My alarm about what is going on over at Yukon Energy continues to grow. It has been nine months since Yukon Energy has had a full complement of board members and the big and costly decisions keep rolling out the door without the benefit of full-board oversight.
Not only is the Yukon Energy Board short-staffed, but it appears that the CEO of Yukon Energy, David Morrison, is doing double duty as the CEO of Yukon Development Corp., Yukon energy’s parent company. How does Morrison, CEO of the development corp., communicate with the CEO of Yukon Energy à sock puppets? Most people who know anything about corporate governance would agree that this is a bit of a problem.
In a properly governed corporation, one of the board’s responsibilities is to monitor the performance of the CEO. How does the Yukon Energy Board do this objectively when the guy they are monitoring is also in charge of the parent company?
The Yukon government could at least appoint a top bureaucrat to fill the position of CEO of the development corp., so there is some semblance of autonomy, and Morrison could concentrate on Yukon Energy’s work and on his next performance review.
Sally Wright
Kluane Lake