Responsibility & Governance

Allied’s framework for governance balances the interests of stakeholders across the company. It is established by applicable legislation, including the following key documents below.


MANDATES & POLICIES In our first annual report (2003), our Chairman, Gordon Cunningham, described our governance philosophy as follows: “Being in compliance with the mechanics of governance rules provides the appropriate framework of good governance, but doesn’t ensure it… Good governance is ensured by having in place people, whether trustees or management, who have the skill sets to run a business, the intellectual capacity and business experience required to understand the issues and risks facing that business, the time to invest to ensure that information provided is understood, and the integrity to stand up and be counted, should anything not pass the reasonably prudent man’s litmus test.” This remains an excellent description of our governance philosophy.

  1. Trustees Mandate
  2. Role and Mandate of the Chairman
  3. Mandate of the Chief Executive Officer
  4. Governance Compensation and Nomination Committee Terms of Reference
  5. Audit Committee Terms of Reference
  6. Disclosure Policy
  7. Insider Trading Policy
  8. Whistleblower Policy
  9. Code of Business Conduct
  10. Advance Notice Policy
  11. Majority Voting Policy
  12. AODA Statement or Commitment, Customer Service Policy and Multiyear Accessibility Plan

We strive to ensure good governance by utilizing the talents and accumulated experience of a board of nine trustees, seven of whom are independent, and by encouraging open, ongoing and productive discussion between trustees and management and between management and the investing public.


Corporate Social Responsibility

Allied is committed to sustainability as it relates to the physical environment within which it operates. Most of Allied’s buildings were created through the adaptive re-use of structures built over a century ago. They are recycled buildings and the recycling has considerably less impact on the environment than new construction (of equivalent GLA) through things like embodied carbon and the reuse of materials.  Equally, Allied’s commitment to revitalizing neighbourhoods strives to cultivate vibrant communities.

As a community builder, Allied has a great responsibility to ensure its practices and operations create and leave a positive impact. A commitment to, and implementation of this is expressed and executed through Allied’s Sustainable Wellbeing (SWB) Program. The program is designed to incorporate Allied’s business holistically, from design to construction to operations and overall management.  The program also incorporates the most important aspect of Allied’s business – people. The people that serve, service and occupy Allied’s buildings. This commitment means that Allied’s Sustainable Wellbeing Program is not only core to the decision making process, but is being acted on every day.

To the extent Allied undertakes new construction through development or intensification, it is committed to obtaining LEED certification. LEED certification is a program administered by the Canada Green Building Council for certifying the design, construction and operation of high-performance green buildings.The ongoing operation of buildings also affects the physical environment. Allied is committed to obtaining BOMA BEST certification for as many of its existing buildings as possible. Certification is based on an independent assessment of key areas of environmental performance and management. Allied is also attentive to the impact of its business on the human environment. Allied’s investment and development activities can have a displacing impact on members of the artistic community. As building inventory in an area is improved, the cost of occupancy can become prohibitive. Allied believes that its buildings and users are best served if artists remain viable members of the surrounding communities. Accordingly, Allied has made a practice of allocating an appropriate portion of its rentable area to artistic uses on an affordable basis as part of its Make Room for the Arts Program, a recent example of this being the lease of over 200,000 square feet of GLA to Pied Carré at 5445-5455 de Gaspé in Montréal for a 30-year term. What Allied foregoes in short-term rent, it more than makes up in overall occupancy and net rent levels at other properties in the surrounding communities. Another innovative initiative in the program was the recent installation of Romeo’s Museum in the industrial staircases at 5445-5455 avenue de Gaspé. Here, 24 artists were each tasked with painting a mural, transforming the unusual space into Canada’s first “Urban Art” museum, which is free and open to all 24/7. Allied sees these examples as an important part of its corporate social responsibility.