IIA Saskatchewan Chapter Board of Governors Profiles
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Annual General Meeting May 2015 the Institute of Internal Auditors, Saskatchewan Chapter, Inc
Annual General Meeting May 2015 The Institute of Internal Auditors, Saskatchewan Chapter, Inc. Table of Contents Item Page About Us 2 Board of Governors – 2014/2015 3 Report of the President 4 Programs, Events, & Luncheons – 2014/ 2015 5 Acknowledgement of Newly Designated Professionals 6 Appendices: Appendix A: Minutes of the 2014 Annual Meeting Appendix B: Financial Statements - Reviewed – May 31, 2014 Appendix C: Financial Statements – Projected – May 31, 2015 Appendix D: Election of Board of Governors 2015/2016 Appendix E: Internal Auditor Awareness Month Proclamations What can I do for YOU? About Us About The Institute of Internal Auditors, Saskatchewan Chapter, Inc. The Institute of Internal Auditors (IIA) Saskatchewan Chapter is a non-profit corporation empowered to perform any and all acts which are defined in the Certificate of Incorporation and the Bylaws of The Institute of Internal Auditors, Saskatchewan Chapter Inc. Our activities support the missions of the IIA global body (IIA Global) and The Institute of Internal Auditors Canada (IIA Canada), and are focused on IIA members in the province of Saskatchewan. The Saskatchewan Chapter’s main activities include organizing professional development events, promoting and advocating for the profession, providing opportunities for members and other stakeholders to share knowledge, liaising with the IIA Global, IIA Canada, Canadian Chapters, and other stakeholders and partners, and involvement in national and international IIA committees. The Chapter’s activities are largely organized and overseen by members on a voluntary basis, led by the Chapter’s Board of Governors (the Board) and committees of the Board. About The Institute of Internal Auditors Established in 1941, The Institute of Internal Auditors (IIA) is an international professional association with global headquarters in Altamonte Springs, Florida, USA. -
Board of Governors 2019/2020
Board of Governors 2019/2020 Executive - President James Barr, CPA, CA, CRMA Partner KPMG LLP 1881 Scarth Street Regina, Saskatchewan S4P 4K9 Phone: 306.791.1236 Email: [email protected] James is a Risk Consulting Partner with KPMG. As a member of KPMG’s Internal Audit, Risk and Compliance Services practice, he provides value-added services to clients in Saskatchewan and Western Canada, including: internal audit, enterprise risk management, IT audit business advisory and corporate governance. He has over 20 years of professional advisory, internal audit and public accounting experience while with KPMG, and as an internal audit manager for a Fortune 100 multi-national company in New York area. James is encouraged by the increased importance and value that today’s business environment is placing on the internal audit profession, and thinks the Institute of Internal Auditors has in important role to play in continuing to grow both the profession and the local economy. Past – President Tracy Hepworth, CPA, CA, CIA, ACC Vice President, Internal Audit Farm Credit Canada 1800 Hamilton Street Regina, Saskatchewan S4P 4L3 Phone: 306.780.8543 Email: [email protected] Tracy is Vice President, Internal Audit at Farm Credit Canada (FCC), a Federal Crown Corporation providing financing, insurance, software, learning programs and business services to Canadian agribusiness and agri- food operations. She leads a team of audit professionals located in Regina and Kanata, Ontario as well as an Investigative Services team in Regina. Since joining FCC in 2002 Tracy has had professional experience in areas including corporate accounting, financial management, enterprise reporting and served for 6 years as the Executive Manager in the office of the President & CEO. -
2021 Annual Report
2021 Annual Report Built to help Albertans— then, now, and always There has never been a more powerful demonstration of the strength and resiliency of Albertans than what we witnessed over the past year. In the face of an ongoing global health crisis and the resulting economic impacts, the people of this province found ways to stay connected—offering each other support, encouragement, and hope when it was needed most. ATB is grateful to have played a part in helping Albertans navigate their way through the uncertainty and challenges of 2020. We focused first on the health and safety of our team members and our clients while building solutions to address the most urgent needs of our clients and our communities. Since then, we’ve continued to uplift Albertans, their businesses, and their communities whenever and wherever we can. Our commitment to Albertans is at the centre of everything we do. It’s why we’ve encouraged people to imagine what’s possible and why we’ve nurtured the entrepreneurial spirit of Albertans. It’s why we’ve supported local, seeded ingenuity, and spurred innovation both before and during the pandemic. And it’s what we’ll continue to do to keep Albertans moving toward the better days ahead. We know those days will come—and we’ll be here to help Albertans embrace the possibilities that come with them. Table of Contents Built to help Albertans—then, now, and always 01 Message from President and CEO Curtis Stange 03 Message from Board Chair Joan Hertz 05 Our Strategic Leadership Team 07 Business Highlights 08 Our Corporate Social Responsibility 09 Economy 11 Workplace 18 Diversity, Inclusion, and Belonging 22 Social Impact and Community Initiatives 28 Environment 34 2020–21 Financial Highlights 38 Message from Chief Financial Officer Dan Hugo 41 Stakeholder Engagement 43 About This Report 46 GRI Index 48 Locations 49 Management’s Discussion and Analysis and Financial Statements 50 Message from President and CEO Curtis Stange The act of reflection is powerful. -
