Independent Director and Audit Committee Chair — Capital Project Oversight
Canada·Mining & Metals·Mine development· Vancouver·Posted 23 September 2026
Applications close 29 October 2026
Mine development organisation in Canada
Partner-sourced
Sourced through a partner search firm or the sponsor's own nomination committee, and verified before listing.
The problem this seat exists to solve
This seat requires an audit chair able to oversee reporting during a capital-intensive development programme. The committee’s challenge is to understand commitments, estimates and control weaknesses before project complexity overwhelms the finance process.
The chair’s questions
Are cost reports consistent with the ledger? Do forecasts include committed but unbilled work? Are schedule changes reflected in financing and asset assumptions? Has management distinguished project contingency from available liquidity? These questions should guide evidence gathering rather than become a checklist accepted without challenge.
Responsibilities in the reporting cycle
Lead review of significant financial judgements and the completeness of disclosures. Coordinate committee consideration of project-related controls, audit scope and material findings. Establish a process for escalating cost or schedule developments that could affect financial reporting between formal meetings.
Require a shared reconciliation between project controls and finance that distinguishes approved variations, claims, unapproved requests and estimates of future work. The committee should understand whether forecast completion costs include commissioning, ramp-up and necessary supporting infrastructure. When management changes the expected schedule, ask how that affects financing, contractor obligations and the basis of significant accounting judgements. The chair should ensure that technical advisers’ conclusions are interpreted in the financial context rather than attached to papers without explaining their implications.
Working relationship with management and auditors
The chair should invite early disclosure of uncertainty while demanding disciplined support for conclusions. External specialists may inform the committee, but their involvement does not replace board judgement. Candidates should demonstrate how they have secured meaningful remediation when project and finance teams maintained conflicting views of cost or progress.
Candidate requirements
Candidates need financial reporting expertise, audit oversight leadership and Canadian issuer-governance familiarity. Experience with mining development or comparable major capital projects is important. They should have challenged project estimates, construction commitments or financing assumptions in a public-reporting context.
Terms
- Where the board sits
- Vancouver, Canada
- Applications close
- 29 October 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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