Latest news with #BoardCharter
Business Wire
3 days ago
- Business
- Business Wire
Scott C. Gage Appointed Chair of Carlson, Inc.
MINNEAPOLIS--(BUSINESS WIRE)--Carlson, Inc., a family-led private investment firm, announces the appointment of Scott C. Gage as its Non-Executive Chair of the Board, effective August 8, 2025. This appointment reflects Carlson's continued evolution as a private investment firm, grounded in strong governance and focused on advancing entrepreneurial and long-term investment initiatives. As a family-led company with decades of experience across industries and generations, Carlson draws on a legacy of leadership in hospitality, travel, real estate, and philanthropy. Today, it continues to make an outsized impact by investing in purpose-driven ventures and bringing strategic insight to every partnership. Scott brings a wealth of experience, insight, and vision to this role. Beyond Carlson, he led an outdoor adventure travel company for nearly 20 years. Within Carlson, he has demonstrated steady, thoughtful leadership across many areas of the business—serving as Co-Chair of Carlson Holdings, Chair of the Carlson Real Estate Committee, past Co-Chair of the Carlson Family Trust Company, and an influential member of the Carlson Board. He brings deep institutional knowledge and a forward-looking perspective to the role, grounded in a long-standing commitment to strategic growth and family-led leadership. 'Carlson has long stood for values-driven leadership and thoughtful stewardship,' said Scott. 'I'm honored to continue that legacy and support the important work already underway.' Scott succeeds Richard (Rick) C. Gage, who completes his term as Chair of the Board, after two successive terms, as outlined by the Board Charter. Rick was instrumental in leading Carlson through the global pandemic and the ownership transition of CWT, while championing the company's civic involvement in a broad network of community and entrepreneurial organizations. Rick will remain a member of the Carlson Board. 'Scott is uniquely equipped to lead Carlson into its next chapter,' said Rick. 'This moment isn't just about transition—it's about reaffirming who we are, while evolving to meet the demands and opportunities of tomorrow.' Michael Sweeney, Chair of the Nominating and Governance Committee of The Board of Directors, Carlson Inc. added, 'On behalf of the Board, I'm pleased to share the appointment of Scott as the next Chair of Carlson, Inc. We are deeply grateful to Rick for his thoughtful leadership over the past six years and for positioning Carlson for long-term success. We're confident in a smooth transition as Scott steps into the role.' Carlson remains focused on building long-term value through strategic investments, principled leadership, and supporting entrepreneurship. About Carlson Carlson is a family-led company with a long-standing commitment to building and stewarding businesses that create lasting value, advancing community initiatives, and investing in entrepreneurial organizations locally and globally. With deep roots in hospitality, travel, real estate, and philanthropy, Carlson has made a multi-generational impact through corporate citizenship and an entrepreneurial spirit. Now in its third generation, Carlson operates as a private investment firm focused on supporting companies and organizations aligned with its values and long-term vision.
Daily Tribune
24-03-2025
- Business
- Daily Tribune
How to gain best results from corporate governance
A basic principle of corporate governance (CG) relates to the Board of Directors of the company, wherein the company shall be headed by an effective, collegial and informative Board of Directors. Herein, if you are a Board member, you need to ask yourself, where do we stand in this? To achieve the goal, all members of the Board of Directors should understand the role and responsibilities of the Board as stipulated in the law 'Company Law', the relevant Articles & Memorandum of Association of the company, the Board Charter, the corporate culture and the corporate governance code. This stand or mission, in particular, highlights that the role of the Board of Directors is different from the role of the shareholders of the company (whose interests the Board serves) and, also, the role of the executives officers working in the company. In particular, members of the Board of Directors should fully understand the Boards fiduciary duties of care and degree of loyalty to the company and the shareholders. Members of the Board of Directors are responsible both individually and collectively for performing these responsibilities, which cannot be transferred or delegated to other persons or to other bodies of the company. When a new Director is appointed, the Chairman of the Board assisted by the legal advisor and compliance officer of the company, should review the Boards role and duties with all members of the Board of Directors, particularly covering the legal and regulatory requirements and the Code of Corporate Governance. The company should have a written appointment letter agreement with each member of the Board of Directors including the powers and duties of the director in addition to other matters relating to his appointment including his term, the time commitment envisaged, the committee assignment if any, his remuneration and expense reimbursement entitlement, and his access to independent professional advice when and if needed. The Board of directors should consider adopting a formal Board 'Charter' or other statement specifying matters which are reserved to it, which should include but need not be limited to the specific items stated in the Company Law. An alternative is a formal statement or by-law stating the functions and authority delegated to the officers as mentioned in the Company Law. The Board of Directors should be collegial and deliberative for the sake of gaining the benefit of each member, of the Board of Directors, judgment and experience. The Chairman should take an active lead in promoting mutual trust, open discussion, constructive dissent and support for decisions after they have been made. The Board of Directors should meet frequently, usually more than the minimum required by law. All members of the Board of Directors should attend the meetings, and the Board of Directors should maintain informal communication between meetings. Unexcused absence(s) is not welcomed as it may disturb the functions of the Board of Directors and indicates that the person is not the type of those needed for efficient Board directorship as stipulated in the Corporate Governance Code. Regarding attendance, more control measures are required and continuous absence could lead to termination of membership. Commitment and accountability reflect the effectiveness of the Board and are essentially required and should be observed by all members of the Board of Directors, taking in account that they are supposed to excel and give good example to all related parties in the company, the shareholders and community stakeholders. If you are a Board member, you need to ask yourself where do you stand in this and are you effective enough to make your Board of Directors more effective, as required for corporate governance purposes. An active role by each Board Director will lead to the best corporate governance results.