2021 Salary Projection Survey Summary
2021 Salary Projection Survey Insights on compensation trends expected in 2021 - Summary report 38th edition | September 2020 Table of contents 1 Introduction 2 Compensation consulting 3 Participant profile 6 Survey highlights 8 Historical base salary increase trend 9 Base salary 11 Salary structure 13 Survey participants 22 Notice 22 For more information Introduction The results presented in this report are an analysis of responses collected between July and August 2020 to the 38th edition of Morneau Shepell’s 2021 Salary Projection Survey. The data represents a broad cross-section of industries representing 889 organizations across Canada and provides data on actual salary budget increase percentages for the past and current years, along with projected increases for next year. • The report contains segmented data and a detailed analysis by Morneau Shepell’s compensation consultants. • Survey participation jumped over 75% on a year over year basis from 506 organizations participating in 2019, to 889 in 2020. Many of these organizations also participated in our 2020 Canadian Salary Surveys. • Survey data includes actual 2020 and projected 2021 base salary increases and salary structure adjustments. • Survey data is reported excluding zeros and including zeros (freezes) but does not include temporary rollbacks due to COVID-19. • Findings are summarized for non-unionized employees. • Statistical requirements applied to the data analysis include a minimum of three organizations for average/mean reported results, and a minimum of five organizations -
Canwest Top 100 Saskatchewan Companies
Wednesday, September 30, 2009 Saskatoon, Saskatchewan TheStarPhoenix.com D1 New Top 100 list showcases Sask.’s diversification By Katie Boyce almost $3 billion since 2007. Viterra Inc., in its second year of his year’s Top 100 Saskatchewan operation, has also experienced significant Companies list is filled with sur- growth in revenue, jumping by almost T prises. $3 billion in the last year to claim third Besides a new company in the No. 1 spot, ranking. Long-standing leaders Canpotex 23 businesses are featured for the first time Limited and Cameco Corporation continue in the 2009 ranking, which is based on 2008 to make the top five, backed by the profit- gross revenues and sales. The additions able potash market. — headquartered in Carlyle, Davidson, Este- One major modification to this year’s list van, Lampman, Melfort, Regina, Rosetown, has been to exclude the province’s individual Saskatoon, Warman, and Yorkton — show retail co-operatives, instead allowing Feder- off the incredible economic growth that our ated Co-operatives Ltd. to represent these province has experienced during the last year. businesses. Another change has been in how 1 Covering a wide cross-section of industries SaskEnergy reports its revenue. Rather than in our province, newcomers to the list include providing gross revenue amounts, the crown PotashCorp Allan Construction, Kelsey Group of Compa- corporation started this fiscal year to report nies, Partner Technologies Incorporated and only net revenue, which accounts for the Reho Holding Ltd. (owner of several Warman significant drop in rankings. companies) in the manufacturing and con- The Top 100 Saskatchewan Companies is struction field, and Arch Transco Ltd. -
PIPELINE FOODS, LLC, Et Al.,1 Debtors. Chapter 11 Case
Case 21-11002-KBO Doc 110 Filed 07/23/21 Page 1 of 54 IN THE UNITED STATES BANKRUPTCY COURT FOR THE DISTRICT OF DELAWARE In re: Chapter 11 PIPELINE FOODS, LLC, et al.,1 Case No. 21-11002 (KBO) Debtors. Jointly Administered AFFIDAVIT OF SERVICE I, Sabrina G. Tu, depose and say that I am employed by Stretto, the claims and noticing agent for the Debtors in the above-captioned cases. On July 21, 2021, at my direction and under my supervision, employees of Stretto caused the following documents to be served via overnight mail on the service list attached hereto as Exhibit A, and via electronic mail on the service list attached hereto as Exhibit B: • Notice of Telephonic Section 341 Meeting (Docket No. 73) • Application of the Debtors for Entry of an Order Pursuant to Bankruptcy Code Section 327(a), Bankruptcy Rules 2014(a) and 2016, and Local Rules 2014-1 and 2016- 2, Authorizing Appointment of Bankruptcy Management Solutions, Inc. d/b/a Stretto as Administrative Agent to the Debtors, Effective as of the Petition Date (Docket No. 85) • Motion of the Debtors for the Entry of an Order Authorizing (I) Retention and Employment of SierraConstellation Partners, LLC to Provide Interim Management Services, a Chief Restructuring Officer, and Additional Personnel, and (II) the Designation of Winston Mar as Chief Restructuring Officer, Effective as of the Petition Date (Docket No. 86) • Debtors’ Motion for Entry of Order Authorizing Debtors to Retain and Compensate Professionals Utilized in the Ordinary Course of Business, Effective as of the Petition Date (Docket No. -
