10 Tips for Corporate Board Materials: The Year in Governance

This is the seventh installment in the Year in Governance Series from the In-House Subcommittee of the ABA Business Law Section’s Corporate Governance Committee. Each month, the series will share key tips on a different corporate governance topic. To get involved in the Corporate Governance Committee, please visit the committee’s webpage.

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The form and substance of board materials, aligned to a well-developed board agenda, are critical in enabling board members to effectively oversee the management of the company’s business, meaningfully engage in strategy and risk discussions, and satisfy their fiduciary duties, especially the duty of care. Well-organized and timely provided board materials are essential to ensure that directors are knowledgeable, prepared, and focused on the most significant issues, and to evidence the satisfaction of applicable corporate governance requirements.

1. Focus on the objectives. Board decks and memoranda, particularly those that discuss key strategies, should be aligned to the overall objectives for the particular board session or committee meeting for which they are prepared. Consideration should be given as to whether the matter being presented is for board approval, for discussion, or for informational purposes, and materials should clearly indicate why they are being included.
2. Implement a consistent format. A uniform, consistent format should be used for all board materials, including using clear and concise language, executive summaries, tables of contents, headings, graphics and visual aids, bold and/or underlined type to highlight key information, and appendices or glossaries. Utilizing a consistent format will enable directors to more easily navigate board materials and prioritize important information in preparation for key decision points and discussions.
3. Include necessary information while avoiding overload. Board materials should include the key information required to inform and prepare board members, including financial data and other important information and metrics regarding key strategies and risks. However, because overloading directors with too much information can be as counterproductive as providing too little information, board materials should not include excessive or irrelevant information or repetitive data that would be better presented in a summarized format or as a read-only item.
4. Provide context and use plain English. Because board members are not involved in the day-to-day management of the company, it can be helpful to provide context on the topic presented or a reminder that ties back to a discussion from a prior board meeting. Consider using one-slide summaries or executive summaries to provide directors with basic background on the topic presented and how it connects to the overall objectives of the meeting and, if applicable, to prior board discussions. In addition, avoid using industry jargon or acronyms without explanation. When dealing with complex topics, consider using a glossary that defines key terms, phrases, and concepts.
5. Confirm accuracy—especially if using AI. Management should take steps to confirm that board materials contain accurate information and present a complete picture, including information that is both positive and negative for the company. With the increased use of artificial intelligence (“AI”), it is even more important to confirm accuracy, given that some AI platforms are known to generate inaccurate, incomplete, or out-of-date content.
6. Provide adequate time for review. Board materials should be circulated pursuant to an established practice that provides adequate lead time for directors to carefully review the materials, form opinions prior to board meetings, and raise questions that may be answered or discussed in advance of meetings. Providing complex materials relating to financial or technical topics without adequate notice could give rise to allegations that decisions were made without full understanding or consideration of the relevant factors. While companies may take different approaches, distributing board materials at least one week in advance of board meetings would be consistent with applicable best practices.
7. Distribute materials securely. If possible, leverage a secure board management platform for distributing board materials in advance of meetings. Many vendors offer board management solutions that offer cybersecurity controls, access controls, and integration with company record storage and collaboration platforms. Additional best practices include providing instructions that directors may follow to access board materials and confirming with directors that they have been able to access board materials after they have been posted and made available.
8. Consider access and searchability. Another advantage of using a board management platform is that most vendors offer a way for directors to quickly access board materials from past meetings and search past board materials for specific documents or issues. This saves directors time when preparing for board meetings, as many board and committee topics will constitute regular agenda items or updates from a prior board meeting.
9. Destroy drafts. Drafts of board decks and memoranda can potentially be discoverable in subsequent litigation focusing on the actions or decisions of the board. Thus, it’s best to put in place a process for the destruction of draft decks, memoranda, and other materials other than the final versions that were shared with the board or a board committee. If drafts are available and are subsequently produced, changes to the content of the materials can be taken out of context and misconstrued.
10. Seek feedback and adjust. Following board meetings, management should seek feedback from directors (and should share feedback internally) regarding the form and substance of board materials, including which materials were effective and where there could be opportunities for improvement going forward. Feedback on board materials can also be requested through the annual board evaluation process. As new directors join the board and new issues are presented at meetings, ensuring that board materials hit the mark will always be an iterative process.

The views expressed in this article are solely those of the authors and not their respective employers, firms, or clients.