Western Investment Properties
Vancouver Apartment Fund
• 6% annual tax deferred
• Long-term consistency
• Proprietary deal flow
• Secure asset class
Ernie Hee, Corporate Counsel, Ward Jones, President of WIP, Doug Bedard, MNP
Contact: Ward Jones 604 488 0095 firstname.lastname@example.org
Winner 2014 Real Estate Private Equity Deal of the Year
4. Ensure the company uses a skills based criteria to select
It is important for your advisory or corporate board to have
a diverse skill base. Constructing a quality board is about the
calibre and perspective of individual directors chosen as well as
the deliberate creation of a dynamic and a chemistry that allow
for the effective execution of corporate governance and strategic
oversight. Building a skills matrix that is overlaid on management
and board positions ensures the company has the necessary skills
to scale, acquire clients and manage its affairs.
5. Regularly communicate with shareholders through quarterly
newsletter, AGM, etc.
Communication between shareholder and directors is strongly
beneficial for both parties. Directors will benefit from hearing factual
views from shareholders. Investors will benefit from hearing the board’s
philosophy and perspective related to certain governance and strategic
issues, in turn justifying the board’s decisions and actions.
Private corporations such as Spartan Bioscience of Ottawa
have demonstrated that good governance practises such as regular
shareholder communication and appointment of a non-executive Chair
contributed to a recent strategic investment from Canon USA. “Good
governance provides checks and balances for private companies. It’s
especially important for startups where experienced Board members
can help young entrepreneurs avoid mistakes and capitalize on
opportunities,” says Paul Lem, M.D., CEO, Spartan Bioscience Inc.
“We believe good corporate governance is an essential
foundation for strong performance, and fundamental to our
success: it provides proper oversight and accountability,
strengthens internal and external relationships, builds trust
with our stakeholders and promotes the long-term interests of
shareholders.” Leading Canadian Bank Management Circular.
This is as true today for private corporations accessing capital
as it is for the largest public corporations. Governance is not meant
to thwart innovation but to allow it to thrive in an environment of trust
and communication based on the strategic direction of the company.
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