Meewasin Annual Report 2010-2011
Annual Report Celebrating the Meewasin Valley Other significant successes in 2010-2011 include: Message from the Chair and CEO • Began major work to complete the wetland area at River Landing 1 including the river garden water Meewasin has completed 32 years of stewardship in feature to be installed this summer. the valley with successes in all areas of our mandate. • Worked on a trail in River Landing 2 including a Meewasin is unique in North America, a resource that connection from Avenue B back to the Farmers’ is considered by the people of Saskatoon and area to be Chair, Jack Vicq Market area. Completion of the backshore work in one of the single biggest contributors to our quality of this area awaits final installation of the sanitary life. We feel humbled by the responsibility. sewer. We received excellent support for special projects from Developed a new trail at the Water Treatment Plant. the public and private sector this year. With help from • We plan some more backshore work this year but all orders of government, corporate and the general completion depends on improvements to the facility public we were successful this year in raising $700,000 itself. to build the new Cameco Meewasin Skating Rink at PotashCorp Plaza, including permanent washrooms • Completed resource management work at Beaver Creek Conservation Area and the Northeast Swale. CEO, Susan Lamb and a trail connection from Spadina Crescent to the This latter work will be a focus of our resource Meewasin Trail (to be completed this summer of 2011). management plans for 2011-2012. -
Sustainable Phosphorus Management
Ing. Bernhard Geißler, BSc BSc MSc Sustainable Phosphorus Mining Actors, Sustainability Standards and Performance Evaluation of a Business Case Master’s Thesis to be awarded the degree of Master of Science in Environmental Systems Sciences: Sustainability Management at the University of Graz, Austria Supervisor: Gerald Steiner, Assoc. Univ. Prof. Mag. Dr. Institute for Systems Science, Innovation & Sustainability Research (ISIS) Graz, September 2014 Authors’ Declaration Unless otherwise indicated in the text or in the references, or acknowledged above, this thesis is entirely the product of my own scholarly work. Any inaccuracies of facts or faults in reasoning are my own and accordingly I take full responsibility for them. This thesis has not been submitted either in whole or in part, for a degree at this or any other university or institution. This is to certify that the printed version is equivalent to the submitted electronic one. Graz, September 2014 i List of Contents Introduction ......................................................................................... 1 Essentials on Phosphorus, Fertilizer and Food Security ........................ 5 Phosphorus ................................................................................... 5 Chemical Attributes ............................................................... 7 Global Phosphorus Cycle ....................................................... 8 Reserves, Resources, Market and Peak Phosphorus .............. 10 Extraction, Mining and Processing ...................................... -
Mine 2019 Resourcing the Future
Mine 2019 Resourcing the future www.pwc.com/mine Shifting expectations Welcome to our annual review of futures markets, not present markets. And Copper and battery metals, which stand to global trends in the mining industry, when investors and other stakeholders gain as the energy mix moves away from as represented by the Top 40 mining look at the future of the mining industry, combustion engines to electricity including companies by market capitalisation. it is clear they have concerns about the renewable energy, are receiving the bulk industry’s perception on vital issues such of capital investment. (However, as coal Judged by traditional metrics, things are as safety, the environment, technology and contributes 38% to global electricity looking good for the world’s top miners. consumer engagement. generation, it remains an important part In 2018, the world’s 40 largest miners of the basket and continues to receive consolidated the stellar performance In spite of the strong operating substantial capital investment and of 2017. As a group, they increased performance, both investors and transaction focus.) production, boosted cash fl ow, paid down consumers seem to be down on the brand debt, and provided returns to shareholders of mining. They question whether the Mining companies are also streamlining at near record highs. And there was still industry can responsibly create sustainable their operating portfolio by disposing of cash left to increase capital expenditure value for all stakeholders. Discrete events, non-core assets and optimising project for the fi rst time in fi ve years. All while such as safety or environmental incidents, portfolios in line with long-term strategies. -
