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Two investment firms, Browning West LP and Turtle Creek Asset Management Inc., are criticizing the board of clothing manufacturer Gildan Activewear Inc. for removing CEO Glenn Chamandy. The firms, which together hold over 7% of Gildan's shares, argue that this decision puts the company at risk. Browning West specifically criticizes the appointment of Chamandy's successor, Vincent Tyra, and calls for the removal of Chairman Donald Berg. Gildan's stock has fallen 11% since the management shuffle was announced. The reason for the CEO change is said to be a disagreement about the timing of succession planning. [Extracted from the article]

The article focuses on the business failure of a Canadian law firm Heenan Blaikie LLP co-founded by Marshall Pawar in 1973. Among the major cause of the business failure include weak leadership and poor succession planning, and inability to compete with other rival law firms. Also mentioned is Pawar's decision to focus on his own venture firm MEP Business Counsel.

Discusses the results of a survey conducted by the 8Rs research team on succession planning in continuing education in Canada. Percentage of libraries engaged in succession planning; Difficulties in replacing the skills and knowledge leadership qualities lost by departing senior professional librarians; Types of training provided to professional librarians.

The article discusses the importance for wealthy families to have a succession plan to avoid future corporate battles that may arise from generational transition. Topics mentioned include why most family-owned businesses in Canada have no succession plans, as indicated in the survey conducted by the journal and professional services firm Deloitte in 2014, how family firms select their leaders, and the issue of proper governance in private firms, and its role in easing a smooth transition.

The article presents tips on how Canadian companies can continue to attract and retain diverse talent. Because many senior managers are in their 50s and 60s, companies should plan for succession. To attract generation Y employees, companies should use the electronic media. "Y-size Your Business" author Jason Dorsey recommends companies to have a Facebook page, as well as testimonials from younger workers on YouTube.

Discusses considerations for entrepreneurs who are planning to resign or sell their businesses in Canada through the next decade from 2005. Percentage of entrepreneurs who intend to sell their companies according to a survey conducted by the Canadian Federation of Independent Business; Difficulties that will arise in selling businesses for the period; Comments of Glen Harry, a business valuator and partner with Grant Thornton, on selling a business; Recommendations for succession planning.

The article discusses the Business Excellence Series conference held on April 17 at the Vancity Theatre, Vancouver, Canada, hosted by the magazine "Business in Vancouver," on the issue of wealth succession.

The article discusses the trends that will shape entrepreneurial business in Canada in 2007. It cites the importance of addressing succession planning issues early. It suggests approaches that can be taken by firms to cope with labor shortages. It mentions the benefits of adopting forward-looking metrics such as on-time delivery.

The article offers the author's view regarding executive succession. He mentions the "Constitutional Law of Canada", the single most-cited book in decisions of the Supreme Court of Canada written by Canadian lawyer Peter Hogg. He notes that Alex Salmond, leader of the Scottish National Party aims to boost the economy of Scotland through tourism, export opportunities, and capital investment.

Provides tips on how library managers support new librarians and manage succession planning in Canada. Considerations a manager must take before hiring a new librarian; Skills new librarians should possess; Solutions to succession planning;

The article focuses on planning executive succession. Last year almost one-tenth of North American companies changed their CEOs. And according to a study done by U.S.-based global communications consultants Burson-Marsteller, 73% of American CEOs considered throwing in the towel in 2003. There are many reasons for chief-executive turnover--retirement, an emergency health problem or a change in the strategic direction of the company, among them. But whatever the reason, there should definitely be a plan in place. The responsibility for succession ultimately lies with the board of directors. Given the management scandals dominating the headlines and the sudden deaths of McDonald's chairman and CEO Jim Cantalupo and Fiat chairman Umberto Agnelli, which threw those corporate giants curveballs, succession planning is not something an effective board can safely ignore. First, it has to start talking openly about succession. This is where boards can drive the process--they can ask the current management to give them a choice. One way of developing candidates to head a company is to identify rising stars and groom them, says Dora Vell, a partner at executive search firm Heidrick & Struggles. At Alberta-based Enbridge Inc., the strategy worked, according to Bonnie DuPont, group vice-president of corporate resources for the energy transportation company.

