Canada’s blue-chip boards have never looked stronger. Across the country’s largest public companies, boards are more diverse, more credentialed, and more actively refreshed than ever. On paper, this is a governance success story, but in practice, governance failures continue to surface, often at companies with boards that appear strongest by conventional measures.
For Canadian directors this proxy season, the implication is clear; a blue‑chip board is not the same thing as an effective one. Governance is not a checklist or a disclosure exercise; it is behaviour under pressure, measured by whether boards challenge management, interrogate strategy, and act before issues become failures.
