Table of Contents
Executive Summary
The position of Chief Financial Officer of a Canadian public issuer is one that is subject to a very unusual set of liabilities. In contrast to their private-sector counterparts, CFOs operating in the public markets have compressed regulatory timeframes, broad disclosure guidelines, and individual responsibility under certification regimes. The two-fold cost of having to ensure immovable filing dates as well as provide comprehensive, reliable and investor ready disclosure sets the scene of perpetual strain. This briefing paper identifies the major challenges encountered by Canadian CFOs and discusses the best practices to handle the complexity by planning and organizing internal controls and coordinating across functions.
1. Time constraint and work reality
Relative to the resources of most issuers, Canadian securities rules create some of the tightest filing deadlines in the world. Annual audited financial statements, MD&A, and the Annual Information Form must be filed within ninety days of year-end for non-venture issuers and one hundred and twenty days for venture issuers. Quarterly filings are even more demanding, with non-venture issuers required to file within forty-five days of quarter-end.
For CFOs, these deadlines collide with other time-sensitive responsibilities such as budgeting, forecasting, and investor relations. They are further complicated in cross-listed companies that must reconcile Canadian requirements with those of the U.S. Securities and Exchange Commission. In practice, CFOs operate in a cycle of overlapping deadlines, where the margin for delay is virtually nonexistent. Even minor setbacks from auditors, legal counsel, or external experts can cascade into missed filing windows and regulatory default.
Event-driven obligations add unpredictability. Material Change Reports must be filed within ten days of a material event, following an immediate news release, while Business Acquisition Reports are required within seventy-five days of significant acquisitions. These filings cannot be scheduled in advance, meaning CFOs must maintain capacity and processes to respond on short notice.
2. Breadth and Depth of Disclosure Requirements
In addition to the time constraints, the extent of disclosure mandated by Canadian securities law is a significant problem, on its own. Financial statements prepared under IFRS require the disclosure of notes, critical accounting judgments and sensitivity analysis. The accompanying MD&A must move beyond financial metrics to include liquidity analysis, capital resources, risk factors, and forward-looking commentary, requiring careful drafting to balance transparency with caution.
Governance and compensation disclosure further expand the CFO’s responsibility. Under National Instrument 52-110 and National Instrument 58-101, issuers must report on audit committee composition, director independence, diversity practices, and governance structures. The executive compensation tables and Compensation Discussion and Analysis required under Form 51-102F6 (or F6V for venture issuers) are highly scrutinized by shareholders and proxy advisors, making accuracy and clarity paramount.
Industry-specific obligations add yet another dimension. Mining issuers are subject to NI 43-101 technical reports, while oil and gas issuers must comply with NI 51-101 reserves disclosure. These reports rely on Qualified Persons and independent evaluators, and they must reconcile with financial disclosures and investor communications. In the case of CFOs, the difficulty has been how to coordinate the reconciliation of these technical inputs to the larger disclosure record.
3. Governance Pressures and Accountability Pressures
The CFO’s role is made even more crucial by the governance environment. By NI 52-109, CFOs are required to personally certify that financial filings and internal controls and disclosure processes are accurate. This introduces direct personal liability, raising the stakes of every reporting cycle. Unlike private companies, where disclosure may be largely financial, Canadian public issuers require CFOs to attest to systems of control and disclosure that span the entire organization.
This responsibility is particularly heavy in smaller or mid-cap issuers, where finance teams are lean but the regulatory requirements are no less demanding. The CFO must often balance hands-on work with oversight duties, while also coordinating audit committee reviews and board approvals. Even a single late filing may lead to automatic cease-trade orders, partial or fraudulent disclosure may lead to regulation reviews, restatement, and negative publicity to both the issuer and the CFO himself.
4. Best Practice Responses
- Structured Calendars and Backward Planning
Successful CFOs maintain a master disclosure calendar that covers annual, quarterly, and event-driven filings, layered with board and committee review dates. By working backward from filing deadlines, they ensure sufficient time for audits, drafting, and internal approvals.
