Agriculture Committee on Feb. 12th, 2026

[Sébastien Lemire, Bloc, Abitibi—Témiscamingue, QC]

Thank you.

There’s a lot of talk about better supporting our agricultural producers, who are dealing with climate change. Indeed, as we just mentioned, there are income stabilization programs, among others. There’s a lot of talk about concentration in the processing sectors or even among retailers.

What role can you play to create more competition in the different sectors where there isn’t as much?

[Justine Hendricks]

I’d like to ask for clarification. Are you talking about creating competition within the sector itself?

[Sébastien Lemire, Bloc, Abitibi—Témiscamingue, QC]

Obviously, more competitors are needed so that consumers can have better prices. We know how much of an impact that has, particularly in grocery chains. How can we increase competition among businesses?

[The Chair, Liberal, Michael Coteau]

Give a quick answer, please.

[Justine Hendricks]

If we invest in innovation, we can support the commercialization of new ideas, and that will create new companies that will generate competition.

[Sébastien Lemire, Bloc, Abitibi—Témiscamingue, QC]

Thank you.

[The Chair, Liberal, Michael Coteau]

Thank you.

Next we'll go to Mr. Epp for five minutes.

[Dave Epp, Conservative, Chatham-Kent—Leamington, ON]

Thank you, Mr. Chair.

Thanks for appearing.

Many of us around the table come here with previously lived experience. I've had the honour and privilege of serving as chair of a governance and HR committee and the finance and audit committee of a public sector ag agency. As you know, in public governance, perceived conflicts of interest are just as damaging as real ones, particularly when they involve oversight regarding executive conduct.

My colleague asked about some of your travel. What was not mentioned is that it was $460,000 of your travel...in your tenure—the same as all three ag ministers in that same period of time.

Where I want to begin is with investigations involving leadership, allegations of silencing internal dissent and decisions impacting the credibility of the board.

With respect to FCC board governance, what mechanisms exist to ensure independent oversight of the CEO?

[Justine Hendricks]

I'd like to call upon Corinna to speak about our governance framework at FCC to answer that question.

[Corinna Mitchell-Beaudin, Executive Vice-President, Finance, Farm Credit Canada]

Good afternoon, everyone.

First, I'd like to apologize for not being there in person. I sustained an injury and am not able to travel, but I am dialling in from Regina. FCC is headquartered there.

In terms of governance at FCC, we have a governance model that includes a human resources committee, which oversees the annual goals and performance of the CEO. We have a governance committee that ensures that the performance of the different committees, which further includes the audit and risk committees, is living up to industry standards. The board reviews the practices of management and the charters of the various committees to ensure that those are living up to industry standards for an organization of our size.

[Dave Epp, Conservative, Chatham-Kent—Leamington, ON]

I do have limited time. How often does the board meet in camera without the CEO present?

[Justine Hendricks]

At every board meeting, there is time in camera without the CEO.

[Dave Epp, Conservative, Chatham-Kent—Leamington, ON]

Did this occur, then, very recently as well?

[Justine Hendricks]

That's correct.

[Dave Epp, Conservative, Chatham-Kent—Leamington, ON]

Your colleague talked about the governance and HR committees. For how long did you serve both as CEO and as chief human resources officer?

[Justine Hendricks]

I served for an almost two-year period.

[Dave Epp, Conservative, Chatham-Kent—Leamington, ON]

How was governance approval acquired for that dual role?

[Justine Hendricks]

As it relates to the board—as my colleague Corinna indicated—all board committees have independent charters that are followed through on an annual basis, with specific work plans to work through. Items related to HR in the organization would be presented to that committee. The items that require a vote are recommended by that committee to be presented to the entire board and voted upon.

[Dave Epp, Conservative, Chatham-Kent—Leamington, ON]

Would that not have flowed through your office, as the CHRO, before it was presented to the board?

[Justine Hendricks]

That is correct. As the CHRO, I would be a member of the executive team that had accountability to the board committee around human resources. I would work with the chair of that committee in order to determine what the correct agenda items were.

To be clear, there is a work plan that is approved by the board each year regarding key items to bring up, and this is closely monitored.

[Dave Epp, Conservative, Chatham-Kent—Leamington, ON]

How is the obvious conflict of interest mitigated when you were acting in both those roles with respect to internal concerns about the activities of the CEO?

[Justine Hendricks]

We have processes available if staff have a concern, whether...directly to an executive or to the CEO. There is an independent process that takes place that is accessible, as well, to the public service. Should a complaint be triggered, at that point, our internal ethics and compliance officer would step in and independently look into any inquiries in that regard.

[Dave Epp, Conservative, Chatham-Kent—Leamington, ON]

Would that internal officer not report to you?

[Justine Hendricks]

That is—

[Dave Epp, Conservative, Chatham-Kent—Leamington, ON]

Would there be a venue so employees could go through that office and directly to the board?