The Outlook for Potash Prices Has Taken a ‘
The outlook for potash prices has taken a ‘cautiously’ optimistic turn Rio Tinto (‘Rio’, NYS: RIO) has decided to proceed with its plans to build a potash mine. The Australian Rio will work with its Canadian joint venture partner North Atlantic Potash company (an Acron Group subsidiary) to develop the Albany Project using solution mining. The Albany deposit is said to hold inferred resources of 1.4 billion tons at an average grade of 31% KCl with about 30% recoverability. Rio Tinto’s entry into the North American potash industry has added more pressure on what seems to be an already oversupplied sector. In 2013, BHP Billiton (NYSE: BHP) decided to build what will be the world’s largest potash mine; that project alone threatens to break the model preferred by CANPOTEX (the pricing consortium that includes PotashCorp, Agrium and Mosaic), which relies on regulating supply to sustain price rather than compete on the basis of lower prices. The CANPOTEX companies may become victims of their own pricing mechanism, having shown the world just what kind of high margins are possible in the potash market. It should be no surprise that the world’s mining giants have wanted to claim their own stake in the potash industry. Nevertheless, the added pressure and the dissolution of BPC, the Russian/Belarusian equivalent of CANPOTEX, have not done much harm to PotashCorp’s stock price. Indeed, shares of PotashCorp (NYSE: POT) have rebounded to the high USD$ 30’s and low 40’s in June, which is exactly what they were on the day before Belaruskali and Uralkali ended the BPC pricing mechanism on July 30, 2013. -
Financing Your Farm Operation 13 Resource Kit for Nova Scotia Farmers
Financing Your Farm Operation 13 Resource Kit for Nova Scotia Farmers Getting Money for Your New Farm Enterprise With any new farm venture, the importance of starting out with personal savings cannot be understated. Whether they’re used to completely finance a small farm business as a supplement to your day job, or to put a substantial down payment into a million-dollar farm purchase, those savings can make a big difference to the success of your operation. It is worth the wait to build your own farm start-up account. If you are starting a new business, set aside the personal cash you have available for your farm in a separate bank account called your “farm account.” Use this money judiciously for start-up expenses. When you earn income from the sale of farm goods, replenish this farm account and continue what you can afford for your farm. Chances are you will be inspired and creative with your purchasing knowing you have to stretch those dollars. (Note: enrolling in the AgriInvest program can help you grow those savings faster through government contributions. For more information, see Fact Sheet #17: Farm Risk Management.) Once your products have a clear demand and you are not able to keep up with sales, then it is time to consider a loan or financing to allow for more rapid expansion of the profitable aspects of your farm. If you reach the stage where you’re ready for a loan to expand your start-up or to purchase a farm as a going concern, you will need to present potential lenders with a solid business plan that exhibits a realistic strategy for paying it off (see Fact Sheet #14: Business Plans). -
COVID-19 Support for AB Beef Producers
Table of Contents Alberta Government Support ..................................................................................................... 2 Support for Farm Businesses .............................................................................................................. 2 Corporate Income Tax .................................................................................................................................... 2 Hiring Albertans for Agricultural Work ............................................................................................................ 2 Employee Training Supports for Agri-Business ................................................................................................ 2 AgriRecovery Program.................................................................................................................................... 3 AFSC Programs ............................................................................................................................................... 3 Farm Credit Canada (FCC)............................................................................................................................... 3 ATB Financial ................................................................................................................................................. 3 Support for Albertans ......................................................................................................................... 3 Utility Payment Deferral ................................................................................................................................