The article focuses on the challenges faced during succession planning in a business enterprise dealing with the transfer of wealth to the next generation and offers examples of handovers by several businessmen such as Saul Feldberg, Brandt Louie, and Paul Desmarais.

The article offers information on the succession plan for agriculture business in Canada. It mentions that 47% of the farmers surveyed by the Canadian Federation of Independent Business (CFIB) states that they do not have a succession plan. It notes that there are professionals specializing in succession and available tools to help in the development of a succession plan.

The article explores the aging of the farm population in Canada. It cites the issues presented by an aging farm population which include safety risks, succession planning, and developing youth interest in farming. It emphasizes that it will take time to achieve a change in the aging farm population trend and the need to invest in young farmers to ensure that food will be grown for everyone.

The article reports on the results of a survey by the Canadian Federation of Independent Business (CFIB) concerning its members' succession plan as of November 2011. The survey reportedly revealed that almost 40 percent of its members are planning to exit their agri-businesses within the next ten years either by retirement, transfer of ownership, or sale of their companies. It also stresses the importance of developing a strong succession plan to help ensure a smooth business transition.

The article focuses on research conducted by executive search firm Heidrick & Struggles and Stanford University which found that majority of survey respondents from U.S. and Canadian companies could not immediately name a successor to their organization's chief executive officer. Stanford business professor David Larcker says they believed that the governance lapse originates primarily from a lack of focus. The study also revealed that only 54 percent of respondents are grooming an executive for chief executive officer (CEO) succession.

The article presents the Landscape Industry Executive Program (LIEP) a professional business program for executives, managers and owner-operators in the landscape, nursery and retail garden centre sectors. Its key learning features include strategic planning, succession planning and operations planning. The LIEP is a collaborative effort between the Canadian Nursery Landscape Association and the George Morris Centre and was launched in August 2011.

The article reports that Canadian dairy market is focusing towards succession planning, milk quota management and heifer rearing to achieve success. Milk prices in Canada is at 11,886 pound per kilogram in Ontario. Topics discussed includes breeding, quota system in Canada and how to manage fresh cows.

The article offers information on changes in the Landscape Industry Executive Program (LIEP) for meeting the needs of nursery, landscape and retail garden sectors. It mentions the program offered by the George Morris Centre of Guelph, Ontario, Canada that will address strategic planning, operations management and succession planning. It also notes the Executive Development Progam (EDP) and the Canadian Total Excellence and Agriculture Management (CTEAM) program.

This section offers business news briefs in Canada. Starting in 2008, the Great Canadian Adventure Co. will offer submersible expeditions to view Titanic, which is touted as the most famous shipwreck in the world. A survey by management consultancy PricewaterhouseCoopers suggests that majority of entrepreneurs do not have a formal succession plan.

The article reports that Steve Raymund, CEO of Tech Data Corp. for twenty years, has been looking for a replacement on his position in Canada. The fifty-year-old CEO has already begun searching for his replacement and the company has been looking for an internal as well as an internal candidate. According to the president of Tech Data Canada Inc., Rick Reid, the candidate qualified for the position is someone who knows the history of the business and has the passion and knowledge of the business. Reid added that the candidate can look outside the box of a traditional distributor because it is time to stop squeezing more out of the engine.

Discusses the importance of succession planning in architectural practices in Canada. Reasons for not being able to absorb a succession plan; Comparison between contingency plan and succession plan; List of succession strategies in architectural practices.

Examines mandatory retirement policies in Canada in connection with the issue of allowing employers and employees to enter into contractual arrangements. Benefits and disadvantages of mandatory retirement policies in the country; Effect of mandatory retirement on employees' protection against age discrimination; Possible impact of banning mandatory retirement on succession planning and employment opportunities in the country.

Presents advice on implementing organizational change to meet evolving demands in relation to the crisis facing Agra Pilos Inc. in Canada. Background on transition problems in family-owned businesses; Effect of a company's lack of a succession plan on organizational change; Characteristics of an effective leader.

Comments on the failure of George Pilos, founder of Pilos Agra Inc., to create an orderly transition of leadership for the Canadian company. Problems caused by the lack of a succession plan among family-owned businesses; Significance of motivation in initiating a major change; Factors that will contribute to an effective organizational change.