- Robust Control Frameworks
Disclosure committees, quarterly sub-certifications, and documented materiality frameworks provide the backbone of a strong control environment. These mechanisms support the CEO and CFO in their certification responsibilities and create accountability throughout the organization.
- Acquisition Readiness
Given the unpredictability of BAR requirements, CFOs should embed significance testing and disclosure readiness into the due diligence phase of any acquisition. Ensuring that target financials meet audit and disclosure standards prevents post-closing surprises.
- Evergreen Governance Templates
Keeping governance and compensation disclosure templates up-to-date all year long saves the load of preparing annual proxies and also allows the company to maintain consistency in its messaging.
- Premature Advisor Mapping
Scheduling and expectations of auditors, securities counsel, compensation experts, and technical staff should be obtained far ahead of time. CFOs that perceive advisors as collaborators and not as auditors reduce the number of bottlenecks during the time of filing.
- Crisis Preparedness
Event driven filings and MCRs will require quick reaction. The CFOs can give disclosure guidelines of what can be disclosed beforehand, template and procedures of crisis response that could be scaled up and down in a short period and with a high degree of accuracy whenever they are under pressure to minimize the risk.
- Technology and Process Discipline
Close-management tools, disclosure management software, and central document repositories minimize version-control errors and help teams meet deadlines with greater confidence. For insider reporting obligations, automated SEDI monitoring tools provide further assurance.
5. Reporting documents, timing, and their complexity
- a.) Core continuous-disclosure documents (NI 51-102)
| Document | Who | Deadline | Complexity Drivers |
|---|---|---|---|
| Annual financial statements + Annual MD&A | All reporting issuers |
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| Interim (quarterly) financial statements + Interim MD&A | All |
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| AIF (Annual Information Form) | Non-venture generally required; optional for venture |
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| Material Change Report (MCR) | All |
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Filings go through SEDAR+ (CSA’s e-filing system launched in 2023), centralizing continuous-disclosure submissions and public access.
B.) Specialized/episodic disclosures
| Topic | Instrument / Form | Deadline / Trigger | Complexity Drivers |
|---|---|---|---|
| Business Acquisition Report (BAR) | NI 51-102, Part 8 |
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| Mining – Technical Report | NI 43-101 |
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| Oil & Gas reserves/resources | NI 51-101 (Forms 51-101F1/F2/F3) |
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| Insider reporting (SEDI) | NI 55-104 |
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| Audit committee & governance disclosure | NI 52-110, NI 58-101 |
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| Executive compensation | Form 51-102F6 (non-venture) / F6V (venture) |
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| Proxy/meeting & notice-and-access | NI 54-101 |
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C.) Filing calendar you can adopt (by fiscal year-end)
Below is a “default” calendar for a December 31 year-end. If your fiscal year differs, shift dates by the same offsets. Non-venture (NV) and venture (V) deadlines side-by-side are presented side by side.
| Topic | Instrument / Form | Deadline / Trigger | Complexity Drivers |
|---|---|---|---|
| Business Acquisition Report (BAR) | NI 51-102, Part 8 |
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| Mining – Technical Report | NI 43-101 |
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| Oil & Gas reserves/resources | NI 51-101 (Forms 51-101F1/F2/F3) |
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| Insider reporting (SEDI) | NI 55-104 |
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| Audit committee & governance disclosure | NI 52-110, NI 58-101 |
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| Executive compensation | Form 51-102F6 (non-venture) / F6V (venture) |
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| Proxy/meeting & notice-and-access | NI 54-101 |
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For a rolling view with actual 2025–2026 date examples, the ASC continuous-disclosure deadline page maps the 45/60/90/120-day rules onto real calendars (useful for planning by quarter and issuer type).
