OCNI Board Committees
The Audit Committee oversees the integrity of OCNI’s financial statements; ensures compliance with legal and regulatory requirements as they relate to the financial statements; and manages the financial matters and risk management associated with any financial risks as delegated by the Board.
Tanya Bodiroga- Chair
Jasdeep Dulku
Mimi Ginger Wilde
Susan Brissette
Louie Shoukas
The Governance Committee’s purpose is to assist the Board in fulfilling its corporate governance responsibilities.
Susan Brissette – Chair
Vinod Chugh
Lisa McBride
Emma Hauch
Adrian Davies
Iftikhar Haque
The Performance & Compensation Committee assists with overseeing compensation matters for the OCNI President and other OCNI staff, succession plans for the OCNI President, and the receipt and resolution of complaints or concerns raised by OCNI staff regarding conduct of the OCNI President.
Louie Shoukas – Chair
Ahab Abdel-Aziz
Tanya Bodiroga
Lisa McBride
Ed Veckie
The Risk & Compliance Committee assists with providing oversight to the OCNI risk management framework and governance, performance, and risk exposure with respect to strategic initiatives.
Jasdeep Dulku – Chair
Ahab Abdel-Aziz
Tanya Bodiroga
Michael Chatlani
Adrian Davies
The Elections & Nominations Committee assists the Board in fulfilling its responsibilities in conducting OCNI elections in a consistent, fair and transparent manner.
Mimi Ginger Wilde – Chair
Louie Shoukas
Michael Chatlani
Vinod Chugh
Ed Veckie
2025 Operational Committees
An operational committee provides review, guidance, and oversight for the specific project or service area as detailed in the Committee mandate. Operational Committees are designed to bring together OCNI staff members, OCNI Board of Directors, and designates from the OCNI membership to develop insight into the business operations to suggest strategic business directions and business policy implementation. Operational committees usually meet quarterly to discuss company issues at hand and provide proper feedback or suggestions to the OCNI Staff Liaison.
Committees should meet regularly or a minimum of twice per year. Additional meetings may be called by the Chair if circumstances or issues arise when required.
Each OCNI Operational Committee has a minimum of one OCNI staff liaison to ensure the flow of information between the committee and the organization is sufficient, as well as manage the scheduling and minutes of meetings.
Decommissioning and Waste Management (DWM)
Mandate: This committee supports the CEO in developing strategies and action plans to maximize OCNI members’ opportunities in DWM projects in Canada and offshore markets.
Indigenous Engagement Advisory Committee
Mandate: This advisory committee supports and advises the Manager of Indigenous Engagement and Special Projects in preparing and implementing of the OCNI Indigenous Engagement Plan and other Indigenous engagement activities that fall outside of the approved plan.
Medical and Industrial Isotopes
Mandate: This committee supports the CEO in securing opportunities for OCNI members to supply specialized equipment and robotic systems used in the production, handling, and delivery of medical and industrial isotopes and pharmaceuticals in collaboration with the Canadian Nuclear Isotope Council (CNIC).
Revenue and Events Committee
Mandate: This committee supports OCNI in identifying and planning new revenue-generating events and other new revenue sources.
SMR Strategy
Mandate: This committee supports the CEO in developing OCNI strategies and action plans to maximize OCNI members’ opportunities in SMR projects in Canada and offshore markets.
Strategy 2025
Mandate: To guide the long-term vision and strategic direction of the association, with primary focus on strategic planning, member engagement, and resource allocation. The committee aims to position the association as a leader in the nuclear sector and enhance the value provided to its members.
URAC 2025
Mandate: To provide the OCNI Board of Directors with insights from utility and major customer perspectives on key and emerging supply chain issues, including supplier capacity, performance, and major technology developments. This group will advise the Board on effective management strategies for regional and supplier capacity challenges and recommend proactive initiatives to address emerging technology impacts, all aimed at fostering a robust and innovative pan-Canadian nuclear supply chain.