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Statutory board seatOpen Open to a non-residentGIDX-CA-0150

Independent Director and Audit Committee Chair — Development Finance

Canada·Mining & Metals·Mineral development· Toronto·Posted 19 September 2026

Applications close 31 December 2026

Mineral development organisation in Canada

The problem this seat exists to solve

Candidates should have financial reporting expertise, audit committee leadership and Canadian issuer-governance experience. Exposure to capital-intensive development, resource accounting or project finance is important. They should show how they have maintained reporting discipline during rapid increases in spending and organisational complexity.

When development changes the reporting risk

As a mineral project moves toward development, commitments and estimates can expand faster than reporting controls. The audit chair must help the board understand how project decisions affect financial statements, liquidity and the reliability of the finance function.

Development-stage oversight

Challenge project expenditure treatment, cost-to-complete information and the completeness of contractual commitments. Review the consistency of financing assumptions with development schedules and contingency requirements. Seek clear explanations when project changes affect asset assessments or funding disclosures.

Development reporting should reconcile approved budget, expenditure incurred, committed amounts and forecast cost to complete. The committee needs to understand differences among those measures before evaluating liquidity or asset assumptions. Examine whether financing conditions and project dependencies are reflected in the forecast and whether contingency is being used transparently. The chair should ensure material project changes reach the financial reporting process when they become known, rather than waiting for a formal budget revision or the next external reporting deadline.

Chairing responsibilities

Set audit priorities around significant estimates, control design and reporting readiness. Oversee the relationship with the external auditor, including independence, scope and significant findings. Require finance and project teams to reconcile their views before material reporting decisions reach the board.

What progress looks like

The committee should receive complete commitment reporting, documented accounting judgements and a realistic account of liquidity risk. A useful chair can challenge an optimistic project narrative without stepping into technical project management. Candidates should discuss an instance where emerging project risk required a change in financial reporting or audit attention before it appeared in headline performance.

Terms

Where the board sits
Toronto, Canada
Applications close
31 December 2026
Appointment
Board appointment
Time commitment in this market
Typically 6–9 board meetings a year plus committee cycles; resource issuers add site visits and a heavier technical-report load.

Before you apply — Canada

No nationality test applies to you. Whether residency matters depends entirely on where the company is incorporated — federal CBCA companies have a 25% resident-Canadian rule, Ontario and BC companies do not.

Residency test
25% of directors of a CBCA corporation must be resident Canadians. Ontario abolished its equivalent requirement in 2021 and British Columbia has none.
Nationality test
None.
Work authorisation
A non-resident director attending board meetings does not require a work permit; board attendance falls within permitted business-visitor activity. Executive and interim operating roles require authorisation.
Tenure limit once appointed
No cap. NI 58-101 requires disclosure of whether the board has adopted term limits or other renewal mechanisms, and to explain why not if it has not.
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