T. Schleyer
John A. Tory, QC
H. Garfield Emerson, QC (Chair)
Peter C. Godsoe, OC
Thomas I. Hull
Edward “Ted” S. Rogers, OC
Edward S. Rogers
John A. Tory, QC
J. Christopher C. Wansbrough
H. Garfield Emerson, QC
Peter C. Godsoe, OC
Thomas I. Hull
Edward “Ted” S. Rogers, OC (Chair)
Edward S. Rogers
John A. Tory, QC
J. Christopher C. Wansbrough
H. Garfield Emerson, QC (Chair)
Thomas I. Hull
John A. Tory, QC
Ronald D. Besse
Robert W. Korthals
Melinda M. Rogers
J. Christopher C. Wansbrough (Chair)
MAIN RESPONSIBILITIES FOR THE COMMITTEE
•Reviews the Corporation’s accounting policies and practices;
•Reviews the integrity of the Corporation’s financial reporting
processes;
•Reviews the financial statements provided by the Corporation
to the public;
•Oversees management’s design and implementation of systems
of internal accounting and financial controls;
•Assesses the qualifications, independence, appointment and
oversight of the work of the external auditors; and
•Reviews periodic public disclosure documents.
•Reviews and recommends to the Board for approval the
Corporation’s executive compensation policies;
•Reviews the design and competitiveness of the Corporation’s
compensation and benefit programs;
•Reviews the Corporation’s management development and
succession planning for its senior executives; and
•Approves the compensation of senior executives and other
employees above specified remuneration levels.
•Generally, has the powers vested in the Board between meet-
ings of the Board;
•Approves definitive terms of transactions previously approved
by the Board; and
•Implements policy initiatives adopted by the Board.
•Reviews and reports to the Board or any other committee of
the Board on certain matters prior to their submission to the
Board or to any other committee or the filing of any document
required to implement any such matter with any governmental
or regulatory authority, including:
•financings, including the issue of shares;
•non-budgeted transactions outside the ordinary course of
business;
•alliance, branding, licence, partnership and joint venture
arrangements;
•grant or assumption of any right of first negotiation, first
offer or first refusal or the grant or assumption or issuance
of any non-competition covenant or exclusivity undertaking.
•Reviews candidates for appointment as the Chief Financial
Officer and Chair of the Audit Committee of the Corporation
and its subsidiaries.
•Reviews proposals for nomination to the Board and assesses
incumbents;
•Develops the Corporation’s approach to corporate governance
issues;
•Assesses the effectiveness of the Board and its Committees; and
•Provides orientation and education for directors.
•Monitors the administration of the Corporation’s pensions
plans;
•Reviews the provisions of the pension plan and the investment
performance of the pension plan; and
•Oversees the investment philosophy, policies and strategies of
the investment manager of the plans.