5. Key Takeaways
Canadian CFOs of public issuers work in one of the most challenging regulatory settings, and their success depends on their ability to manage both time and complexity. The first one is the narrow filing windows that the Canadian securities rules dictated. Annual and quarterly reports and other event-driven disclosures like Business Acquisition Reports or Material Change Reports may occur without prior notice and CFOs need to be able to operate quickly and precisely. Such a continuous cycle does not allow much room to go wrong, and even a slight delay might spiral into regulation non-compliance or default on deadlines.
The breadth of disclosure needed is the second level of challenge. In addition to financial statements, CFOs will have to manage MD&A, governance reporting, executive compensation disclosure and, in certain cases, industry-specific technical reports.
Each element draws on different parts of the organization and often on external experts, meaning the CFO’s role is as much about orchestration and coordination as it is about technical accounting.
Superimposed on such obligations is the increased regime of accountability. CFOs have a personal responsibility to certify the accuracy of disclosures and the effectiveness of internal controls through the nature of certification requirements. This puts a lot of pressure on the alignment of processes, systems and people to provide reliable and transparent reporting. This is an especially daunting obligation to smaller or mid-sized issuers who may have limited resources.
Structured planning and active control is the way forward of CFOs. Setting up strong disclosure timetables, implementing internal standards and materiality structures, soliciting the services of advisors upfront, and investing in reporting technology are feasible methods of eliminating bottlenecks and increasing confidence. CFOs can convert a liability into an asset by treating disclosure as not just a mandatory policy but as a strategic initiative that will help them prove their governance capability and gain the trust of investors.
In short, the key takeaway is that the CFO’s success depends not only on technical expertise but also on disciplined planning, strong internal controls, and the ability to coordinate a wide network of contributors under pressure. Those who can master this balance position both themselves and their organizations for long-term credibility in the capital markets.
6. How Faber LLP Can Help
We recognize at Faber LLP that CFOs of Canadian public issuers are under immense pressure to balance strict reporting deadlines, broad disclosure requirements and individual responsibility regarding regulatory compliance. We work to take that off your hands by ensuring that you have hands-on, customized assistance throughout the whole reporting process.
We help plan and organize reporting calendars so that annual, quarterly, and event-driven requirements are predicted far in advance. We can also aid management in creating a roadmap by matching filing dates with board and audit committee schedules, which reduces the stress of last minutes and avoids deadline slippage.
Another area that our team can help CFOs is in strengthening internal controls and disclosure frameworks such as sub-certification, materiality, and governance reporting. This not only assists in meeting the certification requirements as required in NI 52-109, it also contributes to trust in the overall integrity of the reporting environment in which the issuer exists.
Faber has the technical know-how and experience to make filings compliant and relevant to investor expectations when it comes to complex disclosures, such as MD&A drafting, executive compensation reporting, or industry-specific disclosures, like NI 43-101 and NI 51-101.
We work closely with auditors, legal counsel, and other external advisors, serving as a central partner to streamline collaboration and reduce bottlenecks.
Finally, we help organizations prepare for event-driven filings, such as Business Acquisition Reports and Material Change Reports, by embedding disclosure readiness into due diligence and establishing escalation protocols that allow for rapid, accurate response. With Faber’s support, issuers can move from reactive to proactive, turning regulatory challenges into opportunities to showcase strong governance and investor transparency.
Faber LLP offers CFOs and their teams the expertise and practical planning to support the complexity of reporting in a publicly traded company with confidence, ensuring compliance, safeguarding reputations, and improving market credibility.
Disclaimer:
Reporting list, timelines and deadlines identified in this document are found in information publicly disclosed by the Canadian securities commissions and other publicly available sources, which are not necessarily exhaustive. Although all care has been taken to make the information accurate, Faber does not warrant the completeness, timeliness or applicability of the information to any specific entity. The nature of the reporting requirements of any issuer can differ, based on the circumstances of that issuer, its classification under the regulations and its listing requirements. In this respect, organizations are advised to make their own evaluation and seek the advice of professional counselors to ascertain the requirements that may be relevant to their case. Faber does not have a responsibility or liability to any loss or damages because of use of this material.